Defense Transportation Journal

Joint Shipment Manager – Joint Approach to Regional Transportation Needs

December 2008

www.ndtahq.com

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CONTENTS

December 2008

FEATURES Joint Shipment Manager December 2008 • Vol 64, No. 6 Publisher

A Joint Approach to Regional Transportation Needs

9

By Dr. Jean Mahan, Dr. Gregory J. Grindey, and Ms. Jodi Browell

LTG Ken Wykle, USA (Ret.) Editor

Kent N. Gourdin Managing Editor

Karen Schmitt | karen@ndtahq.com Contributing editor

Denny Edwards

Circulation Manager

Leah Ashe

62nd Annual Forum Wrap-Up

13

Forum Awards Photo Album

43

Reno-Tahoe, Nevada Sponsored by

Publishing Office

NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761

te he Da Save t um mposi y S C o SDD A Exp & NDT . 11

Production Manager

Margaret Howard Graphic Design

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Debbie Bretches Advertising Account Executive

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Advertising & Production Carden Jennings Publishing Co., Ltd. Custom Publishing Division 375 Greenbrier Drive, Suite 100 Charlottesville, VA 22901 434-817-2000, x261 • F 434-817-2020

Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association, a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 223047296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

Subscription Rates: One year (six issues) $35. Two years, $55. Three years, $70. To foreign post offices, $45.

Single copies, $6 plus postage. The DTJ is free to members. For details on membership, visit www.ndtahq.com.

Postmaster: Send address changes to: Defense Transportation Journal 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296

departments A-35 News | Ms. Lori Leffler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Editorial | Dr. Kent N. Gourdin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 President’s Corner | LTG Ken Wykle, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 chapter News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 government News. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Industry News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Professional development | Mr. Irv Varkonyi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Industry inroads | Ms. Denise Bailey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 farewell | Mr. Don Perkins. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 welcome | Mr. Jim Lindsey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Homeland security | Mr. Lee Jackson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Pages Past | COL Denny Edwards, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 honor roll. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 chairman’s circle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Bookshelf Ideas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 index of advertisers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

A-35

EDITORIAL REVIEW BOARD AND EDITORIAL OBJECTIVES

Champions

Dr. James M. Daley, Dean, Helzberg School of Management, Rockhurst University, Kansas City, MO

Ms. Lori Leffler, A-35 Chair

Dr. Kent N. Gourdin, Director, Global Logistics and Transportation Program, College of Charleston

Manager, US Government Sales, The Hertz Corporation

Maj Gen John E. Griffith, USAF (Ret.), Transportation Logistics Consultant Richard H. Hinchcliff, Consultant Brig Gen Malcolm P. Hooker, USAF (Ret.), Member, Board of Directors, NDTA Dr. Joseph G. Mattingly, Jr., R.H. Smith School of Business, University of Maryland Prof. Gary S. Misch, US Naval War College (Ret.) Lt Col Anne T. Peck, USAF (Ret.) Dr. Richard F. Poist, Jr., Professor, Transportation and Logistics, Iowa State University MG Harold I. Small, USA (Ret.), Consultant COL Joseph A. Torsani, Jr., USA (Ret.) Dr. David Vellenga, Director, Carl A. Gerstacker Liberal Arts Institute for Professional Management, Professor of Economics and Management, Albion College

Editorial Objectives The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense transportation and the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense transportation, logistics, and distribution by providing readers with: •

• • • •

News and information about defense transportation issues New theories or techniques Information on research programs Creative views and syntheses of new concepts Articles in subject areas that have significant current impact on thought and practice in defense transportation • Reports on NDTA Chapters

A-35ers were certainly in good company at this year’s Forum with Champions all the way around!

W

e began our time in Reno with a “Breakfast of Champions” on September 22, joined by two senior NDTA leaders—VADM Gordon Holder USN (Ret.), VP, Booz Allen Hamilton, and Mary Ann Wagner, President, XIO Strategies. They shared personal insight to guide us on our careers—a great way to kick off opening day at the Forum!

That afternoon, A-35ers had the opportunity to participate in “Champions—on the Ground in Iraq & Afghanistan,” a professional dialogue session. Mike Babiak, A-35er with McCollister’s Transportation, made notes on lessons learned by our young leaders (remarks are paraphrased below). Thanks for your write up, Mike!

For a wrap up of the Mentor-Protégé Session, another professional development opportunity for A-35 Forum attendees, see page 35.

Editorial Policy The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA. Editorial Content For correspondence including feature manuscripts and books for review, write: Dr. Kent N. Gourdin, Editor, DTJ Director of the Global Logistics & Transportation Program, College of Charleston, Charleston, SC 843-953-5327 • F 843-953-5697 gourdink@email.cofc.edu Government, Corporate, NDTA and Chapter News, Almanac Input, Mini-features, and all other departments, send news and photos to: Ms. Karen Schmitt, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 karen@ndtahq.com

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Defense Transportation Journal

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Champions—on the Ground in Iraq & Afghanistan Moderator: Major Jeff Babinski, USAF Commander Det 2, 730 AMS

Michelle Sabin—We were faced with a BIG problem recently when hundreds of tons of Add on Armor Kits for vehicles began arriving at the port in Charleston for shipment into Theater. The lack of inbound notice was causing delays in getting them on outbound vessels. To expedite these critical shipments, a workgroup was formed with DLA and port leaders to brainstorm best practices from other areas—like the rapid distribution of MRAP vehicles. A process of consolidating the Add on Armor Kits in PA as they arrived from various locations was implemented. Once palletized, the kits were sent directly to the port in Charleston saving 24 to 72 hours in the process!

Maj Bary Flack—I deployed with the Army for an “in-lieu-of ” tasking, whereby Airmen, Sailors, Soldiers, and Marines from a cross-section of all military specialties are required to perform nontraditional missions to provide temporary augmentation. To prepare for deployment, I attended a month of Combat Skills Training (CST) at Fort Sill, OK. This was solid mobilization training for Airmen who do not always train in the same areas as Army personnel. We also had received additional CST in Kuwait before traveling in to Iraq.

I deployed to support the Multi-National Security Transition Command—Iraq’s (MNSTC-I’s) Police Training Operations. One continued on page 63

• Ms. Michelle Sabin, Federated Software Group (in support of TRANSCOM DDOC) • Maj Barry Flack, USAF; 724th AMS (Deployed to Baghdad in support of MNSTC-I’s Police Training Operations) • 1 Lt Melanie Collins, 109th Transport Company (JLTF 1144. Camp Arifjan, Kuwait) • SSG Veronica Dixon, 109th Transport Company (JLTF 1144. Camp Arifjan, Kuwait)

december 2008

To be successful, you have to have your heart in your business and your business in your heart.

Find the ANSWER on page 63

EDITORIAL A Great Forum For Tough Times Dr. Kent N. Gourdin, Editor DTJ

LETTER TO THE EDITOR

Director, Global Logistics and Transportation Program College of Charleston

I

ronically, this year’s Forum in Reno preceded one of the most tumultuous periods in our nation’s economic history.

After watching the price of fuel skyrocket in recent months, its spectacular decline in the past few weeks has been even more astounding. Airlines are reducing fuel surcharges, and other modes will undoubtedly follow suit. But the price of oil is probably the only bright spot in what could arguably be called the worst economic crisis to hit the US (and the world) since the Great Depression. One of the reasons the price of oil has dropped is that consumer demand has fallen, not only for gas but also for the goods and services that are moved via commercial vehicles that consume gas, diesel, and bunker oil. So, although we may feel some relief at the pump, the transportation industries continue to suffer.

Airlines are cutting routes and continuing to reduce services while adding charges for services passengers used to receive for free. Ocean carriers are aggressively negotiating cost reduction contracts, to include pressuring port operators for concessions. Maersk Lines recently asked the Port of Charleston to permit the carrier to move its operations to a common user facility that would allow it to use less union labor than it does now. Naturally, the local longshoremen are vigorously opposing such a move because of the loss of jobs that would result. Clearly, transport labor unions are in a tough position. They don’t want to easily accept such concessions, but the reality is that if they don’t, they may end up with no jobs at all. Maersk has, in the past, shown a willingness to simply take their business elsewhere if they don’t get the terms they seek. Several years ago, they moved their terminal from Singapore to Port Klang in Malaysia because the situation was better. Similarly, workers at the Italian government-owned air carrier Alitalia have consistently voted down wage concessions intended to make

that perennial money-loser more attractive to a buyer. Their recalcitrance has led to the failure of several merger attempts, raising the real possibility that these workers will end up with no wages at all!

Those of us involved with the Defense Transportation System (DTS) are especially concerned that our nation’s carriers weather the storm and emerge stronger once the crisis passes. These are tough times for everyone; unfortunately, our need for a strong national transportation system is more acute than ever, a message that came through loud and clear at the Forum. The sessions highlighted the changing nature of the world stage and the DOD’s response to it in the Pacific; cutting edge advances in information technology; changing procedures for obtaining domestic transportation; and ongoing issues in Iraq and Afghanistan, just to mention a few of the topics covered. Despite growing up in Northern California, this was my first time in Reno, and I never appreciated what an important transportation center it is.

Perhaps it’s best known as a railroad town because it figured so prominently in the construction of the nation’s first transcontinental railroad. Indeed, the route carved by manual labor across the Sierra Nevada is still in use today. Out of my hotel room window, I could observe hundred-car trains coming down from the mountains or heading up. In addition, they allow different truck combinations in Nevada (ie, triple trailers), so I observed rigs passing on I-80 that I have not seen anywhere else.

When you combine all this with the airplanes landing at Reno airport, it proved to be quite the multi-modal scene! So I remain heartened about the strength of our nation’s transport system and its ability to support the DOD. We will get through this crisis just like we’ve survived others in the past. The DTS has proven to be extremely flexible and resilient, two traits that continue to serve the nation well. DTJ

Choice Hotels — Apology It has come to our attention that an advertisement for the new Choice Privileges Armed Services program that recently appeared in this publication contained a stock photograph that inaccurately depicted uniformed military personnel.

As Chief Marketing Officer for Choice Hotels International, I would like to formally apologize for this oversight on our part. In an effort to reiterate our respect and commitment to members of the military throughout the United States and across the globe, we have taken action to correct the situation immediately and replaced that advertisement with a more appropriate one. Your readers can be assured that our new Choice Privileges Armed Services program is just one more sign of our long-standing commitment to providing high-quality, highvalue lodging options to military service personnel around the world.

Sincerely, Chris Malone Chief Marketing Officer Choice Hotels International, Inc.

Update — The Whalers, Barrows, AK

Photo: Terry Brown/Los Angeles Times.

An article in the Anchorage Daily News (“Arctic cool under pressure;” October 1, 2008) lauds the Whalers, the local high school team in Barrows, Alaska, for continued on page 56

www.ndtahq.com | 5

PRESIDENT’S CORNER LTG Ken Wykle, USA (Ret.) NDTA President

I

n this issue of the DTJ, we provide an overview/summary of the Forum events. It includes pictures of our award winners, many of our exhibitors, and recognition of our sponsors. THANK YOU for your participation and support of the 2008 Forum. It was a great success. To all who attended, the speakers, the roundtable participants, the breakout session leaders and participants, our exhibitors and sponsors, the hotel staff, the NDTA staff, our Destination Management Companies, our show decorator, the volunteers, and others, thank you for a superb Forum. Talk to your friends and associates and encourage them to attend the Forum in Nashville, Tennessee, 19-23 September 2009. We recognize the current tough economic conditions and the predictions for a difficult 2009. We ask that you budget and plan to support our association in 2009, and we commit to you that we will work to provide value for your membership and keep our prices low.

Each year is different, and the program varies depending on location and availability of speakers and facilities. Last year we had two “off site” tours—one to the aerial port, and the other to the ocean terminal; this year, tours to the Union Pacific classification yard provided learning options to breakout sessions. The feedback concerning “off site” tours has been very positive. We plan to continue to include tours as an option when local off site venues are available. Attendees were pleased that everyone was in the same hotel, but noted the condition of the facilities for our general meetings, breakout sessions, and the smoke in the ground floor level.

We had senior leaders from industry, the Department of State, and the Military as keynote speakers. Mr. Douglas Til-

den, Chairman of Ports America Group opened the forum by discussing the state of the US infrastructure, the lack of standardization in ocean terminal operating equipment, and the challenges for the industry/government partnership. He provided insights into the maritime industry, global networks, and the need for investments in new infrastructure. RADM Reilly recognized our outstanding Transportation and Logistics units at the Military Awards ceremony. His remarks were motivational, inspiring, and tied to the lucky number seven. Mr. Tim Carroll, IBM, gave an excellent presentation on the Global Supply Chain and the need to build in flexibility with ability to make quick changes required by national or world events. Ambassador James Pardew provided a superb overview of changes in NATO, European perceptions of the US, and NATO support and participation in the Afghanistan fight. General McNabb closed the Forum on Wednesday by emphasizing the role of USTRANSCOM in supporting the Combatant Commands, the need for strong commercial partners, and TRANSCOM’s role in evaluating the economics and other tradeoffs between military capability and commercial capability when responding to the needs of the combatant commander.

These outstanding speakers were augmented by roundtables led by LTG Dial’s discussion of the DLA Enterprise and support to the Services. I then led a roundtable titled “Ask the Commanders.”

Attendees were encouraged to ask the roundtable participants (VADM Rondeau, USTRANSCOM, RADM Reilly, MSC, MG McCoy, USAF, and BG Hodge, SDDC) the tough questions. The afternoon’s schedule provided attendees

an opportunity to choose from ten different breakout sessions or the Union Pacific rail classification yard tour. Learn about all of the presentations by reading the summaries in this issue of the DTJ. Powerpoint presentations as available are also posted in the Members Only section of our website.

Many of you completed the post Forum online survey; results are provided in the Forum section of the DTJ. We listen to what you have to say, and, based on your thoughts, we have started to identify topics for sessions and accept names for potential speakers for the 2009 program.

Continue to share your ideas with us.

Please let Mark Victorson or me know of your interest in participating in the program or in some other capacity. Contact Denny Edwards or Alisa Graham now about exhibiting or sponsorship opportunities. We appreciate your feedback.

Thank you for your confidence in the Association and the daily contributions each of you make in support of our nation’s economy and to our national security. DTJ

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vided insights into how robust the solutions were to variations in historical customer demand patterns. However, to quantify in real terms how proposed changes would positively affect the system, the team heavily relied upon operational modeling of the existing transportation network to ensure that the necessary details were taken into consideration.

Operational modeling involved building a representation of 2006 joint service transportation Background requirements. Data Over the course of the Joint Regional Inventory and sources to complete the analysis included Materiel Management (JRIMM) initiative from 2005 Worldwide Port Systo 2007, leadership from USPACOM and Office of tem (WPS), Global the Under Secretary of Defense for Acquisitions, Air Transportation Technology, and Logistics (OUSD/AT&L) believed Execution System there were locations in the USPACOM area of re(GATES), the Comsponsibility that could benefit if joint transportation mon User Land requirements were managed by a single organization.

Transport (CULT) Increased efficiencies and reduced costs were enviOverwatch datasioned as opportunities for both transportation and base, and the Disinventory management. The QLA sponsor, OUSD/ tribution Standard AT&L, commissioned the JDPAC team to evaluate System (DSS). The the concept by focusing on surface transportation team also obtained opportunities for the Hawaiian island of Oahu. . . . by . . . surface (truck) asset information from Methodology Dr. Jean Mahan, individual TransporThe team took a five-phased project approach. The Dr. Gregory J. Grindey, tation Management first phase was used to determine stakeholder vision and Ms. Jodi Browell Officers. Once the and goals, allowing the joint team to scope the defirequirement was nition of the JSM construct. The stakeholders’ envibuilt, it was summasioned construct provides a single point of contact for rized and presented coordination of joint movement demands with joint to stakeholders to verify the accuracy of the movement resources to assure fair and equitable service to all customers. A JSM depiction for the current situation. would have enhanced visibility of the requirements, the ability to coordinate pickups and deliveries, responsibility for forecasting and planning of requirements, and Shipment histories were mapped to 30 zip the capability to develop operating budgets using historical data. Additionally, stakecodes to create a daily representation of deholders envisioned a JSM that could support varied service levels and both expedite mand flowing on 190 transportation lanes and surge requirements. Phase two called for an assessment of the “As Is” situation. under the existing transportation system. For During phase three, the JDPAC QLA team worked with the JSM Working Group the solution alternatives, efficiencies were to develop a range of viable solution alternatives and criteria that stakeholders would added to create regional consolidation of use to evaluate the solutions. cargo and alignment of the lanes to create adAfter USPACOM validated the solution alternatives and evaluation criteria, the ditional backhaul opportunities. Elements of team transitioned to the fourth phase, quantifying expected benefits. The team identhe modeled moves were calculated for each tified and quantified improvement opportunities for managing the transportation of the scenarios including truck size (small, system more effectively while reducing costs and maintaining or improving customer medium or large), asset utilization, number service levels. The analysis provided an objective foundation for defining improved of trips required, loaded miles, empty miles, network flows (see Figure 1), developing alternative Courses of Action (COAs), and and positioning/depositioning miles. The stamaking quantitative assessments. During the course of the analysis, the JDPAC team tistics were then used to compare the baseline evaluated the existing transportation network and business rules and the proposed with solution alternatives from a quantitative alternative solutions. The QLA analysis was supported by using the Supply Chain perspective and to provide recommendations Guru simulation package and a more traditional data analysis. The simulation profor the right fleet size. The highest level of he Joint Shipment Manager (JSM) Quick-Look Analysis (QLA) examines the potential benefits of a single agency managing Oahu’s joint transportation requirements. The 2007 QLA study is the product of a team of analysts and supply chain subject matter experts from the United States Transportation Command’s (USTRANSCOM) Joint Distribution Process Analysis Center (JDPAC) working in conjunction with the JSM Working Group cochairs: United States Pacific Command Director of Logistics, Engineering and Security Assistance (USPACOM/J4) and the Military Surface Deployment and Distribution Command (SDDC).

This paper outlines the team’s approach and results and summarizes the opportunities and benefits associated with the establishment of a JSM for Oahu.

A Joint Approach to Regional Transportation Needs

improvement came from a JSM construct that included a distribution hub where regional shipments were coordinated in both directions (into and out of the hub) to gain the efficiencies and backhaul opportunities that could be expected with better visibility of the joint requirement. It was estimated that a truck fleet of 30 trucks could move the requirement on 85% of the days, while the total trucks currently used was more than twice this number.

Stakeholder involvement was critical to ensure an unbiased solution selection process. A decision support approach called Analytical Hierarchy Process (AHP) was used to support the selection process. This process culminated with a final score for the COAs with the stakeholders providing individual comparisons of the importance of each of the identified evaluation criteria.

The final phase in the study involved documenting results and developing a high-level roadmap for implementation.

After the analysis of efficiencies, costs, and other stakeholder evaluation criteria such as visibility and surge responsiveness, the JDPAC recommended that USPACOM centrally manage joint inter-base requirements through the implementation of a JSM with a distribution hub at or near the Defense Distribution Center at Pearl Harbor (DDPH). This solution was a convergence of both the subjective AHP method and the quantitative modeling of the options.

Recommended Solution The JSM recommendation was twofold: to establish a centralized manager and distribution hub to maximize consolidation opportunities and to provide coordination and oversight of joint transportation resources. This concept enables the most

• Efficiency improvements with potential net savings of up to $382K annually • A single coordinator for over-land transportation requirements on Oahu • JSM hub at or near DDPH to maximize consolidation opportunities • 24 percent estimated increase in backhaul opportunities • Implementation of Information Technology (IT) tools with capabilities for coordination, visibility, and transportation planning modules for increased efficiencies • Implementation of performance management to ensure improved operational control and effective utilization of assets and drivers, providing the opportunity to increase asset utilization by as much as 40 percent • Expedited service construct for highpriority shipments • Commercial provider partnerships to provide enhanced surge response

effective physical distribution solution combined with additional efficiencies gained through centralized management, improved In-Transit Visibility (ITV) and deliberate joint planning and forecasting.

The features and benefits offered by the recommended solution include:

The QLA also provided a four-phase implementation strategy to guide USPACOM on their way ahead. The first two phases are implementation of the hub and design and standup of the JSM. Major milestones include merging transportation lanes and flows, developing a performance management strategy, conducting IT solution research, and evaluating JSM candidates. The final two phases include a refinement phase where progress and performance are monitored and incrementally improved upon and a maturation phase for incremental increases in the responsibilities of the JSM.

• Delivery time improvements projected on more than 85 percent of the Oahu transportation lanes

Conclusion The QLA demonstrated significant opportunities for logistical efficiencies on

Added Hub

As-Is

Overlapping routes from DDPH and Hickam 10 |

Defense Transportation Journal

Hub at DDPH consolidates and eliminates overlap |

december 2008

Hub with Regions

Hub and regional consolidation adds efficiencies

what many consider to be a tiny island.

The opportunities for reduced miles driven and reduced assets and drivers provided tangible improvements to the overall effectiveness and efficiency of the island’s DOD distribution system. The resulting improvements can provide substantial annual monetary savings after a relatively short payback period for implementation costs.

The island of Oahu provides a great example of how people get the Department of Defense mission done every day despite the lack of tools, information, visibility, and procedures that might make the system work better. Transportation providers pull together day after day to get done what must be done, but the fact remains that there is room to do it all more efficiently and to provide better service to the warfighter. For this reason, it was no surprise to the QLA team when Service representatives asserted that unit and equipment readiness status is high that and mission capability is not impaired by existing on-island transportation services, practices, and support.

Through working closely with the stakeholders and transportation providers during a number of working sessions, it was clear to the JDPAC QLA study team that the stakeholders came to recognize and acknowledge the plethora of opportunities to refine business practices, improve customer service, and reduce empty mileage. The JSM with hub construct is a solution that provides benefits for everyone concerned: it provides cost savings for the bill payer, excellent customer service, and the capability to absorb surges for all island customers. This win can be realized for other Service representatives, transportation providers, and stakeholders throughout the world.

Epilogue The JSM QLA findings and recommendations have influenced PACOM decision making, particularly as related to the development and implementation of improvements to PACOM Common Land User Transportation (CULT) processes.

Many aspects of a JSM (planning, forecasting, coordination, etc.) are now being incorporated into the CULT instruction, and promise to enhance theater distribution efficiency and effectiveness; not just on Oahu, but across PACOM. DTJ

2009 SDDC Training Symposium Atlanta Marriott Marquis Atlanta, GA

April 6-9, 2009 Monday, April 6

Registration, Tack-On Meetings (TBA), Evening Reception

Tuesday, April 7

Opening General Session, Exhibits, Functional Breakouts

Wednesday, April 8

General Session, Functional Breakouts, Exhibits, Awards Dinner

Thursday, April 9 & Friday, April 10 Tack-On Meetings (TBA)

CAREER DEVELOPMENT and HIGHER EDUCATION PAVILION Planned for the 2009 NDTA Expo at the SDDC Symposium The transportation and logistics industry is global in nature. New technologies and adaptations to military transformations have increased the skill sets necessary to move forward. It’s a Joint Effort—involving all modes, all branches of government service, and educators on campus at home and abroad. We must ensure that our next generation work force can meet mission needs on the ground, in the air, and at sea. NDTA will showcase industry education at the Career Development & Higher Education Pavilion at the Expo held in conjunction with the SDDC Symposium in Atlanta, Georgia, April 6-10, 2009.

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62nd Annual Forum & Expo Wrap-Up | Reno-Tahoe, NV

We would like to express our sincere appreciation to our exhibitors & sponsors for helping to make the 62nd Annual NDTA Forum such a success!

Forum Exhibitors & Sponsors ABF Freight System, Inc. Access America Transport Ace Doran Hauling & Rigging Advantage Rent-A-Car AFPlus Global Logistics Agility Defense & Government Services American Roll-On Roll-Off Carrier, LLC American United Logistics APL Limited ATS Specialized, Inc. Avis Budget Group Baggett Transportation Company BAX Global Team Schenker Bennett Motor Express Best Western International BLG Logistics Automobile The Boeing Company Boyle Transportation Budget Truck Rental, LLC Calhoon MEBA Engineering School Cavalier Logistics CEVA Logistics Chapman Freeborn Airchartering, Inc. Choice Hotels International Coachwork Holdings Comtech Mobile Datacom Corporation CorTrans Logistics Crossroad Carriers, Inc. Crowley Maritime Defense Travel Management Office (DTMO) DOT, Maritime Administration (MARAD) DHL DLA/Defense Distribution Center Dollar Thrifty Automotive Group El Camino Trailways Enterprise Rent-A-Car Evergreen International Airlines, Inc. Extended Stay Properties FedEx FedEx Custom Critical Fine Hospitality FlightWorks General Dynamics Information Technology General Freight Services, Inc. GeoDecisions Greatwide Truckload Management Green Valley Transportation Gwangyang FEZ Authority The Hertz Corp.

Hilton Hotels Corp.

Holiday Inn—BWI Airport Hotel & Conference Ctr. Horizon Lines, Inc. Howland Group, Inc./DRMEC IBM InterContinental Hotels Group (IHG) ITLT Solutions John Ascuaga’s Nugget Casino Resort

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Joint Program Management Office (JPMO) Kalitta Charters, LLC Landstar System LimitLess International Inc. LMI Government Consulting Lockheed Martin Long Beach Area Convention & Visitor’s Bureau Maersk Line, Limited Marriott International Matson Integrated Logistics Mayflower Transit McCollister’s Transportation Group Menlo Worldwide Logistics Mercer Transportation Co., Inc. Military Family & Spouse Travel Network Military Logistics Forum/KMI Media Military Sealift Command National Air Cargo National Car Rental/Alamo Rent-A-Car Northwest Airlines NYK Logistics (Americas), Inc. Old Dominion Freight Line Omega World Travel Panther Expedited Services, Inc. The Pasha Group Pilot Freight Services PM J-AIT Port of Port Arthur Ports America Group Powersource Transportation Inc. PowerTrack/US Bank Priority Solutions International Government Logistics R & R Trucking Raith Engineering Ridgeway International USA, Inc. RJR—VetCom Savi, A Lockheed Martin Company Science Applications International Corp. (SAIC) SDDC (Military Surface Deployment & Distribution Command) Sealed Air Corporation Sixt rent a car Southwest Airlines Company Team Worldwide Textainer Total Quality Logistics Totem Ocean Trailer Express, Inc. Transportation Institute TTX Company Union Pacific Rail Road United Seamen’s Service United Van Lines UPS USTRANSCOM UTi, Worldwide Group, Defense USA XIO Strategies YRC Worldwide

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At our annual Forum and throughout the year, our members and friends contribute to the NDTA Foundation and NDTA Scholarship Fund.

We extend sincere thanks for your support during 2008!

Baltimore NDTA Chapter FedEx Fort Eustis GTIS, Inc. Northwest Airlines QualComm Transportation Corp Women’s Club Valley of the Sun NDTA Chapter YRC Worldwide

Winners of the Annual Forum Duck Race 1st Place

2nd Place

3rd Place

Paulette Purdue (Tickets for 2 courtesy of Northwest Airlines) Scott Pisut (Super Club Vacation) Robert Wellner (Hertz Rental Car Voucher)

Forum Grand Prize Winners Round trip tickets for 2 from Southwest Airlines Faith Torsani • Anthony Ryan Weekend Vacation Package Car Rental from the Hertz Corporation, Visa Gift Card from YRC Worldwide, and Lodging from Extended Stay Penny Boyanton Gift Card from Best Western Larry Thomas Major Jeff Babinski, USAF Attache Case from Power Track Jerri Santerello Thank you to all who donated Forum prizes!

MANY THANKS TO THE NDTA PRESS ROOM VOLUNTEERS

T

he Forum Wrap Up issue of the DTJ serves a noble purpose. It brings a taste of the NDTA Forum to members unable to participate in the Association’s signature event. Summary articles of sessions and speakers and Forum proceedings provide informative reading, and photos of attendees and participants—our friends and our colleagues—allow everyone to share the spirit whether we traveled to Reno or not. It also records matters of utmost importance to military and industry partners. Years from now, a new generation of logisticians will peruse these pages to

learn how we overcame the challenges of our day. Maybe our ideas will be the springboard for their endeavors.

This taste—this record—this springboard would not exist if it were not for a very special cadre of Chapter members who gave of their time and talents before, during and after the Forum.

• Mike Babiak [McCollister’s Transportation/All American Chapter]—who wore many other hats at the Forum in addition to Press Room Volunteer, including “Master of Duck Ceremonies” • Mickey Frank [Washington DC

Volunteer Spotlight

•

• • •

Chapter]—who submitted the most comprehensive session notes ever seen Kent Gourdin [College of Charleston/Charleston Chapter]—who added extra dimension from the educational standpoint LCDR Miguel Lake [MSC/Washington DC Chapter]—who brought expertise of the maritime mission to the press room Mike McVeigh [McEll Services, Inc./ Valley of the Sun Chapter]—the “go to” guru who motivated us all Bob Reilly [Logistics Unlimited/Baltimore Chapter]—who tackled some of the toughest session points Our apologies if we overlooked anyone!

K

aren Edwards has been a familiar face at the Forum Registration Desk for many years. Together with a few other long-term helpers, she has been there and seen it all, including the amazing growth of this annual NDTA event. Her smile, her great attitude, and her awesome work ethic make Karen an excellent volunteer.

She faces every task graciously. She welcomes each person that registers with her pleasant demeanor, and she is always eager to help.

Behind the scenes at the Registration Desk, we at NDTA can always count on Karen to get it all done. As the wife of Denny Edwards, our VP of Marketing and Corporate Development, Karen could simply attend the annual Forum just to enjoy the activities. Instead, she works hard throughout. This year, Karen Edwards is in the spotlight in recognition of her contributions to NDTA! 2008 Forum Volunteers

PowerPoint presentations are online at www.ndtahq.com.

Log on as a Member and visit your Member Pages.

Mr. Mike Babiak • Ms. Penny Cacoulidis • Ms. Terri Dalton MSgt Patsy DeMichele, USAFR • Ms. Karen Edwards Ms. Diana Escobar • Ms. Lisa Fasching • Mr. Francis W. (Mickey) Frank Dr. Kent Gourdin • Mrs. Marlene Jetton • Mr. Benton Jetton LCDR Miguel Lake • Mr. Colt Meyer • Ms. Amanda Meyer Ms. Lynn Nelson • Mr. Mike McVeigh • Ms. Gina Ortiz • Mr. Bob Reilly Ms. Yolanda Rios • Ms. Marie Rohrbough LtCol Stephen Rohrbough, USAF (Ret.) • Mr. Wesley (Shorty) Salmans Ms. Betty Tedder • Ms. Cindy Thurgood • Mr. Craig Thurgood

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Mr. Douglas A. Tilden Chairman, Ports America Group

September 22, 2008

NDTA Forum Opening Ceremony “Finding the means to do more with less”

Journalists from DC Velocity attended the NDTA Forum in Reno to report on several professional sessions. Following is a recap of the opening address by Mr. Douglas Tilden, which can be read in full in the November issue of DC Velocity online at: www.dcvelocity.com [Check Defense Logistics on the Content Channels] US ports to feel the squeeze

By DC Velocity Staff Copyright 2008 Agile Business Media. Used by permission

I

n his keynote address, Doug Tilden, chairman of the Ports America Group, the nation’s largest terminal operator, warned that ports are shaping up to be a major chokepoint in the next decade.

Based on North American maritime annual container volume across the top 10 gateway ports, Ports America predicts that demand will exceed available capacity at most, if not all, of those ports.

Consider the Long Beach/Los Angeles gateway. In 2004, the port handled a little

over 13 million TEUs (twenty-foot equivalent units, the standard measure for intermodal shipping containers). By 2020, Ports America projects, volume could swell to almost 60 million TEUs. But Key Challenges • Ports are not keeping up with demand • There are major shortfalls in capacity • Trade patterns indicate that China and India will be the center of US trade • US lags behind in the adoption of AIT technologies Lessons Learned • For future deployments, it is strongly suggested to consider the use of best commercial technology practices • The issue of port security must be addressed • Collective bargaining must be ongoing and viewed as a partnership • The need continues for qualified truck drivers Future initiatives • Alternative gateways to support trade patterns • Consider options of Canada and Mexico • Seek common ground with labor unions

Q&A Q. What can be done about the lack of a national infrastructure strategy?

A. Look at what California has done as a model. They addressed industry, labor, and local issues while at the same time using bonds for funding and adding jobs as the value proposition

Mr. Douglas A. Tilden Chairman, Ports America Group

Mr. Timothy (Tim) E. Carroll Vice President, IBM

Amb. (Ret.) James W. Pardew Former Deputy Ass’t. Secretary General for Operations, (NATO)

General Duncan J. McNabb, USAF USTRANSCOM Commander

Long Beach has not been able to add capacity for five years and still hasn’t cracked the code for securing requisite approvals from the regulatory authorities.

The capacity problem is exacerbated by the relative inefficiency of American port operations. At Los Angeles/Long Beach, the container throughput per acre of land each year is around 6500 TEUs. At Shanghai, by contrast, the throughput per acre is over 18,000 TEUs. According to Tilden, it’s time to attack the infrastructure issues.We have to find common ground with environmental constituencies so additional port capacity can be brought online.We must implement new technologies to improve throughput and

Q. What about the green effect?

A. Once again, observe the California model. Stakeholders were involved in the initial process and were convinced that their issues were satisfied. The key to solutions is get everyone involved that has a stake in the solution so they can be heard.

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better utilize the available footprint. And we cannot fail to seamlessly integrate security initiatives into port operations, because we need more efficient, not less efficient, ports.

The reality is that a return to 6 percent GDP growth will require 3.2 million TEUs’ worth of new capacity annually.

That’s the equivalent of adding a Port of Houston and a Port of Charleston—both top 10 gateway ports—each and every year. It may not be glamorous, but maritime transport is an essential part of our nation’s economy—and it’s something we can’t afford to ignore.

Integrated Supply Chain

IBM’s Integrated Supply Chain 2007 Cost/Expense ($84B) Go-to-Market

Service Delivery

Global Support Functions

Supply Chain

Vice President, IBM

 45,000 business partners and 33,000 suppliers  10 manufacturing plants on four continents  Three Global Procurement and 14 Customer Fulfillment centers

Net Development

Pfizer AMSS Meeting September 5, 2008

September 23, 2008

Global Supply Chain Operations Integrated Supply Chain “Integrated Supply Chain”

M

r. Carroll’s presentation focused on supply chain transformation and the role leadership plays to help drive change and ensure success. He used IBM’s own experience as the backdrop for his talk, but prefaced the discussion by saying that while the IBM supply chain is large by commercial standards (see slide above), it pales in comparison to that of the DOD. Still, operations management and process improvement is common to all supply chains, big or small, public or private. We can, and we must, learn from each other.

This is the primary value added by NDTA—

Defense Transportation Journal

 17,000 employees in 61 countries

 37 Logistics Centers that move more than 2 billion pounds of machines and parts annually

Mr. Timothy (Tim) E. Carroll

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 $39B annual spend

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fostering dialogue and information sharing.

Over the past 20 years we’ve moved from push to pull; the next paradigm is the movement to globalization in which the supply chain is paramount. A global supply chain requires careful synchronization.

For IBM, 2003 was the watershed year for supply chain transformation when the company committed to “transform the supply chain from a cost of doing business into a competitive advantage.” It embraced four key focus areas: Organization—The first design point was to integrate the various functions of the supply chain end to end (eg, manufacturing and engineering, which were previously spread out and hardwired to 18 different business units). This move created a single Integrated Supply Chain.

This integration allowed better collaboration, which helped ensure that the team did what was best for IBM, not just an individual product line.

Performance—Measure end to end on the overall effectiveness of supply chain

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© 2004 IBM Corporation

Within IBM, Carroll is also a mentor for several supply chain employees, advising them on their careers and opportunities. Externally, he works with several universities, including Penn State, Michigan State, and Arizona State, through IBM’s Supply Chain Lab program; he speaks with students about IBM’s supply chain challenges and works with them to develop solutions.

“Pros to Know” —Supply & Demand Chain News, 2007

performance; driven by three overarching metrics centered on client satisfaction, creating shareholder value, and fostering employee development.

Process—Maniacal focus on process improvement. Optimize process first, then overlay technology. Drive out waste and latency.

Keep things simple. Has a major focus on Six Sigma with more than 70 practitioners.

Q&A Q. In your opinion, what is the toughest problem facing the DOD supply chain today?

A. The DOD needs to develop the ability to truly partner and let go of the execution, but not the accountability. In that regard, they need to partner for sense and respond capability globally.

Q. How do you measure success?

A. Our ability to create value for clients and shareholders value and make IBM more competitive. Outcomes are measured in client satisfaction and growth in earnings per share and revenue.

We have been able to do this in part by transforming to a process focused organizational hierarchy, eg, manufacturing, engineering, supply chain, etc., then ensuring we do the process the same way everywhere. This allows IBM to plug and play. If one of the processes fails anywhere, it can be replaced by the same process from elsewhere, making the organization almost literally self-healing.

Culture—Open and diverse, but blended; highly collaborative; accountable for actions. Need to align around a common mission and be a principle based organization.

Communicate clearly up and down organization. Collaborate, but never give up on your beliefs or what is in client’s best interest even if you are outnumbered 100 to one.

This organizational transformation has helped IBM delivered sustainable results: • Earnings per share gains for 22 straight quarters • Improved sales force productivity, sales force now spend 38% more time with clients

• Turning orders faster • Savings, margins, and cash generation all improved

Ambassador (Ret) James W. Pardew Former Deputy Ass’t. Secretary General for Operations, (NATO)

September 23, 2008 “US Foreign and Security Policy— Challenges for the Next Administration”

The address presented by retired Ambassador Pardew to Forum attendees was the first ever delivered by a former State Department official; he served as Ambassador to Bulgaria, 2002-2005. The presentation was extremely well attended, and the topic was timely in light of the November elections. NDTA is grateful for the insight that Ambassador Pardew brings to our membership, and for sharing “10 Priority Measures” that could put us back on course. [Editor’s Note: Views expressed do not represent current US or NATO policy.]

I

appreciate the opportunity to talk to this group of security professionals about something I have been working on for more than 40 years in one capac-

ity or another—US national security and foreign policy. The topic is particularly relevant as we approach the 2008 Presidential election. No organization, no individual has more impact on US national security and US relations abroad than the US President. In Brussels, I was continually amazed at how closely the average European follows the details of a US election. They understand that the decisions of American voters will affect their lives deeply; but they are also smart enough to know that they cannot comprehend all the factors that go into our voting patterns.

I have just returned to the US after six years in Europe, first as US Ambassador to Bulgaria, then as Director of Operations, NATO International Staff, a position I relinquished at the end of August. I speak to you from the perspective of my overseas experience , as a committed internationalist who believes that America is strongest when working with international institutions like NATO. Within NATO, 26 North American and European democracies [expanding to 28 next year] cooperate daily on common security interests. The Alliance was vital to the destruction of Soviet communism.

But since the “Wall” came down, NATO has been transforming itself from an organization once bent on deterring a great war in central Europe to an expeditionary capability which has provided stability in the Balkans, security assistance in Iraq, logistics support in Africa, disaster relief to Pakistan, and counter-insurgency operations in Afghanistan. NATO has also developed close partner relations with a wide range of nations around the world who support NATO operations. I hope that we will recognize and appreciate the new NATO as we develop our future security strategy.

America is at a critical moment—a moment that will define who we are, what kind of nation we want to be, and how we relate to other nations in the interna-

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Priority Measures 1. Rekindle International Confidence in US Leadership 2. Shift Priority to Defeat of Bin Ladin and Al Qaeda 3. Restore the Readiness of US Armed Forces 4. Bold National Strategy to Achieve Energy Independence 5. Strengthen Homeland Security 6. Responsible Management of the US Economy 7. Objective US Diplomacy in the Middle East 8. Mobilize the International Community Against the Spread of Nuclear Weapons 9. Develop Realistic US Policy Toward Russia 10. and China

voked Article 5 of the Washington Treaty for the first time in its history, obligating the Alliance to assist the US against Al Qaeda in Afghanistan if requested.

tional system. In that context, I will cover two topics: First, the status of US foreign policy and national security today; and second, urgent priorities to ensure continued American security and American international leadership in the future.

The US and the World Today It is a cliché now to say that September 11, 2001, changed America. But how did it change us?

Prior to that tragedy, the United States was accepted universally as a military and economic hyper power. We were the standard bearer for the rule of law, human rights, treatment of prisoners, and democracy around the world. Outraged by the attacks on New York and Washington on September 11, an overwhelming percentage of the world’s population and their leaders— including Muslims around the world—supported the United States in our determination to destroy Al Qaeda and to bring Osama Bin Laden and his collaborators to justice. NATO in September 2001 in-

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Our situation in 2008 is far different, and we must face some harsh realities Today, the international credibility of the US has never been lower. International organizations and alliances critical to our national security are weakened. In the minds of many national leaders, international organizations have become the means to restrain, rather than to support, US power. NATO, shunted aside in 2001 by the US Administration, is now a fragile partner in Afghanistan. Long-term allies now look at us with suspicion, and our best friends around the world are on the defensive in light of Guantanamo, allegations of secret prisons and extraordinary renditions, policies tolerant of the abuse of prisoners, domestic surveillance without warrants, and a national image of “shoot first—beg forgiveness later.”

Today, at best, long-time allies are lukewarm in support for American security initiatives. In Germany alone, those who viewed the US favorably dropped from 78 percent in 2001 to 31 percent this year; in the UK, from 75 percent to 56 percent.

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Muslims around the world are hostile and radical agendas flourish. Support for US programs in Afghanistan and the Gulf by moderate Muslim nations is minuscule, and the Middle East is more volatile than ever. In Pakistan, critical to our success in Afghanistan against Al Qaeda, less than 20 percent of the people view the US favorably.

Our noble and self-sacrificing military forces are vastly over-extended. Russia is resurgent, flush with petroleum cash, drifting away from democracy, and threatening a new cold war. China holds $260 billion in US debt—three times the level of Japan in second place ($83 billion).

Despite all of this, our country remains a military, economic, and political power unequalled in history. Yet, history also

tells us that power is transient and rarely stable. Given our recent experience and where we find ourselves today, we have to ask ourselves, are we using this power wisely, and can we sustain our power and influence if we stay on the current path?

Despite my sombre assessment, I remain an optimist, because one of the characteristics that defines us as a nation and that has served to make America great in the past is that we don’t hide from problems. We fix them. Today, we have a lot of fixing to do if we are to sustain our power and ensure our security.

National Security and Foreign Policy Priorities for 2009 I don’t have all the answers, but I have some ideas on priority steps the next US Administration can take to restore America’s international stature, improve national security, and sustain power for the future. I propose 10 priority measures. I will concentrate on just a few of them and simply list others.

1. Rekindle international confidence in US leadership and international security.

I went to NATO in 2005 because I believe that America is most secure in a multilateral context. After three years working on Afghanistan, Kosovo, and training in Iraq, I am even more convinced that cooperating with traditional allies who share our values is in our best interest. Gaining that cooperation can be difficult, time consuming, and frustrating, but in the end, the resulting unity of purpose enhances our strength.

From my experience, our allies also see their interest in working with the US. One place to start restoring confidence in the US is to re-establish an effective partnership with Europe on Trans-Atlantic security issues. Repairing this relationship—manifest most vividly in NATO— is a vital US national security interest.

US influence on security fell to rock bottom among traditional allies in Europe

in the wreckage of the experiment with “neocon” [neo-conservative] unilateralism.

Critics of the US in Europe today feel vindicated in resisting US pressure to take part in the Iraq War in 2003. Meanwhile, more committed European friends of America are in hibernation, ticking the days off the calendar until January 20, 2009.

The loss of European confidence in the current American leadership relates not just to bullying but, on a deeper lev-

ghanistan is America’s war of justice, and we cannot fail. That is where the attacks on 9-11 were planned, prepared, and launched. That is where the Taliban supported Bin Ladin and Al Qaeda. Today, the US has about 40,000 troops in Afghanistan and 140,000 troops in Iraq where Bin Ladin has never been and where Al Qaeda was only a subcontract operation.

NATO—to use an analogy appropriate to Reno—has pushed all its chips to the

Steps to Rekindle International Confidence: • Reaffirm an absolute US commitment to NATO and to Trans-Atlantic solidarity at the 60th anniversary of the Alliance at the Strasbourg-Kehl Summit in April 2009. Repairing the relationship also will entail a return to serious consultation with Alliance partners on security issues.

• Return to the basic principles of the rule of law and human rights. Actions are required, not just public diplomacy. Respecting the Geneva Convention in the treatment of captives, truthfully rejecting torture, “special renditions,” alleged secret prisons, and closing Guantanamo are essential.

• Assume a leadership position on the protection of the environment.

• Resolve current strained relations—they should not be allowed to continue on either side of the Atlantic. Since Europeans are generally more reluctant to use force, it matters how disagreements are managed and whether or not the US is in a position of trust.

el, to the ease with which the current US Government abandoned ingrained TransAtlantic values. To most Europeans, the US Administration pursued a double standard in its approach to torture, rule of law, human rights, and protection of the environment—all now deeply rooted European values. Luckily, the current loss of confidence seems not directed at the US in general, and the damage is reversible; so for our next US President, there is hope.

2. Concentrate on defeating Al Qaeda and bringing Bin Ladin to justice.

Since 2001, the Administration has lost focus of our military objective and launched the country on a vague, openended global war on terrorism that has diffused and dissipated American military power. We need to go back to basics. Af-

center of the gaming table in Afghanistan.

Currently, NATO has more than 50,000 troops from 26 member and 14 partner nations in Afghanistan. But Afghanistan is as difficult an operational environment as anywhere in the world. I can report to you definitively that the security situation there is deteriorating as the Taliban and Al Qaeda gain strength and Pakistan provides a safe haven for insurgents. Today in Afghanistan, there are not nearly enough troops to provide security for the level of development essential for success.

Until the US reverses its priorities and demonstrates a full national commitment to success in Afghanistan, greater NATO engagement will be difficult. A shift of US forces from Iraq to Afghanistan is essential as a matter of urgency. European and other allies can hardly be expected to carry

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a greater security burden in South Asia if the area is a secondary, strategic economyof-force theatre for the US. 3. Restore Armed Forces readiness of service branches We have the greatest military ever known. Yet the young men and women who answer the call day-in and day-out in some of the most dangerous and difficult operational conditions are over-stretched and depleted from fighting two wars— Iraq and Afghanistan—while trying to uphold our national security responsibilities elsewhere. The next President will be required to choose between reducing the operational tempo in order to restore capability or vastly increasing US defense costs. Given the dire condition of our economy, reducing deployments is the only logical answer.

4. Seek energy independence.

We must stop deluding ourselves and the public at large that cheap oil is coming back and that somehow dependency on unstable supplies of energy to the US doesn’t affect our security. The trend is clear. As T. Boone Pickens and others have said, no matter how much drilling we do in national parks and off the coast, the US does not control the supply or the demand.

To quote a fellow US diplomat, who spoke on energy recently at Columbia University, “If oil sheiks concern you, alternative energy is the solution; nervous about a Russian oligarch, alternative energy; Hugo Chavez set your teeth on edge, alternative energy.”

We should have a sweeping, bold national strategy on alternative energy—beyond the scope of the Manhattan Project or the space program—as a critical national security priority. In that regard, I also believe that the full weight of the DOD research and development and acquisition system should be applied to this problem. Energy is critical to our national security; and the greater our energy independence, the great-

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er our international flexibility. If we assume this leadership role, our allies will follow.

America is and will remain an international power into the foreseeable future, but the recent trends are not positive.

We need to face that reality and decide what kind of leader we are going to be in years to come and determine whether our choices actually strengthen or degrade our security? What is to be our historic legacy: 2001 or 2008? Athens or Sparta?

We need to get to work to fix the problems, to mobilize this great country to tackle some big issues like energy and our finances to get us back on track. I am confident that we Americans will meet the challenge. I also am confident that at least one part of the world—the European Continent where I just served—is waiting and hoping for an America that returns to its core values in 2009.

General Duncan J. McNabb, USAF USTRANSCOM Commander

September 24, 2008

Meet TRANSCOM’s new Commander, General Duncan McNabb.

In Forum remarks, McNabb recalled his long association with NDTA and TRANSCOM and the people who influenced his career, including “many lifesavers” present in the audience.

His resolve to support the com-

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mand, “one of our nation’s crown jewels,” and all its logistics partners was most apparent. Through the TRANSCOM enterprise, America will continue to flex military capability and humanitarian compassion swiftly and efficiently, with reliability and precision. And performancebased logistics will set the benchmark for continuing operations.

I

n 1987, I was aide to General Cassidy, TRANSCOM’s first commander. So in Navy parlance, I’m a TRANSCOM plankowner, and a lifetime operator in the Deployment and Distribution Enterprise.

You could say I’ve been in training for this job just about my entire life. Now I’m back 21 years later, a little older, perhaps a little wiser, but every bit as enthusiastic as I was on that parade field in 1987.

While I have a good idea of what we do as a team, I’m here in Reno this week at the NDTA Forum to increase my knowledge base—to listen and to learn from you, the professionals who make strategic mobility and distribution happen around the clock and around the world. To quote Theodore Roosevelt, “Excellence is doing a common thing in an uncommon way.” I like to think that quote captures the essence of what we do in the mobility and distribution business every day.

LOGISTICS PROFESSIONALS It is my very great honor and privilege to lead this world-class team of military, civilian, and commercial logisticians—a team that is unmatched anywhere in the world.

And when I say unmatched, I’m talking about more than the movement of millions of tons over great distances, because, quite frankly, that under-values your contribution to the nation. It’s more than just

Of Special Importance as TRANSCOM looks to the Future

Partnership Active Duty, Guard, Reserve, civilians, contractors and commercial partners—the quiet professionals who deliver supply-chain excellence— form the “Total Force” which ensures that TRANSCOM can meet its mission anywhere, anytime and on time.

Reliance on commercial industry is cornerstone of the partnership, and a part of National policy that should never be forgotten.

CRAF The Institute for Defense Analyses briefed General McNabb on the Civil Reserve Air Fleet (CRAF) program in September, as required this year

by Congress. It focused on how to keep CRAF viable in a post OIF/OEF environment.

These and other ideas will be discussion points between TRANSCOM and CRAF partners. McNabb commented, “We won’t make any decisions unilaterally. Our focus will be on keeping the partnership as vibrant and strong as it is today.”

USC-6 TRANSCOM has used Universal Services Contracts (USC) since 1997, however it has been a strategic objective over the past year to develop the next version— USC-6. There has been a lot of give and take between

the DOD partners and the sealift industry. An amendment is expected following the NDTA Forum that will address industry concerns, and contract awards will be announced in the near term.

DTCI The Defense Transportation Coordination Initiative (DTCI) is operational at 6 separate sites with a 20% realization of savings goals. With the approximately $1 billion a year business in DOD CONUS freight, the further expansion of the DTCI is compelling not only from a savings perspective but from a performance viewpoint as well. McNabb noted, “Not only are we getting material to destination at less cost, we’re getting it there faster at less cost. This is big deal because it represents the direction I intend to take business—and that’s with contracts that are based on performance. Where we, the customer, specify the outcome and you our commercial partners figure out the best value solution. Count on seeing more of our business moving towards performance based logistics.”

TEAMWORK— DPO/DDOC/JTF—PO Joint Operations ensure the best results for any mission.

Each Service branch brings unique capabilities which can be synergistically combined with other Services to provide a solution greater than the individual contribution.

The Distribution Process

Owner (DPO), the Joint Deployment and Distribution Operations Centers (DDOC) and the Joint Task Force— Port Opening (JTF-PO) effect jointness in action.

The DPO provides the logistics framework where the measures of success are focused on and are defined by the customer. DPO initiatives have brought about notable improvements in joint operations and tangible cost savings. TRANSCOM now is moving more personnel and more equipment less expensively than at any time since WWII, with cost avoidances of over $2 Billion working with the Services, DLA, GSA and COCOMs. McNabb shared his enthusiasm for, “continued efforts with DLA, GSA and the Services on enterprise tracking systems, on inventory and transportation cost trade-offs, on much more effective use of air and sea transport and on reducing the number of distribution IT systems we support.”

The DDOCs, which started at US Central Command (CENTCOM), are now operational in all of the Geographic Combatant Commands.

CENTCOM’s DDOC forward is the best known, however the NORTHCOM DDOC, supporting humanitarian and disaster assistance operations for residents of the Gulf Coast, has made a huge value-added difference in coordinating evacuation and relief efforts in times

of need. During the recent hurricanes, TRANSCOM transported over 7000 passengers and evacuated over 1000 patients out of harm’s way and were poised to do much more, if the need had been greater. Forward support to operations is equally impressive; a recent short-notice support request from USCENTCOM and USEUCOM generated 14 airlift missions to redeploy an entire Republic of Georgia brigade back from OIF. Additionally, TRANSCOM orchestrated the movement of 587 short tons of medical supplies, food rations, water, and other equipment to sustain ongoing humanitarian assistance efforts to the Georgian people.

The JTF-PO combines an Air Force Contingency Response Group with Army Movement Control and Cargo Handlers and facilitates the airfield and port operations to receive cargo, passengers and establishes a very efficient distribution hub. This initiative allows TRANSCOM to eliminate time gaps between the initial establishment of a port and the onward distribution of supplies and equipment. It adds a huge capability for the Task Force Commander.

The JTF-PO is just one Air Force—Army team example McNabb cited; plans are underway to develop the same concept to improve the Navy-Army Seaport Opening capability.

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moving enormous piles of equipment and thousands of people.

You are the “arbiters of opportunity,” a term Dr. Thomas Kane uses in his book Military Logistics and Strategic Opportunity. You are that arbiter because you offer the President, the Secretary of Defense, the Combatant Commander, and the Joint Force Commander the strategic, operational, and tactical opportunity to seize the moment when the moment presents itself, to act before the enemy acts, and to choose the time, On any given day, you can count on TRANSCOM’s joint operations through AMC, SDDC, and the MSC. The numbers speak for themselves: • 100 Railcar Shipments/DAY • 35 Ships/DAY—Loading, Offloading, or Underway • 1000 Truck Sorties/DAY • 480 Airlift Sorties/DAY—310 Military & 170 Commercial • 70 Operational Air Refueling Sorties/DAY • 7 Aeromedical Evacuation Missions/DAY OEF/OIF movements orchestrated through TRANSCOM to date include: • 5,042,217 Passengers • 10,766,971 Tons of Cargo (Air and Sea) • 5.525 Billion Gallons of Fuel (Air and Sea) • 53,444 Aeromedical Patients, including 11,038 Battle Injuries moved from the AOR

the place, and the manner of battle. You do that with precise and reliable application of combat power through logistics—Right Stuff, Right Time, Right Place. You are a National Treasure unmatched anywhere and at any time in our nation’s history.

If I sound enthusiastic about what we do it is because I am. You can count on me to

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be eternally excited and endlessly enthusiastic about what you do for our great nation every day. So hang on tight, because you are in for a great ride! Let me speak with equal enthusiasm about a few things I think are important as we look to the future.

US TRANSCOM— PERFORMANCE EXPECTATIONS The usual TRANSCOM briefing would announce big numbers and the fact that the sun never sets on our distribution empire. But, I will leave you with one number—this week, we will deliver our 10,000th MRAP in-theater. Like all the armor we’ve sent before, those vehicles are saving lives and limbs everyday. But the actual movers and shakers are here at the NDTA Forum—no one knows more about the big numbers than you do.

Instead, let me talk about my performance expectations. Remember—the warfighter isn’t interested in our big numbers if things arrive late, at the wrong place, if they are damaged, or if the cost that we incur is too much for them to bear. Instead, the warfighter is interested in distribution enterprise performance that’s precise, reliable, visible, and efficient. So the challenge to ourselves is: • First, to continue to move those big numbers but, more importantly, to design the future enterprise that moves the big numbers precisely to the point of need when the warfighter needs them. To put the controls and measures in place to ensure that the system operates reliability so the warfighter can count on it—day in and day out.

• To use every means of technology and “know-how” to ensure the warfighter can see their requirements coming their way through the distribution pipeline.

• To be relentlessly effective but always mindful of cost so we’re delivering on our promises at the best value to the taxpayer.

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• And finally, to hold ourselves accountable to the warfighter and each other to ensure that the enterprise performs as it is supposed to.

BETTER TOGETHER Oliver Wendell Holmes said, “It is the province of knowledge to speak, and it is the privilege of wisdom to listen.” So, let me finish were I started. I promised, up front, that I will listen to you and look forward to improving our capabilities that help us meet our goal of a “Promise made is a promise kept.”

I leave you with the thought that our one primary focus is providing the best customer service possible, in the most effective and efficient manner we can. I promise that we will carefully share information that’s likely to affect our partners—to make our data gathering and decision making as transparent as possible. You deserve nothing less, and we’ll work hard to deliver.

We all know that we are a nation at war.

And we must see the reality around us, but we must always look ahead. We are inherently flexible and have a quick response capability that is second to none. We have to be—our customers expect and depend on us to be—innovative, cost-efficient, and reliable. We’re committed to working with you—our industry partners—to look for ways to improve our tools and skills.

Together we can make improvements to the Defense Transportation System—make it work for us in new and certainly better ways. We will lean forward, looking ahead, planning for the future, not just reacting to the present. I know that together we can make the collective enterprise a better, more effective, best value system for our primary customer—the warfighter.

Jointness and partnerships aren’t just words, they are how our team truly works together to change the world—for the better. I am delighted to be back on the USTRANSCOM team. My team and I look forward to interacting with you throughout the Forum.

Monday Sessions “The Pacific Rim— Change & Challenges” Moderator CAPT Janice Wynn, USN Chief of Staff, US Naval Forces, Marianas Panelists CAPT Robert C. Bronson, USN Deputy Dir. J4 Logistics, Engineering & Security Assistance, US Pacific Command Mr. Matthew Cox Executive VP & COO, Matson COL Bruce Ferri, USA Chief, CJ4/G4 Transportation Div., US Forces Korea

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ramatic changes are coming to US force positioning in the Pacific, with Guam emerging as the centerpiece of that new strategy. Guam’s location is close to eastern Asia, and the island has a deepwater port capable of handling projected fleet logistics and mission support increases as well as lots of open-ocean for training of all types. Forces from densely populated areas in Japan and Okinawa will shift to Guam, thereby easing US/Japanese relations without compromising their existing missions. In fact, plans for consolidating forces call for vacating the area south of Kadena. This massive relocation of forces to Guam will

help the US address ongoing challenges in the PACOM AOR. First, moving things and people both into and within the command will be more efficient with Guam as the focal point. Second, logistics operating costs will be reduced through the utilization of more joint inventory and shipment management. Additionally, US Flag liner services already serve Guam; both Matson and Horizon Lines are partnering in the port upgrade and will have sufficient vessel capacity to support the increased requirements to and from Guam. Issues that will need to be addressed in Guam include the large-scale increase in the island’s population that will result from the influx of service members and their families; a lack of sufficient labor to accomplish necessary construction, upgrading the infrastructure (power, water, waste, transportation, telecommunications, health, and human services), and dealing with environmental matters related to the growth.

Changes are coming to Korea as well.

By 2012, the Republic of Korea will assume responsibility for her own defense.

Major US facilities will be reduced down to one in Daegu, two in Pyeongtaek (Camp Humphries and Osan AB), and the deepwater port at Busan, which will include 30 deep draft berths. The Korean government is aggressively moving to update their transportation infrastructure to include high-speed rail. Their ultimate vision is to integrate their entire transportation system into the so-called Iron Silk

Road that will eventually stretch from Korea to London.

The question was asked about who is paying for these moves. The answer was that for Korea, major MILCON programs (Yongsan Relocation Program and Land Partnership Program) and the ROK will fund approximately 80%. The Government of Japan agreed to fund 60% of the buildup for Guam; Federal agencies and the Government of Guam are financing additional infrastructure and services.

“The Defense Personal Property System” Moderator LTC William Carberry, USA Director, Defense Personal Property System, J-6 TRANSCOM

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his session was well attended with an audience split between shippers and carriers in the Household Goods moving and storage business. The Defense Personal Property System (DPS) covers all moves for all services in both CONUS and OCONUS and replaces the aging Transportation Operational Personal Property Standard System family of legacy systems.

The DPS includes the “Families First Program,” which maintains specific goals:

• To improve the quality of service from moving companies • To streamline the claims process • To provide full replacement value coverage to all service members

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• To develop a robust IT system for information management • To improve automated payments to carriers in a timely manner • To provide 24/7 counseling via webbased application • To maintain preferential award of business based on best value scoring LTC Carberry noted that current improvements in the household goods forwarding system are based on invaluable feedback from industry partners and military service members who have made the move. He explained, “Quality simply wasn’t where it should be and service members wanted more control of the process.” We listened, and we responded with

our “Families First Program.” For more information, visit www.sddc.army.mil/ public/Personal+Property/Families+First/

“Global Distribution: Support of our Warfighter” Moderator Mr. Rob Fitzgerald Exec. Dir., Enterprise Solutions, Defense Systems Group—ManTech International Panelists LTG Daniel G. Brown, USA (Ret) VP, Logistics Center of Excellence Computer Sciences Corporation (CSC) BG James L. Hodge Commander SDDC Mr. Lou Kratz VP Logistics & Sustainment Corporate Engineering & Technology Mr. Larry M. Glasco Deputy Dir., Logistics Operations and Readiness (J3/4), DLA J3/4 Mr. Ron Richburg Prog. Mgr., Logistics & Sustainment, Corp. Engineering & Tech., Lockheed Martin

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To ponder . . .

• How can systemic improvements be coordinated throughout various DOD organizations involved in the distribution system—would coordination impact readiness?

• What problems face the DOD as it optimizes the distribution system in order to support multiple Areas of Operation (AORs) around the globe?

• Interoperability of information technology systems is critical— and systems are rapidly changing and improving. What is the best way to meet these challenges and not interrupt mission operations?

• According to joint doctrine, distribution is the process of synchronizing all elements of the logistics system to deliver the “right things” to the “right place” at the “right time.” What obstacles threaten cross service cooperation?

• Estimating acquisition lead times to acquire and distribute spare parts is no easy task, and errors hinder efficient inventory systems.

How can the DOD minimize error?

• Commercial practices may offer solutions to DOD distribution; however, not all will apply since industry faces very different problems and at much lower volumes.

What’s at stake when migrating industry “best practices” into the DOD operating environment?

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reat discussion! BG Hodge opened the session by addressing the need for identifying requirements in advance of shipping. He also discussed the importance of tracking Foreign Military Sales (FMS) and container management. General Hodge offered himself as the “Champion of onward movement.”

Mr. Glasco reiterated LTG Dail’s vision to extend the DLA supply chain enter-

prise worldwide. And according to LTG Brown, we seem to be in a “perfect storm” when it comes to logistics management— eg, maintaining current flow into the area of operation (AOR) but also understanding that at some point the flow will begin to reverse. How that transition is managed will have great impact and possibly great cost if not accomplished efficiently.

Brown continued the discussion noting the need to manage the challenges of Readiness, Cost, and Speed. The ultimate goals will have to be: 1. reduce redundancy 2. separate business processes from systems management 3. adopt information as a service strategy 4. optimize supply chain management 5. and further outsource distribution functions Mr. Richburg presented an overview of the DOD Strategy—beginning with changes since the onset of the Global War on Terror (GWOT), through recent efforts and actions that will be required as we go forward.

“Human Capital Development” Moderator Mr. James D. Hall Assistant Deputy Under Secretary of Defense, Logistics Plans and Studies Panelists Ms. Carol Ann Conrad Logistics Management Specialist, ODUSD Logistics & Materiel Readiness/Supply Chain Integration RADM Mark D. Harnitchek, USN Director of Strategy, Policy, Programs and Logistics, USTRANSCOM (TCJ5/4) Dr. Paul Needham Dir. of Supply Chain Mgmt. Concentration, Industrial College of the Armed Forces

Mr. John T. Schneider Dir., Human Resources, FedEx Services Mr. Eric S. Stange CEO & President, Accenture National Security Services, LLC

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r. Hall began the session by introducing panel members and the topics they were to cover and by noting human capital challenges that lie on the horizon in both public and private enterprises: impending retirement wave; greater competition for talent; new and evolving obstacles; and outsourcing of non-core functions.

Ms. Conrad addressed the year-long effort to develop a DOD Logistics Human Capital Strategy. An Executive Steering Group (ESG), joined by subject matter experts from DOD Services, Agencies and Commands, has worked to formulate a competency based approach that would successfully record observable, measurable patterns of performance. This approach enables workforce flexibility, the development of a common lexicon, workforce performance optimization, and outcome based results. As a result, fifteen core competencies have been identified across four workforce categories. This approach also enabled multi-faceted career development through progressive learning opportunities and mapping of competencies to training and education sources. Conrad also discussed opportunities for public and private enterprises to gain from each others’ perspectives. This is an on-going effort; significant advances have been made in a relatively short timeframe, but even more improvements are anticipated.

Dr. Needham discussed the complexities of logistics, as well as the complexities of tying degreed and non-degreed education and training to performance.

He shed light on how to utilize people’s experience, their performance, and their education to identify and provide the social, decision making, problem solving,

Q&A Q. How can an organization cope with the tendency to cut training in tough times?

A. Avoiding cuts does not guarantee success, but you can minimize them by demonstrating effectiveness of training to management, especially in meeting future needs.

and time management skills necessary for proficient logisticians in the future.

RADM Harnitchek discussed competency based workforce development at the Combatant Command (COCOM) level.

USTRANSCOM’s approach is to develop trained and experienced joint logisticians through a “Distribution Academy” that will provide “What you have to know to run the show.” Educational opportunities USTRANSCOM is utilizing inside and outside the Distribution Academy are mapped to competencies from the Joint Deployment and Distribution Competency Model. Enterprise knowledge and understanding is as crucial as mathematical know-how and analytical thinking. Keys to successful development of future logisticians are Service and Joint individual training; Joint professional logistics education; and Joint experience and mentorship.

Mr. Schneider discussed leadership development methods at FedEx that link core competencies, which are reviewed every two to three years, to business strategies. Leadership development is done in response to business demands and varies by function (management or professional) and career level. Schneider discussed how his HR Department partners, along with other FedEx Departments, offer additional programs such as Global Immersion, job rotation, and mentoring. He also mentioned several strategic plans to help leaders be more successful and adapt to changing business demands.

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Mr. Stange stressed that organizations must progress from simply managing talent to nurturing and multiplying it. And more importantly, everyone within the organization must be committed to that goal. According to Stange, there are several ways to promote talent: use of integrated talent assessment solutions; combine talent development in recruiting campaigns; develop learning management capability; develop effectiveness rating based on reducing time searching for information; formal mentoring; and rewarding motivation contributions.

“Infrastructure— Public/Private Partnerships”

Q&A Q. Should the US strive to invest more of the GNP into infrastructure development & improvements?

A. Yes, although this seems increasingly more challenging given the current economic crises. The US contributes about half the amount as compared to amounts from Canada and China for their infrastructure needs. Currently, about 9% of their GNP is allocated to infrastructure investment.

Q. Do you think the US government will play a more active role in regulating the investment & mortgage banking community.

A. It’s hard to speculate on how active a role the government will play in the future.

Q. How can direct government intervention be minimized in oversight of infrastructure PPPs? A. Investors need to better demonstrate both a short-term and long-term return.

This tangible positive return on investment should help to alleviate some of the government involvement. Several panelists also pointed to environmental impact issues causing delays on many projects.

Q. How optimistic should we be that, considering the current economic climate, we’ll see more successful infrastructure PPPs in the future?

A. All agreed that it was too early to tell what the current economic situation will mean in the long term. One concern posed by Andy Clarke was that the US infrastructure needs were serious, but “like the frog in slowly boiling water” we’ve either ignored the problems, like eroding bridges, or simply directed our financial resources to other areas. Ultimately, we pay a larger price when our current infrastructure suffers eventual deterioration.

Moderator Mr. Andy Clarke CEO, Panther Expedited Services, Inc Panelists Mr. Doug Coates Principal & Senior VP, Trans Systems Mr. Tim Nolan Vice President, AMB Property Corp

Q. How can we get Congress to address the infrastructure concerns in our country?

A. Most feel even lobbying efforts by associations and others may be futile at this point considering the pressing priorities of rescuing our financial institutions.

Mr. John Rhow Vice President, Goldman Sachs

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conomic issues surrounding Freddie Mac, Fannie Mae, and a possible 700 billion dollar government bailout generated significant attendee interest in this session. As a result, panelists did not rely on slides to illustrate presentations, as they wanted to “cut to the chase” and address audience questions. Discussion highlights from this timely and very informative breakout session follow.

Doug Coates emphasized the need to first establish metrics regardless of the type of Public/Private Partnership (PPP).

Without an agreed upon metrics for measurement, success or failure cannot be determined. The more objective the metrics the better; this helps prevent a subjective

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distortion of the facts. For example, annual income from toll revenues for road infrastructure PPP would be a strong objective metric. Public/Private Partnerships are critical when undertaking massive infra-

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structure projects in our country. Some are brand new projects, but most involve enhancements on existing infrastructure such as roads, bridges, and ports. The Indianapolis Tollway project is an example of a very successful PPP that involved the Macquarie Bank of Australia who provided capital outlay. The agreement included careful stipulations—maintenance, caps on toll increases, etc.—for desired outcome.

Tim Nolan offered some examples in which his company, AMB, was part of several PPPs involving Air, Rail, and Port infrastructure development.

• AIR—AMP was key in the building of on-tarmac warehouses at the Dallas/

“The Challenges of Travel in Today’s Economy” Moderator Dr. G.R. Mobaraki, Dir., Gov’t Sales, The Hertz Corporation Panelists Mr. Craig Thompson VP Military & Gov’t. Markets, Carlson Wagonlit Travel

Ft. Worth airport. The partnership was quite good in that the offer involved the development of unused land at the Dallas/Ft. Worth airport. The final infrastructure improvement was a winwin for everyone involved.

• RAIL—Another project involved rail terminal and warehouse construction, which migrated the rail process from a downtown urban area to miles outside the city. This relieved stress on the existing infrastructure.

• PORT—In this case, an old waste site was developed into functional land for port use in New Jersey. There is urgent need to address port infrastructure because of increased demands based on current trends.

Mr. Scott E. Lamb Dir., Gov’t Sector, Hilton Hotels Corporation Mr. Denny Clifford Dir. Military & Gov’t Sales, Northwest Airlines Mr. Jerry W. Ellis Contract Specialist, GSA Federal Acquisition Service Ms. Andrea Carlock Deputy, Commercial Travel Div.—DTMO/OUSD

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n addition to briefings presented by the commercial sector of the travel industry, two agencies shared insight from the federal government perspective: the DTMO and the GSA.

Challenges Travel Agencies • Mitigating cost versus price • Maintaining quality while responding to cost pressure • Bundled services • Agent training • HR competition • Commissions Hotels • Military per diems • Maintaining high level of customer service Airlines • Bundled versus unbundled services • Rise in operating costs and maintaining profitability • Providing quality customer service when traveler response is so negative • Capacity reduction • Fewer seats and higher prices

DTMO The DTMO is working to transform the Travel industry by partnering within the

John Rhow, representing Goldman Sachs, offered remarks of great interest due to the current state of affairs. He began by providing some observations regarding bailout of the banking mortgage industry by the Federal Government. Concerns include support of short-term or money market system and heavy movement of money from money market funds to government bonds. He noted one successful DOD partnership with a commercial entity in particular that helped maintain and improve military properties worldwide.

John commented that the serious problems in the financial market will make near future PPP cash infusion difficult for US infrastructure demands.

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Department, across the government, and with each industry segment to effectively manage operations; streamline process and programs; implement best practices;

Items under current discussion at the DTMO • Baggage cost, economy class cost—no standardization • TTL – the number of changes that DOD travelers make • Current programming in DTS is 3 days prior to departure • Fare codes and auto grades • Training clerks and educating the traveling public on program terms and conditions • Lodging—how to optimize traveler choices- through one program or multiple programs • Establish a Federal Government rate code, which will help DTMO system programming • Data mining—efficient collection • Understanding how all variables affect traveler’s choices—not just costs • Collecting constructive feedback on DTMO programs in order to improve

simplify policy; and provide excellent customer support and training.

Prior to the establishment of the DTMO, there was no single integrator for DOD travel. AT&L focused on the transportation segment, USD P&R focused on entitlements, and the Comptroller focused on financials. Consequently, the DTMO has helped consolidate and improve operations, with a view on travel as an end-to-end process from an enterprise perspective.

The current focus is on continuing the transformation. The DTMO will still serve as integrator for commercial

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travel—the focal point—but it will take on an active role in establishing strategy, policy, and programs. The intent is to balance the needs of the traveler with the needs of the institution and to maintain excellence.

GSA “One GSA Travel,” an innovative concept under the office of Travel & Transportation, refers to the integrated approach used by customer agencies to manage travel. It provides shared, governmentwide, operational solutions to help customers manage their travel efficiently and effectively while accomplishing their missions. One GSA Travel tools include: E-Gov Travel Service (ETS); Travel Services Solution (TSS) schedule; City Pair Air Program; GSA Lodging®; and Travel Training. These include customer service and acquisition support, while saving taxpayer dollars.

The City Pair Program for FY 09, with considerable benefits such as no advance purchase and no black out periods, was outlined: • 12 Contract Carriers • More than 5500 domestic and international City Pairs to choose from, up 10% from FY 08 • Average awarded fare $308.59, up 13% from FY 08, but still an excellent value compared to commercial fares up 34% • Airfares average 61% to 83% below lowest unrestricted commercial rates • More than $5 billion in potential annual savings to the Government There are some obstacles, however, that must be met including: schedule and market cutbacks; re-award of contract markets (contract modifications); fuel surcharges; unbundling of services; baggage allowance; seat upgrades; and onboard amenities.

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Tuesday Sessions “Army Retrograde Operations” Moderator BG Mark Scheid, USA (Ret.) Assoc. Partner, Supply Chain Management, IBM Global Business Services Panelists BG James Hodges, USA Commander, SDDC BG Kevin Leonard, USA, AMC G-3 former Cdr of 1st Theatre Support Command George Allen VP, Business Development, Agility, Defense & Gov’t. Services

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reat discussion! Enthusiasm was high throughout the discussion from both the participants and the audience. The need for a retrograde infrastructure is evolving in Iraq and will have to support the flow of troops and material out of that country and back to the United States. Supply processes are developing in a manner that requires end-to-end visibility and management. The clock is ticking to ensure that foreign troops are prepared to draw down by 2011 per request of the Iraqi government. The sense of urgency given the magnitude of the operation at hand could be felt as this team of logistic professionals educated the audience on their efforts and progress.

BG Hodges and BG Leonard focused on the re-engineering of the Army retro-

that a field-driven focus has greatly improved processes by putting control closer to the action and the warfighter. The current theatre sustainment alignment shows a pyramid design as follows:

grade process, and Mr. Allen highlighted the many challenges facing defense contractor support mechanisms including these details: • • • • • • • •

5400 miles 25 countries 27 ethnic groups 420 tribes 882 million people 12 major languages 100 dialects 7 major regions

Emphasizing a lean logistics approach and greater empowerment at the field level has helped to make reorganization of the sustainment process a successful operation. Army leadership feels strongly

1. 1ST Theatre Sustainment Command (TSC)—Macro organization with widespread distribution throughout the theatre of operation. Mission Statement: Provide C2 of joint sustainment and select forces in support of Combat Operations across the Full Spectrum of Operations; CJRSO; redeployment of rotating forces; and sustainment of operating forces in the CENTCOM AOR. 2. Expeditionary Sustainment Command (ESC)—Mid-level control to expand the TSC’s reach. May be assigned to a particular site or Joint Operation area.

3. Sustainment (SUST)—This is the local face of the TSC to the Division/ Corps/and Theatre-level units.

Questions from attendees ranged from the subject of customs, which is “improving, but still a working issue,” to lift capability, which will definitely require full reliance on the military’s organic assets as

well as support from commercial industry. Discussion included specific points: Intransit Visibility (ITV) and metrics for ordering and distribution, areas that have greatly improved since the Gulf War. Enhancement of the “front end” process— identifying materiel being deployed and its contractual life-cycle requirements for maintenance/wear—would generate further improvements.

The task [of withdrawal] is much bigger than most people imagine. Along with arranging to move out all the people, we need to clean up bases before we abandon them, and pack up and retrieve our equipment, armaments, and munitions. The reality is that the timetable cannot be dictated by political desires; it must be driven in large part (if not primarily) by logistics.

The logistics challenge is great. Currently, the US has 47 brigades in Iraq.

That translates to 145,000 uniformed personnel (excluding defense contractors). Then add 60,000 combat aircraft and combat vehicles; 120,000 freight containers; 34,000 tons of ammunition; and 22,000 non-combat vehicles, such as pickup trucks used inside the bases. In logistics terms, that’s about 106,000 truckloads.

There may be only two ways out: run convoys to Aqaba in Jordan and then ship out through the Red Sea, or drive to Kuwait and use the port there. (In theory, US forces could use Umm Qasr in Iraq, but the port is not currently equipped for this type of operation.)

All in all, military folks believe they can safely move out 3000 truckloads per month. That means that once the withdrawal order is given, we are looking at three years, minimum, for a safe and orderly exit.

Editor’s Note: NDTA Press Room Volunteers and writers from DC Velocity who attended the Forum contributed to this session summary.

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“Fusion Center & Best Value Solutions”

make it more dynamic. What will it take for future support operations?

Moderator Catherine Kuenzel VP, Enterprise Applications, Northrop Grumman Information Technology Panelists Dr. Raymond Pyles Sr. Research Scientist, Rand Corporation Mr. Rex Curry HQ USAF/A4I, Directorate of Transformation, DCS Logistics, Installations & Mission Support CAPT William Hardy, USN Operations Officer, MSC COL Dierdre Mahon, USAF HQ DLA, Operations and Sustainment Mr. Larry Johnson Deputy Director, Programs and Readiness, (TCJ3), USTRANSCOM

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he objective of the session was to illustrate how various organizations use fusion centers to integrate, relate, analyze, and disseminate actionable information as they consider how to move freight and troops. All information is evaluated according to specific requirements and priorities, such as cost and best value; from that point, a transportation mode and carrier can be assigned. Fusion Centers need to be able to give cost comparisons, to do “what ifs”, and to develop requirements early to allow commercial industry to compete, identify operational readiness drivers, an so forth.

There is no “Holy Grail” as yet, but according to Dr. Pyles, today’s capabilities are built upon yesterday’s actions. The “iron mountains” have been reduced to “iron hills.” The next 15 years in Defense logistics will be much like the last 15 years, only with fewer resources to do the job. We need a capability using new technology to streamline support operations,

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• Richer operational interface to evaluate consequence mitigation • A set of standards that are more flexible and dynamic • Monitoring and control capability to detect deviations and demand changes, especially for the operator • Short-term requirements prediction capability, in terms of days or weeks, with the ability to re-predict as needed Mr. Curry discussed Air Force efforts to develop a dashboard type capability to identify problems. Air Force efforts are focused on a Global Logistics Support Center, a virtual capability combining all command and control information into one enterprise. They are attempting to get to proactive vice reactive decisions on local and corporate levels.

CAPT Hardy explained that MSC efforts were focused on doing the job more efficiently, which boils down to one-third USTRANSCOM support and two-thirds Navy Fleet support. MSC does not have a fusion cell capability yet; an operations cell is used for requirements satisfaction. They evaluate lots of support factors (for example: it costs twice as much to steam a ship at 24 knots as at 16 knots) to make operational/ cost recommendations to their customers.

Hardy believes that a fusion center would be useful in many ways, specifically for requirements generation; viewing two-way traffic especially on exercises; and information interchange with commercial partners.

COL Mahon discussed DLA efforts to use the fusion center concept; going to a net-centric capability; shared data basis with customers and fulfillment partners; varied data sources; and metrics to measure demand satisfaction level.

Mr. Jameson discussed use of information fusion to develop logistics COAs, balancing efficiency and effectiveness through

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early collaboration; enterprise wide, executable plans; end-to-end movement visibility; and adaptive transportation allowing diversion as needed by the operator.

DTCI—Today & Tomorrow Moderator Col Mike Miller, USAF Director, DTCI PMO, USTRANSCOM (DTCI Director/Government) Panelists COL Dave Rodriguez, USA Cmdr., Defense Distribution Depot San Joaquin (Site Cdr) Mr. Andy Dyer Vice President, Menlo Worldwide, Gov’t.

Services LLC (PM Contractor) Mr. Dave Johnson VP, Enterprise Solutions Group, YRC Worldwide Inc. (DTCI Carrier) Mr. David Lowry President, Bennett Motor Express LLC (DTCI Carrier) Partnership—the cornerstone of success

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olonel Miller put together an impressive panel of DTCI stakeholders who made themselves available to attendees representing commercial carriers. The panel included the commander of one of DLA’s largest depots, Menlo’s DTCI program manager, and senior executives of two of the primary carriers for the DOD. The session reviewed original program goals and progress to date as implementation continues. The partnership between USTRANSCOM, the DLA, and Menlo Worldwide is intended to drive out inefficiencies in order to better support the warfighter.

In a relatively short time, the DTCI effort has already demonstrated improved operational effectiveness: small business

lows for more efficient DOD management activity and, thereby, enables the DOD to spend more time affecting improved performance in support of the warfighter.”

High praise went to the team at San Joaquin’s DDJC where implementation has gone very well thanks to training, communication, and positive attitude.

According to Colonel Rodriquez, on site commander, folks choose to be a part of the program’s success—they focus on solutions rather than problems. Certain goals served to reinforce team resolve every day: the need to support the warfighter and to grow and develop the DTCI program into a world-class model for starters.

Carriers that have been contracted to the DTCI program also show commitment by placing terminals near military depots and looking for solutions that will maintain high standards.

The DTCI has achieved major milestones since rollout including:1 • Gross cost savings from historical baseline: 23%. The contract requirement is for 19.1% net in year three • Small business participation: 66% of all subcontracted activities (including purchased transportation) versus a contract requirement of 20% • Loss/damage-free shipments: 99.98%. The contract requirement is 98% • System “uptime”: 99%. The contract requirement is 99% • On-time pickup: 93%, but it is trending up, with a 96% on-time pickup reported in August. The contract requirement is 96% • On-time delivery: 94%, but also trending up, with the contract requirement of 96% achieved in August 1 Billion Dollar Baby, by Steve Geary.

DC Velocity, Nov. 2008

goals are being exceeded (20% 1st year, 23% 2nd year, and 25% by year 3), and customer confidence in the system has spread. Process optimization (including better cycle times, use of mode models for cost savings, and end-to-end visibility for all users) is ongoing and will benefit stakeholders. “We’re looking for perfect order fulfillment,” explained Colonel Miller, TRANSCOM’s program management officer. Meanwhile, DOD systems are being integrated, eg, acquisition, storage, theater stock positioning, and tactical movement.

Routings are mode neutral and use leveraged procurement. Air to Ground has been the biggest change in achieving efficiencies in routings and cost savings.

Transfer of systems operations to private business has certainly smoothed the way. Now, “the PMO has only 1 neck to choke,” joked Andy Dyer, with Menlo’s government services division. Dyer further added, “More seriously, DOD may now focus its transportation network management efforts on a single party for the affected scope within DTCI. That condition al-

DOD AIT/RFID Initiatives Moderator Mr. David Blackford Senior Joint Transportation Staff Officer J5/4-I, USTRANSCOM Panelists Mr. Robert Bacon Navy AIT Director, NAVSUP LTC Pat Burden Product Manager Joint—Automatic Identification Technology Mr. Mark Lieberman AIT Program Manager, DLA

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utomatic Identification Technology (AIT) is really a suite of technologies that automatically capture asset information and provide in-transit visibility for cargo.

Tools include barcodes, passive radio frequency identification (pRFID), and active RFID (aRFID). The DOD’s AIT Implementation Plan presently addresses one ef-

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being utilized as well. DLA has also procured/prepositioned 1804 pRFIT printers. In Hawaii, DLA has implemented 100% MRO level tagging which allows continuous tracking of goods while they are in-transit. Presently, DLA stands ready to support service implementation of pRFID, integrate pRFID into the core DLA business model, optimize receipt process, refine supply chain events, and enhance stewardship of sensitive stock.

The Navy has found that utilizing AIT can reduce ballistics submarine turnaround by four days. In addition, goods can be tracked from OEM and back again. One important observation was

fort relating to pRFID and two that deal with aRFID. For the latter, work centers around developing a data-rich tag that is cheaper than the current cost of $80. The effort to implement pRFID is about 35% complete, with the DLA writing pRFID tags for MLO level packaging and AMC installing pRFID portals at aerial ports.

Implementation of pRFID in Alaska and Hawaii is expanding as well. One of the tasks is to develop premium AIT guidelines in recognition of the fact that everything doesn’t need it. A demo program conducted in Pakistan used AIT to track truck shipments, measure carrier performance, and reduce pilferage. The test was extremely successful, reducing pilferage to zero and allowing for better in-transit visibility of DOD cargo in this hostile environment.

DLA is expanding its efforts to deploy pRFID. Three hundred seventy-seven portals have been erected at CONUS distribution depots; 10 handheld units are

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Building Joint Logisticians • Getting the Governance Right • Measuring the Right Thing • Changing our Processes • Leveraging “Best Commercial Practices” • Overcoming variability among the services

that processes must be re-engineered before the technology can be added. One of the problems is feeding data into Navy legacy systems. There has been success at creating total asset visibility on Oahu, a particular challenge as 40% of material is not coming in tagged. They plan on implementing a similar test in San Diego.

The Navy has been the first to integrate pRFID into legacy AIS. Their overall goal is to increase intransit visibility and decrease customer wait time.

If the Navy is farthest ahead in pRFID implementation, the Army leads in aRFID, managing the largest active RFID network in the world, with 5000 read/write sites scattered across the globe. They are working to integrate satellite tracking with AIT. When asked if there are security issues with RFID in any form, the answer was yes.

december 2008

OEF/OIF Distribution Operations RADM Mark Harnitchek, USN, J-5/4 Director of Strategy, Policy, Programs and Logistics, USTRANSCOM

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his session highlighted ongoing efforts to transform deployment and distribution operations in support of the warfighter. The science of logistics, which involves a complex and totally integrated “system of systems,” is cornerstone to these efforts. But it is up to knowledgeable logisticians to make it all work. The Joint Deployment and Distribution Enterprise (JDDE) represents the collaboration of the DOD, non-DOD Government Agencies, and commercial partners to design a relevant and workable training curriculum for the “New Logistician.” The ideal Logistician is “experienced, and able to provide optimal deployment and distribution support to warfighters in joint, coalition, and multinational environments.” Training and education will be based on analytical thinking, “knowing what you need to know and how to think.”

The JDDE involves nine primary function areas: Supply, Transportation, Planning, Deployment & Sustainment Optimization, Joint Process & Systems Integration, Regional COCOM Strategy & Interoperability, Organizational Relationships, Joint Distribution & Deployment Leadership, and Measures & Performance Management.

One of the most complicated challenges relates to the variety of logistics expertise among the service branches. Another is managing information exchange and maintaining standard systems among all the players. Interface is required, but “not everyone has to change. They do have to be able to talk, however, and to eliminate redundant systems.” Industry partners provide valuable input according to best practices on technologies and processes.

For one thing, “they can get their arms around in transit visibility so the DOD can make better multimodal choices.”

Mentoring Session | Monday

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he A-35 Mentoring Session, led by Steven Cubarney of IBM Global Business Services, began with a tribute to LTG Honor, namesake and great proponent of the program. The purpose of the program is to match Mentors and Protégés to assist with career development, but it has also helped to broaden and strengthen the foundation of the next generation of Defense Transportation Leaders.

“The role of the mentor is to listen to the protégé and not take over the conversation. The mentor needs to learn the goals and aspirations of the protégé. Then dialogue on how to help achieve them.”

— COL Joe Torsani (Ret.)

“Men tors need stan to h d th a elp t t You hey prot have have égés t o be to b unde then e ab willi rreco le to ng to ver i succ f f t a a i n l. ke r essf eces isks ul.” sary and in or der t o be —M ary An ne Wa gner, XIO S trateg ies

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Tuesday roundtable “The Future DLA Enterprise” Moderator LTG Robert Dail, USA Former Director, Defense Logistics Agency Panelists Ms. Claudia (“Scottie”) Knott SES J-7-Director Acquisition/ Contracts, DLA Mr. Andy Jones EVP, Business Development, CorTrans Logistics, LLC Mr. Mike Garvin Director, Gov’t Affairs, Matson Navigation Mr. Paul. Peters Deputy Director, Defense Distribution Center, New Cumberland PA (DDC) Mr. Mike Scott SES J-33 Director, DLA Colonel (P) Jack O’Conner, USA Deputy Commander for Operations, SDDC

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dvances in technology and organizational improvements within the Department of Defense have propelled the business of logistics into a whole new realm—one operating in real time in some pretty tough areas. Standards are high from end to end, requiring total visibility, communication integrity, and on time fulfillment of all that’s needed.

It is Logistics with a capital “L”—a fullfledged enterprise that partners military and industry and consolidates resources and solutions. There have been many successes, such as the establishment of TRANSCOM as Distribution Process Owner (DPO) and the launch of the Defense Transportation Coordination Initiative (DTCI), but this

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is not the time to rest on laurels. The challenge now is to extend the enterprise out as far forward as possible—to stretch capabilities and to reach beyond borders into global arenas as well.

Pushing forward together with all of DLA’s mission partners and TRANSCOM components was an important theme of this session. The goal is to lift the burden of having to create capabilities from the military so that they are free to focus on operations at hand. Building relationships is integral to extending the enterprise and NDTA plays a valuable role towards that end.

wednesday roundtable “Ask the Leaders” Moderator LTG Kenneth Wykle, USA (Ret.) President, NDTA Panelists VADM Anne Rondeau, USN Deputy Commander, TRANSCOM RADM Robert Reilly, Jr. USN Commander MSC BG James Hodge, USA Commander SDDC MajGen Gary McCoy, USAF Director, Directorate of Logistics Readiness

december 2008

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ollowing questions posed by Kenneth Wykle, session moderator, attendees had the chance to voice their queries with senior military leaders.

This type of open exchange is of benefit to all sides and forms the cornerstone to all NDTA activities and events at both national and chapter levels. Themes that

“We are not tied to tradition, but to innovation.”

— MajGen Gary McCoy, USAF) came across loud and clear in this session of “Ask the Leaders” included the 3-R’s (Retrograde, Reset, and Readiness) and balancing needs with expectations from the customer perspective.

What has TRANSCOM accomplished as the Distribution Process Owner (DPO)?

The DPO did not exist before 2003; the concept represents an unprecedented approach to enterprise ownership. Teaming was essential to understand and implement the process, and authority was required at various levels to effect change where needed. We keep our sights on the warfighter—our most valued customer—but, we also must continually evalu-

“In its broadest sense, distribution is the operational process of synchronizing all elements of the logistic system to deliver the “right things” to the “right place” at the “right time” in order to generate and sustain the military capability required by joint forces. Distribution is the key logistic process that provides the means for joint force operations; it is integrated and synchronized with joint operations to effectively and economically accomplish the assigned mission. Global distribution links national resources with joint force support requirements, enabling joint force commanders to generate and sustain combat power and maintain combat readiness.” Joint Publication 4-09 (Joint Doctrine for Global Distribution). The Secretary of Defense designated the Commander, US Transportation Command, as the DOD Distribution Process Owner (DPO) in September 2003; the DPO serves as the single entity to direct and supervise execution of the Strategic Distribution system.

ate the process by asking ourselves, What is most important? What do we measure, and how do we measure it? Then, we have to put that in balance with the needs and expectations of the warfighter.

The DPO is working—over the past five years, the DPO has witnessed $22.6 billion in cost avoidance.

What initiatives do you expect to be implemented within your command/service during the next 12 to 18 months?

Military Sealift Command • MSC functions through a matrix organization. About two-thirds of our effort supports the fleet; one-third is in support of TRANSCOM missions.

We strive to know our customers and

their needs, then draw the necessary expertise from across the staff to efficiently meet the requirement.

Directorate of Logistics Readiness • Nuclear enterprise support • Support the warfighter • Accountability • Explore innovative logistics solutions • Partnering with commercial enterprise as often as possible SDDC • Share organizational expertise when it comes to operational issues • Promote the SDDC brand and convey its mission • Continue to convey confidence with our partners

An examination of all DTCI metrics is underway to consider possible expansion, or how other procurement instruments might be utilized to support complete supply chain management.

Since SDDC has moved to Scott AF Base and contracting and other functions are being centralized at TRANSCOM, what is the likelihood that SDDC will be absorbed into the TRANSCOM staff?

That is not likely to happen—and certainly not in the near term. Current operational missions at SDDC are not appropriate for TRANSCOM staff—AA&E movements, tender process, terminal operations, families first, and others. DTCI contract oversight responsibilities and some other functions are expected to transfer to SDDC.

How do we compare cost versus risk?

DTCI cost versus risk is a moving target, as it is still in the early phase. The metrics are encouraging, and we are already seeing cost avoidance. We are taking a very careful look at the targeted implementation at DLA and looking at adding other services in the early model. This is new and has never been attempted before. The DTCI excludes things like AAE, Hazardous Material (HAZMAT), and TPS at this time.

Menlo also has risk, and the DTCI is only one piece of the DPO puzzle.

DTCI is not extended beyond CONUS— how do we connect industry in our DOD strategic plan?

What are the plans for the Army to reconstitute the prepositioned afloat War Reserves?

Money is not currently in the five-year plan to do this, which indicates that it is several years away. It may never happen. It is resource-dependent.

Do you see any impact on future defense budgets as a result of the current $750 billion effort to bail out the mortgage industry?

None of us have a crystal ball, but with current ongoing requirements it seems that resources overall are subject to review.

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Monday event Special Guest Presenter RADM Robert D. Reilly, Jr. Commander, Military Sealift Command

“Seven—an Inspired Number”

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even is a lucky number—especially in Reno. A steak dinner cost $7.77, 7 come 11 at the crap table is a sure bet, and 7’s all lined up in a slot machine equal JACKPOT! In a gambling town, that number is magic. For Admiral Rob Reilly, who was our special guest awards presenter at the NDTA Military Unit Awards Ceremony, seven holds special inspiration. Consider this . . .

• We are Seven years into our fight with terrorism—the attacks of September 11 took place only seven years ago, when so many people lost their lives in New York, Pennsylvania, and Washington.

Reilly recalled the 9/11 Memorial Dedication Ceremony at the Pentagon he attended and its theme: Remember, Renew, Reflect. Prominently displayed are 184 benches, one for each life lost; they

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are perfectly aligned with the flight path of American Airlines (AA77) as it hit the building. The benches are arranged according to the victim’s age—the youngest seat closest to the Pentagon.

He encouraged everyone to visit the memorial which is open 24/7—meaning we should never forget.

• Admiral Reilly was in Hawaii a few weeks before the Forum to greet the hospital ship USNS Mercy upon her return from a seven-month activation period, including a six-month deployment to the Western Pacific. The cruise represented the best that America has to offer as she brought medical relief to so many people in the nations she visited. He was so proud of the way the crew dealt with the myriad of medical challenges and literally brought hope by repairing cleft pallets, administering much needed inoculations, fixing medical equipment (including x-ray machines), and so much more.

• On another trip, to San Diego, Reilly enjoyed a double treat. He had been asked to promote the most recent group of Chief Petty Officers. For those unfamiliar with the Chief’s role in the Navy, they are responsible for training Junior Officers and for keeping Senior Officers out of the way so that they can do their jobs. It is universally agreed among Navy folks that things run smoothly because of their Chiefs. Reilly was further honored to take part in the christening of the most recent dry cargo ammunition ship, the USN Ship Carl M. Brashear, T-AKE 7. The ship’s namesake was the subject of the movie “Men of Honor” starring Cuba Gooding and Robert DeNiro. Master Chief Petty Officer Boatswain’s Mate Brashear overcame incredible adversity, physically and socially, to become one of the first African-American Master Divers.

He remarked how wonderful it was for participants to meet the Brashear family and share this dedication to his memory.

december 2008

CORP

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he Council of Regional Presidents (CORP) held its semi annual meeting in Reno, NV, at NDTA’s 62nd Annual Forum and Expo on 20 September 2008.

The CORP consists of nine separate geographical regions in the US, Europe, and the Pacific. Each volunteer Regional President is approved by the NDTA President, appointed by the NDTA Chairman of the Board, and elected by the general membership. They serve as liaison between the Chapters and NDTA headquarters, assist current Chapters in their areas, foster the development of new Chapters, and promote the ideals of NDTA. Our recent meeting’s agenda included a “State of NDTA” overview

by LTG Wykle; NDTA’s primary role, Education; The viability of Regional Forums; How to encourage young members, those 35 and younger, to become more actively involved in leadership roles within the Association; and finally Membership Growth and Retention. Each subject encouraged a lively discussion, but the final topic on membership consumed most of the meeting. The consensus was that principal leadership, both military and civilian, at all levels should be encouraged to support the aims and objectives of NDTA and to allow active participation of their people in their local Chapters and Educational and Professional Development activities.

Our next meeting will take place in Atlanta in conjunction with the SDDC Training Symposium, 6-9 April 2009.

UNION PACIFIC Rail Classification Yard Sparks, Nevada

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ff site learning tours, courtesy of Union Pacific, coincided with professional development Forum sessions. All tours were well attended, and attendees commented that it was a rare treat to be so “up-close and personal” with the rail industry. Activity at the station and the yard was high with a steady stream of trains (and passengers) moving through Sparks, Nevada.

The Sparks station, constructed sometime before 1899 and named in honor of John Sparks, then governor of Nevada, is one of the railroad’s oldest buildings.

It was originally located in Wadsworth, where it functioned as a depot and division office, but it was moved to Sparks in 1904 when the lines changed and Wadsworth was bypassed. Switch yards and maintenance sheds quickly sprung up to support operations. The old station is still in use today with a few updates from the 1950s, including the addition of a yardmasters tower with 360-degree views. In 1904, a 40-stall, circular roundhouse was built; it no longer remains, but some large shops dated to that time are still standing.

The Nugget Casino and Hotel occupies much of the former railroad property today. Even from hotel room windows, guests can watch as trains stretch far in the distance—more than 100 cars in some cases. On the south side of the yard is the former Pacific Fruit Express ice house. Af-

ter ice cooled refrigerator cars were phased out of operation, the building became home to Harrah’s Automobile Collection and Museum.

The Rail Classification Yard serves several purposes, including: • break out/consolidate local traffic arriving/departing by long-distance trains • service location for adding power units to trains about to transit the Sierra Nevada into California and removing same for those coming eastbound down from the mountains The hour-long tour combined a look at the trench and the yard with a visit to the control center, where operations are monitored on computers.

Special Interest Items: When the rail line was first built, it went right through the middle of downtown Reno and Sparks. Obviously, surface road traffic was severely disrupted every time a train moved through (which was often). As a result, Union Pacific constructed a huge trench in order to put the tracks below street level. Traffic now moves through town unimpeded (at least by train movements). Another fascinating point is that some of the yard locomotives are actually remote controlled, operated by trained employees (engineers, conductors, and switchmen) who walk alongside. No one is inside the cab!

Union Pacific Corporation owns one of America’s leading transportation companies. Its principal operating company, Union Pacific Railroad, links 23 states in the western twothirds of the country and serves the fastest-growing US population centers. Union Pacific’s diversified business mix includes Agricultural Products, Automotive, Chemicals, Energy, Industrial Products, and Intermodal. The railroad offers competitive long-haul routes from all major West Coast and Gulf Coast ports to eastern gateways. Union Pacific connects with Canada’s rail systems and is the only railroad serving all six major gateways to Mexico, making it North America’s premier rail franchise.

Thanks to Union Pacific for making this opportunity available to members of NDTA; to our guide, Joel (Ben) Ritter, Manager of Road Operations (MRO), Sparks; and to Aaron Evans of Union Pacific for arranging the tours!

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Forum Attendance Data • 87% indicated the event provided • Hotel evaluation: 14% excellent; Private Partnerships; OEF/OIF value to them or their company 13% exceeded expectations; Distribution Operations tied with • 81% of the exhibitors indicated 41% met expectations; 10% did Army Retrograde Operations that they made valuable contacts not meet expectations; • 47% are not willing to pay an additional fee for professional education • 95% found the Forum website 22% disappointing NDTA Forum & &36% Expo Survey Results have no opinion; very useful (44%) or useful (51%) • 941 Food & Beverage evaluation: 23% NDTAcourses; Forum Expo Survey Results Attendees (38 Spouses) 941 Attendees (38 exceeded Spouses) expecta87% indicated the eventare provided valueto to pay them or their company • 18% willing the • Most attendees referred to the excellent; 17% 95 Exhibitors indicated the event provided value to them or theirfee company • 87% 95 Exhibitors • 81% of the exhibitors indicated they made valuable contacts of the exhibitors indicated theypreference made valuable contacts • 81% (167 8x1048% Booth Equivalents) • 53% had no on (51%) Forum website for information tions; met expectations; 8% 95% found the Forum website very useful (44%) or useful • (167 8x10 Booth Equivalents) found the Forum website very useful (44%) or useful (51%) • 95% Most attendees referred to the Forum website for information (less than 5 continuing the professional educa(less than 5 times 42%; 5-10 times did not meet expectations; 4%•• Most attendees referred to the Forum website for information (less than 5 times 42%; 5-10 times 47%; 10+ times 11%) ATTENDEE by Category times 42%; 5-10 times 47%; 10+ times 11%) ATTENDEE

by Category tion courses; 39% registration easy to use supported 47%; 10+ times 11%) disappointing • 95% found online found online registration easy to use • 95% • 99% responded that the booth reservation procedure was easy (68%) or responded continuation; that the booth reservation procedure was easy (68%) 8% did not support or • 95% found online registration easy • 66% prefer the price of breakfast • 99% average (31%); 1% too complicated (31%); 1% too complicated 84% rated the Forum reminder cards as useful or very useful continuation to use be included in the registration •• average 84% rated the Forum reminder cards as useful or very useful • Top 5 reasons to attend:! 27% networking; 24% to stay informed; 17% education; 5 reasons to attend:!

27% networking; 24% to stay informed; • Top • speakers; The&14% majority support using a 17% education; • 99% responded that the booth reserfee; 19% no opinion; 14% prefer NDTA Forum Expo Survey Results 15% keynote exhibits [only 4% cited venue as important] 941 Attendees (38 Spouses) 15% keynote speakers; 14% exhibits [only 4% cited venue as important] 4% 84% prefer the event be held early in the week (39% Sun-Wed; 45% Mon-Thu) • vation procedure was easy (68%) or selection committee to determine breakfast on their own 87% indicated the event provided value to them or their company • prefer the event be held early in the week (39% Sun-Wed; 45% Mon-Thu) • 84% 95 Exhibitors 4% Hotel evaluation: 14% excellent; 13% exceeded expectations; 41% met 4% • the exhibitors indicated they made13% valuable contacts • 81% •of Hotel evaluation: 14% excellent; exceeded expectations; 41% met 4% average (31%); 1% too complicated (167• 8x10 future Forum sites 81% found exhibit periods exBooth Equivalents) expectations; 10% did not meet expectations; 22% disappointing the Forum 10% website usefulexpectations; (44%) or useful (51%) • 95% found expectations; did very not meet 22% disappointing Beverage evaluation: 23% excellent; 17% exceeded expectations; • Food & referred Most attendees toevaluation: the Forum website for information (less thanexpectations; 5 • 84% rated the Forum reminder 10% or• valuable • The majority rated exhibit period tremely valuable (31%) & Beverage 23% excellent; 17% exceeded • Food 48%5-10 mettimes expectations; 8% did11%) not meet expectations; 4% disappointing 10% times 42%; 47%; 10+ times ATTENDEE by Category 48% met expectations; 8% did not meet expectations; 4% disappointing prefer the price of breakfast included in the registration fee; 19% cards as useful or very useful hours about right (59%); 36% too (50%) • 66% online registration easy to use be • 95% found 66% prefer the price of breakfast be included in the registration fee; 19% 3% • 99% •responded 79% no opinion; preferreservation breakfast on their own that14% the booth procedure was easy (68%) or 3% no opinion; 14% short; prefer breakfast on their own • Top 5 reasons to attend: 27% 5% too long • 79% All keynote presentations and found periods extremely valuable (31%) or valuable (50%) • 81% average (31%); 1% exhibit too complicated found exhibit periods extremely valuable (31%) or valuable (50%) • 81% keynote presentations andasroundtables were ranked very high; the “not 84% rated Forum reminder cards useful or very useful • All the networking; 24% to stay informed; • About 70% to 75% of exhibitors roundtables were ranked •very keynote presentations and roundtables were ranked very high; the “not • All valuable” ratings ranged from24% lesstothan to a maximum of 8% to attend:!

27% networking; stay1% informed; 17% education; • Top 5 reasons valuable” ratings ranged from less than 1% to a maximum of 8% 17% education; 15% keynote plan to[only exhibit at the 2009 Forum high; the “not valuable” ratings rated breakout sessions:!

Global Distribution; DTCI; The Pacific 15% keynote speakers; 14% exhibits 4% cited venue as important] • 5 highest 5 highest rated breakout sessions:!

Global Distribution; DTCI; The Pacific • 4%less than 1%• to 84%aprefer theInfrastructure: event be held early in the week (39% Sun-Wed; 45% Mon-Thu) Rim; Public/Private Partnerships; OEF/OIF Distribution speakers; 14% exhibits (only 4% SDDC Symposium and ranged from Rim; Infrastructure: Public/Private Partnerships; OEF/OIF 14% excellent; 13% exceeded expectations; 41% Distribution met 4% A-35 Operations tied with Army Retrograde Operations • Hotel evaluation: Registrants Operations tied with Army Retrograde22% Operations Registrants of 8% A-35 10% did not meet expectations; cited venue as important) • willing 86% indicated they plan to attend maximum not to pay an additional feedisappointing for professional education • 47% are Spouse Booth Reps expectations; are not willing to 23% pay an additional fee for professional education Spouse Booth Reps • Food•& 47% Beverage evaluation: excellent; exceeded expectations; courses; 36% have no opinion; 18%17% are willing to pay the fee Single Tickets 10% • 84% prefer the event be held early the 2009 Forum in Nashville • 5Single highest rated breakout sessions: courses; 36% have no opinion; 18% are willing to pay the fee 48% met expectations; 8% did not expectations; 4% disappointing Tickets had no preference onmeet continuing the professional education courses; • 53% 53%the had no preference on the professional education price of breakfast becontinuing included the registration fee; 19% courses; • 66% •prefer 39% supported continuation; 8% did in not support continuation in the week (39% Sun-Wed; 45% 3% DTCI; The 39%14% supported continuation; 8% own did not support continuation 79% Global Distribution; no opinion; prefer breakfast on their • The majority support using a selection committee to determine future Forum sites ATTENDEE by Profession The majorityperiods supportextremely using a selection committee tovaluable determine future Forum sites •found Mon-Thu) Pacific Rim; Infrastructure:• 81% Public/ (31%) (50%) ATTENDEE

by Profession majority rated exhibit period valuable hours about right or (59%); 36% too short; 5% too long • Theexhibit

ATTENDEE by Profession

Gov’t. / Military

17% 7%

43%

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Transportation Logistics Other

15%

Consulting Government / Military

Defense Transportation Journal SAVE the DATE September 19 - 23, 2009 Nashville, Tennessee

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54%

46%

Government Civilian Active Military

18%

45%

60% Freight Forwarding 3PL

14%12% 10%

december 2008

40%

33%

3% 8% 6% 1% 48%

Logistics Logistics

40% 40%

60% 60%

33% 33%

3% 8% 3% 8% 6% 6% 1% 1%

Other Other

14%12% 12% 14% 10% 10% 18% 18% 45% 45%

SAVE the DATE 18% 39% supported continuation; 8% did not support continuation 45% 19 a- selection 23, 2009committee to determine future Forum sites The majoritySeptember support using Nashville, Tennessee The majority rated exhibit period hours about right (59%); 36% too short; 5% too long About 70-75% ofSeptember exhibitors plan to exhibit at the "09 Forum and SDDC 2010 Air Symposium 86% indicatedAnchorage, they plan toAlaska attend the 2009 Forum in Nashville Highways Maritime September 2011 Rail Phoenix, Arizona Passenger Travel

sportation

17%

• • • •

46% 46%

Logistics

Gov’t. / Military

A-35 Booth Reps

Transportation

3%

Logistics

10%

Other

4% 4%

54% 54%

Other

15% 15%

43% 43%

Registrants Spouse Single Tickets

17% 17%

7% 7%

ATTENDEE by Category

79%

Gov’t.

Gov’t./ /Military Military

17% 17%

Transportation Transportation

941 Attendees (38 Spouses) 95 Exhibitors 941 Attendees (38 Spouses) — 95 (167 8x10 Booth Equivalents)

majority rated exhibit period hours about (59%); 36% toothe short; 5% too long • The presentations and roundtables wereatright ranked high; “not • All keynote 70-75% of exhibitors plan to exhibit the "09 very Forum and SDDC Symposium • About 70-75% of exhibitors to 1% exhibit the "09 Forum and SDDC Symposium • About valuable” ratings ranged fromplan lessplan to aat2009 maximum ofin 8% indicated they tothan attend the Forum Nashville • 86% 86% indicated they plan to attend the 2009 Forum in Nashville • 5 highest rated breakout sessions:!

Global Distribution; DTCI; The Pacific • Rim; Infrastructure: Public/Private Partnerships; OEF/OIF Distribution NDTA Forum & Expo Survey Results Operations tied with Army Retrograde Operations Registrants A-35 value to them or •their company 47% are not willing to pay an additional fee for professional education • 87% indicated Spousethe event provided Booth Reps Exhibitors (167 10x10 Booth Equivalents) 81% of the exhibitors indicated they made valuable contacts courses; 36% have no opinion; 18% are willing to pay the fee • Single Tickets 53% (51%) had no preference on continuing the professional education courses; • 95% found the Forum website very useful (44%) or•useful (less than 5 39% supported continuation; 8% did not support continuation • Most attendees referred to the Forum website for information times 42%; 5-10 times 10+ times 11%) • The majority support using a selection committee to determine future Forum sites ATTENDEE by47%; Profession • 95% found online registration easy to use • The majority rated exhibit period hours about right (59%); 36% too short; 5% too long was easy (68%) or 70-75% of exhibitors plan to exhibit at the "09 Forum and SDDC Symposium • 99% responded that the booth reservation procedure • About average (31%); 1% too complicated • 86% indicated they plan to attend the 2009 Forum in Nashville Government Civilian Freight Forwarding • 84% rated the Forum reminder cards as useful or very useful Government Civilian Freight Forwarding Active Military 3PL • Top 5 reasons to attend:! 27% networking; 24% to stay informed; 17% education; Active Military 3PL 17% 15% keynote speakers; 14% exhibits [only 4% cited venue as important] 17% • 84% prefer the event be held early in the week (39% Sun-Wed; 45% Mon-Thu) 40% • Hotel evaluation: 14% excellent; 13% exceeded expectations; 41% met Transportation Consulting expectations; 10% did not meetConsulting expectations; 22% disappointing 46% Transportation 54% Logisticsevaluation: 23% Government / Military Food & Beverage excellent; 17% exceeded expectations; 7% • Logistics Government / Military 60% Other 48% met Other expectations; 8% did not meet expectations; 4% disappointing • 66% prefer the price of breakfast be included in the registration fee; 19% SAVE the DATE no opinion; 14% prefer breakfast on their own SAVE the DATE September 19 - 23, 2009 (31%) or valuable 15% Government Civilian Freight Forwarding exhibit periods extremely (50%) • 81% found September 19 - 23, valuable 2009 43% Nashville, Tennessee Active 3PL and roundtables theMilitary “not • All keynote presentations Nashville, Tennessee were ranked very high; IT valuable” ratings ranged from less2010 than 1% to a maximum of 8% September Air IT September 2010 Air Media sessions:!

Global Distribution; DTCI; The Pacific • 5 highest rated breakout Highways Anchorage, Alaska Media Education Alaska Rim; Infrastructure: Anchorage, Public/Private Partnerships; OEF/OIF Distribution Highways 3% Maritime Education 8% 14%12% September 2011 Transportation Consulting Maritime Manufacturing Operations tied with Army Retrograde September 2011 Operations Rail Manufacturing 33% 6% Phoenix, Arizona Logistics / Military are not willing toPhoenix, payGovernment an additional education Rail Security • 47% 10% 1% Arizona fee for professional Passenger Travel Security Other 36% have no opinion; 18% are willing to pay the fee courses; Passenger Travel Not Specified Not Specified • 53% had no preference on continuing the professional education courses;

48% 48%

48% IT Media Education Manufacturing Security Not Specified

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62 nd Annual NDTA Forum & Expo Awards photo album September 21-24, 2008 | Reno-Tahoe, Nevada

sponsored by McCollister’s Transportation is proud to support the NDTA and its mission. McCollister’s is a specialized transportation company that has been honored to support the Military for more than 50 years. Visit us at www.mccollisters.com.

2008 NDTA Major Award Recipients Presented by Mr. Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

NDTA National Defense Leadership Award

NDTA National Transportation Award

NDTA DOD Distinguished Service Award

General Norton A. Schwartz, USAF

Mr. Joseph L. Carnes

LTG William E. Mortensen, USA

Former Commander, USTRANSCOM

President and CEO, BAX Global, Inc.

NDTA Government Distinguished Service Award

NDTA President’s Award

Deputy Commanding General US Army Materiel Command

NDTA Educator Distinguished Service Award

Mr. Jeffrey N. Shane

MG Charles Fletcher, USA

Prof. Richard R. Young, PhD, FCILT

Under Secretary of Transportation for Policy Department of Transportation

Director of Operations and Plans (J-3) USTRANSCOM

School of Business Admin., Capital College Penn. State Univ. | accepted by LTC John Fasching, USA (Ret.)

www.ndtahq.com www.ndtahq.com| | 43

62 nd Annual NDTA Forum & Expo NDTA President’s Special Achievement Awards Presented by Mr. Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

Ms. Carolyn L. Salmans

Mr. Wesley (“Shorty”) E. Salmans

Mr. Fred Stribling

Central Pennsylvania Chapter

Central Pennsylvania Chapter

Charleston Chapter

Junior Executive Leadership Awards Presented by Mr. Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

Military

Civilian

Mr. Anthony Ibarra Washington, DC Chapter accepted by Mr. Adam Yearwood

Master Sergeant Jason A. Eighmey, USAF Scott-St. Louis Chapter

Corporate Distinguished Service Awards Agility Defense and Government Services APL Limited Bax Global – Schenker Logistics Bennett Motor Express, LLC Boyle Transportation CEVA Logistics CorTrans Logistics, LLC 44 | Defense Transportation Journal | december 2008

Delaware River Maritime Enterprise Council (DRMEC) DHL FedEx Corporation The Hertz Corporation The Howland Group InterContinental Hotels Group Landstar System, Inc.

Maersk Line, Limited Northwest Airlines Inc. Panther Expedited Services, Inc. R&R Trucking, Inc. Transportation Institute UPS XIO Strategies YRC Worldwide

62 nd Annual NDTA Forum & Expo International Chapter of the Year Awards Presented by Mr. Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

Category I

Category II

Category III

Central Pennsylvania Chapter

Charleston Chapter

Scott-St. Louis Chapter

accepted by COL Edward Visker, USA (Ret.)

accepted by Mr. Fred Stribling

accepted by Mr. Ken Wavering

A-35 Category II

A-35 Category III

San Antonio Chapter

Washington, DC Chapter

accepted by Staff Sergeant Regina Green, USAF

accepted by Mr. Sean Caulfield

NDTA Innovative Logistics Service Award

Unisys Data Division, 618th Tanker Airlift Control Ctr., AMC accepted by Mr. Mick Williams

www.ndtahq.com | 45

62 nd Annual NDTA Forum & Expo Military Units Awards Presented by RADM Robert D. Reilly, Jr. USN, Commander Military Sealift Command

Army—Active Duty

Army—National Guard

Army—Reserve Component

109th Transportation Company (Medium Truck) accepted by 1LT Melanie D. Collins, USA with MG James L. Hodge, USA

E-429th Forward Support Company accepted by MAJ Timothy E. Eppele, USA with MG James L. Hodge, USA

353rd Transportation Company accepted by SFC Timothy M. Wunderlich, USAR with MG James L. Hodge, USA

Marine Corps—Active Duty

Marine Corps—Reserve Component

Navy—Active Duty

Marine Corps Air Station Futenma accepted by LTC David W. Bussel, USMC with Colonel Anthony Ardovino, USMC

6th Motor Transport Battalion accepted by William (Trey) Chairsell III with Colonel Anthony Ardovino, USMC

The Fleet and Industrial Supply Center accepted by Mr. Kerry Foerst with Captain Janice Wynn, USN

Navy—Reserve Component

Air Force—Active Duty

Air Force—Reserve Component

Navy Expeditionary Logistics Support accepted by CAPT Ron MacLaren, SC, USN with Captain Janice Wynn, USN

8th Expeditionary Air Mobility Squadron accepted by Robert W. Corley, Capt, USAF with MajGen Gary T. McCoy, USAF

193d Special Operations Wing/Logistics accepted by Chief Master Sergeant Robert J. Sload, USAF with MajGen Gary T. McCoy, USAF

46 | Defense Transportation Journal | december 2008

62 nd Annual NDTA Forum & Expo Coast Guardâ&#x20AC;&#x201D;Active Duty

USCGC Katherine Walker accepted by CWO2 Stephen J. Burke, USCG with Mr. Art Walz

Colonel Norbert Grabowski Membership Recruiting Awards Presented by Mr. Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors with Mrs. Anne Grabowski

Category I

Category II

Category III

Cape Fear Chapter

Charleston Chapter

Washington, DC Chapter

accepted by Mr. Steve Kerr

accepted by Mr. Larry Kennedy

accepted by Mr. Steven Cubarney

Individual Recruiting

Individual Recruiting

Mr. Edward L. Fountain

Mr. Joe Escalera

Cape Fear Chapter | accepted by Ms. Penny Cacoulidis

Regimental Chapter

www.ndtahq.com | 47

62 nd Annual NDTA Forum & Expo SDDC Excellence in Traffic Management Awards Presented by MG James L. Hodge, USA, Commanding General, SDDC

Army

Ms. Brenda Clark-Arnold

Navy

Ms. Elizabeth M. Bustanoby

Directorate of Logistics, Ft. Hood, Texas

Navy Pay & Personnel Support Ctr., Norfolk, VA accepted by Linda Steele

Air Force

Coast Guard

Staff Sgt. Priscilla C. Brown, USAF

Ms. Diane Dunbar

90 Logistics Readiness Squadron, FPE Warren AFB accepted by Lt. Col. Gerald Clouse

Maintenance & Logistics Command, Norfolk, VA accepted by SK1 Phyllis Thomas

AAFES

Mr. Cuu Duong French Camp, CA

48 | Defense Transportation Journal | december 2008

Marine Corps

MGySgt. Roy J. Childers, USMC Headquarters, USMC, LPD-5, Washington, DC

DLA

Mr. Robert Gloria Defense Energy Support Ctr., San Antonio, Texas

62 nd Annual NDTA Forum & Expo Gallery of Sponsors

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CHAPTER NEWS* BALTIMORE Chapter

In October, Baltimore Chapter members and friends set sail aboard the “Mary Lynn” for a luncheon tour of the Harbor. (L to R): James Fishel, TBB Global Logistics; Mary Jane Norris, MD Port Administration; and Chris Cramer, Marriott Corp. Photo: Karen Schmitt

San Antonio Chapter The San Antonio Chapter enjoyed a night out at the ball park. For the fourth year in a row, the San Antonio Chapter closed out the summer with a night out cheering on the San Antonio Missions Double A Baseball Team. This year, the Missions went up against the Arkansas Travelers. Close to 40 Chapter members, family, and friends

*Some articles have been condensed due to limitations in space.

enjoyed nine exciting innings of entertaining baseball action together (and hot dogs, soda, and beer, of course). The game was scoreless until the top of the fifth inning when the Travelers took a one run lead.

The Missions fought back with two runs in the bottom of the sixth to take an exciting one run lead. The Missions held their lead until the top of the eighth when the Travelers scored two more runs and yet another run in the top of the ninth. The Missions were unable to answer the three runs and suffered a four to two loss. Despite the loss by the Missions, it was an exciting game.

And, just like last three years, at the end of the game the San Antonio Missions Organization put on a spectacular fireworks display. It was a grand time for those who attended, and the NDTA San Antonio Chapter participation, once again, clearly demonstrated our pride in the community and that “transportation camaraderie” is still alive and well in the Alamo City.

Washington, DC Chapter The October Chapter luncheon featured guest speaker, the Honorable Jack Bell, Deputy Under Secretary of Defense (Logistics and Materiel Readiness), the principal advisor to the Secretary of Defense, the Deputy Secretary of Defense, and the Under Secretary of Defense for Acquisition, Technology and Logistics on logistics and materiel readiness in the DOD. University of Maryland NDTA scholarship recipients were also recognized at the monthly luncheon. DTJ

GOVERNMENT NEWS* In special tribute to our Logisticians Secretary of the Army, Mr. Pete Geren (Excerpted Remarks from the keynote address, 2008 AUSA Annual Meeting and Exposition. October 6, 2008)

Chapter awards NDTA Scholarships. University of Maryland student awardees with Irv Varkonyi (from L to R) are Yelena Skalinskaya, Benjamin Layman, Joseph McCord, and Tanya Levy. Absent are Tiffany Chen, Ekaterina Kroupnik, and Ryan McCrory. Photo: Karen Schmitt

>> Mr. Ricky Godbolt, member of the Washington, DC Chapter and resident of Belcamp, MD, was recently honored as one of the “Fabulous 50 Alumni” of Prince George’s Community College.

Awardees were selected based on achieving levels of greatness in their lives through personal and professional triumphs, academic accomplishments, or community service.

>> If you would like to participate in a worthwhile cause, consider Wreaths Across America. The NDTA Central Pennsylvania and Washington, DC Chapters are looking for wreath sponsors and volunteers to lay wreaths at the graves of the fallen heroes who have paid the ultimate price for our freedom. If you are interested in participating, please contact Chapter Presidents.

*Some articles have been condensed due to limitations in space.

In 1944, LTG Somervell wrote a timeless piece about logistics. He said, “No one has ever painted an inspiring picture of a general brandishing a requisition . . . and . . . the prancing charger is longer remembered than the pack mule.” Well, this morning I’m going to talk about the requisition and the pack mule, and the men and women who fill those requisitions and pack those mules. And in parts of Afghanistan today, they do in fact still pack mules, and pack

everything else that rolls, flies, or walks, but hardly anyone ever talks about it.

We have 250,000 Soldiers in 80 countries, and we’ve been at war for seven years, with 140,000 Soldiers in theater today.

And nobody ever asks, who feeds those guys? Our logisticians are victims of their own success. Their work is so good it is invisible—it’s a given. Wherever our Army goes, whatever our Soldiers need, whenever they need it, they get it. The miracle of www.ndtahq.com | 51

Photo: D. Myles Cullen

Army logistics. The papers are filled with accounts of the movement of soldiers, but no one ever mentions how they move.

That Army logisticians repair over 14,000 vehicles every year—a number equal to the number of Yellow Cabs in New York City.

Every year, Army logisticians move more than 700,000 personnel in and out of theater, equal to the entire population of Charlotte, NC. Every day, Army logisticians provide 750,000 meals in Kuwait, Afghanistan, and Iraq. And every day, 3000 Army trucks travel 600,000 miles in Kuwait, Afghani-

stan, and Iraq, equal to crossing the US from Washington to California 200 times every day. Every day, Army logisticians dispense enough fuel in theatre to fill up 750,000 cars, nearly four times the number of vehicles registered in Washington, DC. We talked much about the surge—15,000 more Soldiers in Iraq—but nobody ever mentioned that Army logisticians would serve 45,000 more meals each day, and ship 120,000 more gallons of water each day.

And every day, Army logisticians strap on their body armor, grab their weapons, and supply our Soldiers, Sailors, Airmen, and Marines—and they take the fight to the enemy.

And tragically, on too many days, our logisticians have made the ultimate sacrifice— more than 619 sustainment and support Soldiers have given their lives in OIF and OEF. Army logisticians—invisible, because they’re so good at what they do, and absolutely indispensable. Retired Lieutenant General Gus Pagonis told us that “every war that was ever lost, every war that was ever won, was because of logistics.”

I’d like to ask the invisible men and women of our logistics community—all of our supporters and sustainers—who are with us today, Soldiers and their family members, and the contractors that work with them, please stand up and let us recognize you as the unsung heroes, and let us say thank you.

Thank you for your great work. DTJ

Kudos to the US Army Instructors of the Year – 2008

Active Component Mr. Michael Garvin, USA Marine Operations Division United States Army Transportation Center and School Fort Eustis, Virginia

Army Reserve SFC Dane Bezemek, USAR 6th Battalion, 4th Brigade 80th Training Command Fort Sheridan, Illinois

Army National Guard SSG Juan Montoya, USANG 3d Battalion 515th Regiment Regional Training Institute Santa Fe, New Mexico

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december 2008

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www.ndtahq.com | 53

INDUSTRY NEWS*

*Some articles have been condensed due to limitations in space.

2008 INFORMATION WEEK 500 For 20 years, the InformationWeek 500 has tracked the technology practices of the nation’s most innovative companies.

This study offers a unique look at the business technology strategies, investments, and practices of some of America’s best-known companies. Several NDTA Corporate Members are honored this year. Congrats to . . .

Lloyd’s List Award

ABF Freight Accenture APL Limited BNSF Railway The Boeing Company CRST Logistics Delta Airlines Enterprise Rent-A-Car FedEx FMC Technologies Hilton Hotels Corporation IBM Knight Transportation UniGroup, Inc., parent company of United Van Lines & Mayflower Transit Landstar System, Inc. Lockheed Martin Corporation Marriott International Norfolk Southern Corporation Northrop Grumman Corporation Qualcomm Incorporated Southwest Airlines Company UPS YRC Worldwide

factors. The award was presented to Olaf Tauschke, Agility Senior Vice President, Asia Pacific Region, by Caroline Lim, PSA International, Global Head of Human Resources and Corporate Affairs.

AGILITY Agility was named as the best logistics company at the Lloyd’s List Asia Awards at a glittering ceremony in Singapore. The award cited Agility’s broad range of logistics services spanning the supply chain, its independent status, and its environmental strategy as some of the deciding 54 |

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CSX Railway Age’s 15th Annual Passenger Trains on Freight Railroads Conference held in October in Washington, DC featured Lisa Mancini, VP, strategic infrastructure initiatives for CSX Transportation, as keynote speaker. A two-day event featuring recognized experts from the passenger and freight sides of railroading, the conference examines the opportunities and challenges of passenger rail operations on freight rail lines.

“Freight rail is safe, secure, efficient, and sustainable,” said Mancini. “Through dedication and cooperative investment it is possible to achieve a balance between freight rail—which drives our nation’s economy—and passenger rail—which carries our nation’s citizens.”

Mancini cited the environmental benefits of rail through the Amtrak Silver Star passenger train and CSX Intermodal Q172 freight train, which run daily from Jacksonville, Florida to Washington, DC. Each run saves 75 tons of CO2, the same amount of CO2 absorbed by 6000 tree seedlings over 10 years, and more

december 2008

than 6500 gallons of fuel. These savings are slightly lower than the 92 tons of CO2 and more than 8000 gallons of fuel saved by the Q172 freight train. In fact, the CO2 emissions savings that CSX rail transportation provides in one year has approximately the same positive environmental impact as if one million passenger vehicles were taken off the road.

CSX Transportation is a sponsor of the National Gateway, a public-private partnership seeking to create a more efficient rail route between Mid-Atlantic and Midwest ports though use of doublestack trains. By hauling more freight on fewer trains, the National Gateway would reduce congestion on our nation’s crowded highways and allow freight rail to meet increasing demand without additional trains.

NORTHWEST/DELTA Northwest Airlines is now a part of Delta—the two carriers have combined to create a premier global airline with a leading presence in the world’s major markets and a best-in-class loyalty program. There will be no change to the NW WorldPerks miles or program status, and travelers can continue to: • Purchase tickets and modify existing reservations as you’ve always done via nwa.com or NWA Reservations at 1-800-225-2525 • Check in and do business directly with the airline you are flying just as you did before the merger • Earn WorldPerk miles as usual with Northwest and our Mileage Partners • Redeem WorldPerks miles as usual • Enjoy uninterrupted access to WorldClubs The Number One priority remains the same—to provide safe, on time, and world-class customer service. DTJ

Forum APICS Workshops Wrap-Up

By Mr. Irv Varkonyi

This month’s Professional Development Column features a Wrap Up of the APICS Workshops that were presented at the Forum in Reno/Tahoe. Thank you to the DC Chapter of APICS, #127 for coordinating the Workshops!

APICS WORKSHOP #1 Satisfying your Customer’s Supply Requirements Patrick Greer Globewise Logistics Adjunct Professor St. Louis University Consortium for Supply Chain Management Simulation Software: A powerful module composed of interconnected parts (ie, sales analysis, forecasting, purchase planning, pricing simulation, and PSI—Purchase/ Sales/Inventory). Together, these parts provide detailed information required to correctly analyze sales and other data to plan purchasing and distribution requirements.

Distribution Requirements Planning (DRP) plays a key role in the Joint Deployment and Distribution Enterprise (JDDE) by aligning the needs of the warfighter customer with joint logistician’s capabilities. It is the segment of the supply chain planning and control process that links production to outbound demand. DRP utilizes specific quantitative formulae to offer clear forecasts for demand, based on qualitative and quantitative methods. Consequently, scheduling and planning are critical operations that

“Managing the DRP process will severely test the capabilities of the JDDE. The warfighter as customer is king but greater understanding and collaboration between the customer and suppliers will improve customer service to much greater levels than exist today.”

require collaboration among internal and external stakeholders Some key issues were addressed in this Workshop: 1) How does logistics drive the supply chain, the collection of events, and collaboration among stakeholders?

2) How does measuring satisfaction and supply performance factor in a customer’s supply requirements? And 3) How does the definition of DRP factor into the decision making process?

What is on the horizon for the DRP? Simulation software, designed not to generate solutions but rather to provide insight to facilitate decision making, will extend the DRP skill sets. Technology and adaptive tools that handle extreme fluctuations in the DOD joint logistics environment will also improve the JDDE’s understanding of its customers and benefit the process all the way around.

APICS WORKSHOP #2 Managing Risk in Joint Distribution Irvin Varkonyi, CSCP American Public Univ. System & George Mason University, Adjunct Professor President, Supply Chain Operations Preparedness Education (SCOPE) Risk: The combination of the probability of a disruption and the criticality of the disruption.

The element of risk management is a critical component of the JDDE and understanding how to manage risk while optimizing performance was the primary educational goal behind this Professional Development Workshop. The session began with a discussion of concepts and challenges underlying risk management from the DOD perspective: Many ele-

APICS Workshop participants pose during a break from the classroom. Photo: Mike McVeigh

“I firmly believe that focusing on managing risk will improve decision-making by the DOD logistician. In the end, the DOD must optimize its customer service to the warfighter, and such optimization can only occur when uncertainty of delivery due to disruptions is reduced.” ments of information sharing between sectors were reviewed as well as overcoming obstacles to information sharing by stakeholders within different branches of the armed services and defense contractors. Measuring the risk of supplies from initial orders until delivery to the foxhole was a key component of the workshop.

Some valuable lessons in support of this goal have been learned to date: 1) Outsourcing by the DOD not only improves efficiency in operations but also directs stakeholders to manage the increased risk as compared to using internal suppliers. 2) Measuring risk requires the understanding of risk and all that is involved. 3) Recognizing the “Six Vs,”—Value, Variability, Velocity, Visibility, Vulnerability, and Verdancy,—as traditional foundation conditions that must be monitored in order to avoid operational risk in a global supply chain.

What does the future hold? Better metrics to measure risk will be developed that will enable the DOD, along with its contractors, to make better decisions on evaluating value and its risk in the JDDE. And, Joint Logisticians will be expected to continued on page 56

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Lending a Voice

Denise A. Bailey, NDTA VP Industry Enterprise Solutions Group YRC Worldwide

O

ne of my goals as NDTA’s Vice President—Industry is to present a broader scope of industry concerns to the membership and especially our military and government partners. As part of the trucking industry, I believe I have the experience and background to represent the views of my fellow trucking members; but seeing issues and challenges through the eyes of an ocean carrier, airline, freight forwarder, or railroad is a different story.

To better represent the opinions of all NDTA industry members, and to truly

make this column a bully pulpit for all points of view, I would like to reach out to all major NDTA industry segments and identify spokespersons that can represent the varied commercial interests of our corporate members. Our goal will be to give a voice to all the common subjects and concerns of our corporate members—large companies and small, well established and newly formed, in every transportation mode and in related logistics, supply chain, travel, and service fields.

continued from page 5

got their football field up and running with deliveries of turf and other supplies. Bill Deaver, TOTE, was on a flight to Alaska recently when a fellow traveler remarked that the field is in great shape! Thank you, Bill, for sharing an update! And, thank you NDTA members— your investment in the Whalers has paid off!

their impressive performance on the gridiron.

You may recall reading about them in “Turf, Tundra, Teamwork” published in the September, 2007 DTJ and about the NDTA members [BNSF; Norfolk Southern Railway; Totem Ocean Trailer Express, TOTE; and UPS] who

continued from page 55

understand the trade off of efficiency of operations with its risk.

APICS WORKSHOP #3 Developing your Supplier Selection Strategy Irvin Varkonyi, CSCP Supplier selection requires consideration of multiple components of varying weight in order to select suppliers who meet the needs of the JDDE. There are several factors that should be taken into consideration when developing the best strategy: What is the optimum level of suppliers to maximize price savings while reducing risk of supplier disruption? How does supplier performance help achieve competitive corporate performance? How do suppliers and customers develop mutual commitments 56 |

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to the benefit of both parties? Varkonyi provided some useful guidelines: • Supply relationships are based on a continuum ranging from little or no value added relationships to higher value added relationships.

• Collaboration between supplier and customer increases with higher value added relationships.

• Reasons for alliance failure among suppliers and customers includes poor communications, lack of shared benefits, cultural mismatch, and lack of financial commitment.

What trends may affect supplier selection strategy? Transactional procurement is shifting to strategic sourcing based on more than the price of single transactions, like customers’ key markets. And single sourcing for the JDDE will be pressured to give way to supplier alliances. DTJ

december 2008

NDTA has agreed to furnish an initial list of members who might be willing to represent their respective industries. But there is no way of ensuring that everybody is considered without going directly to each of you and asking if you would be willing to help.

So that is what I am doing. If you would like to serve as a spokesman for your industry, please contact me at denise.bailey@yrcw. com. Once we have chosen a representative group from our corporate membership, we will solicit information from them and prepare articles for publication in this column.

Ideally, we could have a different Industry column author for each issue of the DTJ. It will be good experience for the individual in “getting published,” and good exposure for the spokesman’s company. All of NDTA can profit from the diversity of the opinions that will be presented. DTJ

| Farewell | Mr. Don Perkins

T

he NDTA bids a fond farewell to Don Perkins, long-time member of Carden Jennings Publishing (CJP) who managed the Defense Transportation Journal advertising department. Good luck to you and Linda, and many thanks for your dedicated support. We wish you well in sunny Florida! DTJ

| welcome | Mr. Jim Lindsey

J

im Lindsey, who joined CJP a little over a year ago, is DTJ’s new advertising account manager and will continue the excellent customer service standards that our readers have come to expect. Jim has been in the publishing business for more than 20 years and brings a wealth of experience. “I want to contribute to the growth of NDTA through a high quality product that supports the objectives of the organization and advertisers,” said Jim. Glad to have you on board, Jim! DTJ

Highway Funding

Isn’t it time we start thinking “outside the box”?

Lee Jackson Senior VP & COO Strategic Solutions, L.L.C.

Serious Issues Demand “Out of the Box Thinking” Let me share a few ideas as food for thought, on which I intend to elaborate further in my next article in follow up to the significant infrastructure challenges our Nation is facing. Take a moment to consider some of the alternate approaches to funding that may possibly reduce our ever increasing infrastructure costs:

equipment that uses fuels with high ethanol mixtures, or require and deploy fuel efficient systems or technologies designed to reduce fuel utilization.

• To the extent feasible, incorporate into your companies transportation operations procedures and methods designed to minimize transportation costs and maximize efficiencies, such as utilizing inter-modal movements when practical, combining LTL shipments, and establishing early delivery schedules with your customers to minimize traffic congestion during shipments, wait, delivery, and unloading times.

• Consider joining and participating in an association or group of companies involved in your same or similar industry, and seek input and assistance from participants on procedures and methods that they employ to reduce fuel expenditure and minimize transportation costs. Network, network, network!

• Propose the support of legislation that provides tax incentives for carriers who use technology to maximize their transportation resources by employing routing software, GPS, and transportation

In the next DTJ, I will focus on the impact our transportation infrastructure has on our national defense and the national security of the United States. Until then, travel safely and securely! DTJ

A

s reported in the International Herald Tribune, the United States House of Representatives recently approved an $8 billion infusion into the highway trust fund, temporarily restoring funding levels and solvency to the federal account dedicated to the nation’s infrastructure. By transferring $8 billion from the general treasury fund in the fiscal year beginning in October, Congress staves off an anticipated revenue shortfall in the trust fund that could reduce federal highway aid for state infrastructure projects by more than 30 percent.

The trust fund, created in 1956, relies on the federal gas tax of 18.4 cents a gallon, or 24.3 cents for diesel. Just three years ago it enjoyed a surplus of more than $10 billion, but the balance has deteriorated as higher gas prices reduced vehicle miles traveled and more people were induced to drive more fuel-efficient vehicles. Another complicating factor is that the gas tax has stayed the same level since 1993, despite inflation and rapidly rising construction costs.

Transportation Leaders Have Stated the Next President Must Address the Deteriorating Transportation Infrastructure The election is over, and the vote is in. Barack Obama will lead our country as its 44th president. But he will face a major bipartisan issue—the nation’s roads, bridges, airports, ports, intermodal links, and waterways are deteriorating at an alarming rate that directly impacts United States competitiveness around the world as well as national security. There needs to be a formal plan for securing our transportation infrastructure, and we need it SOON!

Interchange between the 5 and 110 Freeways.

Los Angeles, CA

Defense Transportation Journal Statement of Ownership, Management, and Circulation as required by the Act of August 12, 1970; Section 3685, United States Code, for Defense Transportation Journal, published bi-monthly at Alexandria, Virginia, for September 2008.

1. Location of known office of publication: 50 South Pickett St., Suite 220, Alexandria, VA 22304.

2. Location of the headquarters of general business office of the publisher: 50 South Pickett St., Suite 220, Alexandria, VA 22304.

3. Publisher: National Defense Transportation Association, 50 S. Pickett St., Suite 220, Alexandria, VA 22304; Publisher, LTG Ken Wykle, USA (Ret.); Editor, Dr. Kent Gourdin, College of Charleston, Charleston, SC; Managing Editor, Karen Schmitt.

4. Owner: National Defense Transportation Association, 50 South Pickett St., Suite 220, Alexandria, VA 22304-7296 (an incorporated association).

5. Known bondholders, mortgages, and other security holders owning or holding 1 percent of more of total amount of bonds, mortgages or other securities: There are none.

6. Average number of copies each issue during the preceding 12 months: Total 9,192; paid circulation by mail, 8,475; sales through dealers, carrier or other means, 380; free distribution by mail or other means, 287; total distribution, 9,142; copies not distributed, 50. Percent paid and/or requested circulation: 96.3%. Karen Schmitt, Managing Editor.

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Free Single Upgrade Terms and Conditions: Coupon valid for a one time, one car group upgrade on a compact (group B) through a full-size four-door (group E) car. Maximum upgrade to premium (group G). Offer does not include all makes or models. The upgraded car is subject to vehicle availability at the time of rental and may not be available on some rates at some times. Coupon valid at participating Budget locations in the contiguous U.S. One coupon per rental. A 24-hour advance reservation is required. May not be used in conjunction with any other coupon, promotion or offer except your member discount. For reservations made on budget.com, upgrade will be applied at time of rental. Renter must meet Budget age, driver and credit requirements. Minimum age may vary by location. Fuel charges are extra. Rental must begin by 3/31/09.

COUPON # UUGZ055 Budget features Ford and Lincoln Mercury vehicles.

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COL Denny Edwards, USA (Ret.) Many members will recall noteworthy achievements from NDTA’s early days from 1944 through 1960, and specifically what took place during the Fabulous 50s. There were many “fabulous” aspects to the era. The MUSIC— rock and roll was definitely a 50s phenomena; The CARS—there was lots of chrome and ever higher tail fins on 50s models; and, of course, the 50s saw the beginning of the penultimate transportation project—the start of The US INTERSTATE HIGHWAY SYSTEM

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ooking at the Fabulous 50s from a membership perspective allows us to shine the spotlight on five of our most famous NDTA members—all winners of the National Transportation Award. These INVENTORS, DEVELOPERS, and ENTREPRENEURS were giants in our industry and in our Association. All NDTA’ers should be proud of these early transportation pioneers.

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The Fabulous 50s – Five Fabulous NDTA Members & Distinguished Award Recipients  1952—Igor Sikorsky

 1954—L.B. DeLong

 1959—Robert Gilmore LeTourneau

United Aircraft Corporation invented the first successful helicopter in America

DeLong Engineering and Construction Company developed the unique “floating” DeLong Pier for unloading ships in deep water

LeTourneau Incorporated designed new giant capacity earthmovers that became the norm of the industry DTJ

 1956—Donald W. Douglas

Photos: Elmer A Sperry Award Archives; Helicopters And Other Rotorcraft Since 1907 by K.Munson; Logistic Support by LTG J.Heiser, Jr.; 50th Anniversary Yearbook, NDTA; R.G. LeTourneau Heavy Equipment: The Mechanical Drive Era 1921-1953 by Eric C. Oriemann

 1953—William Francis Gibbs Newport News Ship Building and Dry Dock Company designed the fastest, large, traditional passenger ship afloat—the SS United States

Douglas Aircraft Company designed the famous fleet of aircraft know as the DC-1 through DC-10

Congrats to all the 2008 NDTA Award Recipients. See more in the Forum section of this issue of the DTJ! www.ndtahq.com | 59

HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS A.I.R., Inc—USA d/b/a M Transport AAR Mobility Systems ABF Freight System, Inc. Air Transport Assn. of America Air Transport International, LLC AIT Worldwide Logistics, Inc. American Maritime Officers American Public University System American Road Line American Trucking Associations American United Logistics ARINC Army Air Force Exchange Service Arven Freight Forwarding, Inc. Associated Global Systems Astar Air Cargo, Inc. ATA Airlines, Inc. Baggett Transportation Co. Blue Bird Coachworks BNSF Railway Co. Bender Shipbuilding and Repair Co., Inc. Boyle Transportation Cargo Transport Systems Co. Carlson Hotels Worldwide C.H. Robinson Worldwide, Inc. Chalich Trucking, Inc. Chamber of Shipping of America Comtech Mobile Datacom Corporation CRST International, Inc. CSC Crowley Maritime Corp.

CWT SatoTravel C2 Freight Resources, Inc. 2

REGIONAL PATRONS AAAA Forwarding, Inc. AAT Carriers Acme Truck Line, Inc. Advantage Rent-A-Car AHI Corporate Housing American Moving & Storage Assn.

Association of American Railroads Asynchrony Solutions, Inc. Avis Budget Group AWARDCO Freight Management Group, Inc. BEC Industries, LLC Benchmarking Partners C5T Corporation The Cartwright Companies Center for the Commercial Deployment of Transportation Technologies (CCDoTT) Ceres Terminals, Inc. Chassis King C.L. Services, Inc.

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Delta Air Lines, Inc. Dimensions International, Inc.,— DynCorp International Dynamics Research Corp.

Efficient Hauling Systems LP dba EHS Industries Enterprise Rent-A-Car Europcar Fikes Truck Line GE Aviation General Dynamics/American Overseas Marine GeoDecisions Global Maritime & Trans. School-USMMA Greatwide Dallas Mavis Intermodal Association of North America (IANA) Intermarine, LLC International Commodity Carriers, Inc. International Longshoremen’s Association, AFL-CIO Intl. Organization of Masters, Mates and Pilots ITLT Solutions, Inc. Interstate Distributor Co. KGL Transportation Co. Kansas City Southern Keystone Shipping Company Knight Transportation Kuehne + Nagel, Inc. Liberty Maritime Corporation LMI Lockheed Martin Aeronautics Co. Luxury Air Jets

MacGREGOR (USA) Inc. Mack Trucks, Inc. ManTech International Corp.

Matson Integrated Logistics Matson Navigation Co., Inc. Mayflower Transit McCollister’s Transportation Systems, Inc. MEBA Menlo Worldwide Mercer Transportation Co. Mi-Jack Products Mobility Resource Associates National—Alamo (Vanguard Car Rental USA, Inc.) National Air Carrier Assn., Inc. National Van Lines NCL America, Inc. North Carolina State Ports Authority Northwest Airlines NYK Logistics Americas OAG Ocean Shipholdings, Inc. Old Dominion Freight Line, Inc. Omega World Travel Omni Air International, Inc. OSG Ship Management, Inc. Overdrive Logistics, Inc. Owner-Operator Independent Drivers Association Pacer Transport Pilot Freight Services Port of Beaumont Port of Oakland Powersource Transportation, Inc. Pratt & Whitney

PRTM Management Consultants, LLC Priority Air Express Raith Engineering Sabre Travel Network Savi Technology Sealed Air Corp.

Sealift, Inc. Seafarers Int’l Union of N.A. AGLIWD Sea Star Line, LLC Southeast Vocational Alliance Southwest Airlines SRA International, Inc. Stanley Associates, Inc. SSA Marine Textainer Equipment Management TQL Totem Ocean Trailer Express, Inc. (TOTE) Transportation Institute Transportation Intermediaries Assn. (TIA) TRI-STATE Expedited Service, Inc. Tri-State Motor Transit, Co., (TSMT) TTX Company Tucker Company United Maritime Group Union Pacific Railroad United Airlines UPS Freight United Van Lines, Inc. UTi Worldwide, Inc. VT Halter Marine, Inc. Wagler Integrated Logistics, LLC Whitney, Bradley & Brown, Inc. XIO Strategies, Inc.

Coastal Maritime Stevedoring, LLC CSI Aviation Services, Inc. Delaware River Maritime Enterprise Council (DERMEC) DHL Japan Dollar Thrifty Automotive Group Europcar Car & Truck Rental Federated Software Group FlightWorks Fox Rent A Car General Freight Services, Inc. Great American Lines, Inc. Green Valley Transportation Corp.

Hawthorn Suites—Alexandria, VA Hilton Hotels Corporation The Howland Group, Inc. HudsonMann, Inc. Hyatt Hotels and Resorts The Indiana Rail Road Company IntelliTrans, LLC JAS Forwarding (USA), Inc.

Kalitta Charters, LLC Korman Communities AKA a division Labelmaster Software Leadership Logistics & Consulting, LLC Liberty Global Logistics LLC Limitless International, Inc. Logistics Management Resources, Inc. LTD Management Company, LLC Maersk K.K. Marriott International MCR Federal, LLC (MCR) MTC Technologies MBA | Morten Beyer & Agnew Naniq Systems, LLC NCI Information Systems, Inc. Oakwood Corporate Worldwide Panalpina Patriot Contract Services, LLC Payless Car Rental Philadelphia Regional Port Authority Port of Port Arthur

Port of San Diego PowerTrack, US Bank Project ACTA Quality Support, Inc. Seabridge, Inc. Sea Box, Inc. SkyLink—(USA) SLT Expressway SR International Logistics, Inc. Stratos Jet Charters, Inc. Trailer Bridge, Inc. Trailways Transportation System Transcar GmbH Trans Global Logistics Europe GmbH Truva International Transportation & Logistics USMMA Alumni Foundation, Inc. Utley, Inc. The Virginian Suites Veteran Enterprise Technology Services, LLC

wholly-owned subsidiary of Honeywell

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Agility Defense & Government Services + PLUS American Shipping & Logistics Group (ASL) + PLUS APL Limited + PLUS Bennett Motor Express + PLUS Choice Hotels International + PLUS CEVA Logistics (formerly EGL Eagle Global Logistics) + PLUS FedEx + PLUS Global Aero Logistics, Inc. + PLUS Horizon Lines, Inc. + PLUS IBM + PLUS InterContinental Hotels Group + PLUS Landstar System, Inc. + PLUS Maersk Line, Limited + PLUS National Air Cargo + PLUS Panther Expedited Services, Inc. + PLUS Ports America Group + PLUS Universal Truckload Services, Inc. + PLUS YRC Worldwide + PLUS Accenture American Roll-On Roll-Off Carrier, LLC Atlas Air Worldwide Holdings BAX Global The Boeing Company Booz Allen Hamilton Bristol Associates CorTrans Logistics, LLC CSX Transportation DHL Evergreen International Airlines, Inc. Hapag-Lloyd USA, LLC The Hertz Corporation

International Shipholding Corp.

Lockheed Martin Norfolk Southern Corporation Northrop Grumman Corporation Odyssey Logistics & Technology Corporation The Pasha Group Qualcomm Incorporated R&R Trucking Science Applications International Corp. (SAIC) Team Worldwide UPS UTXL, Inc.

These corporations are a distinctive group of NDTA Members who, through their generous support of the Association, have dedicated themselves to supporting an expansion of NDTA programs to benefit our members and defense transportation preparedness.

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freedom

Landstar Government Services delivers freedom from worrying about your most demanding transportation and logistics needs.

Whether you’re moving military tanks or school textbooks, Landstar Government Services delivers. Our proven track record and unparalleled commitment to safety ensures U.S. government agencies worldwide get reliable, responsive transportation solutions for every shipment, every day.

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DTJ Index of Advertisers Dr. Kent N. Gourdin

Traffic: Why We Drive the Way We Do and What It Says About US Traffic: Why We Drive the Way We Do and What It Says About US, by Tom Vanderbilt (Knopf Publishing Group, July 2008), ISBN-13: 9780275994785, Hardcover, 402 pages, $24.95.

G

iven the distressing news on the economy and just about everything else, I thought I would recommend a somewhat more lighthearted book this month. In addition, for most of us, driving is a fact of life. We are all spending more and more time on the road, and traffic is an issue we face everyday. This book will make you think about it in a whole new light. We have always had a passion for cars and driving. Now Traffic offers us an exceptionally rich understanding of that passion. Vanderbilt explains why traffic jams form, outlines the unintended consequences of our attempts to engineer safety, and even identifies the most common mistakes drivers make in parking lots. Based on exhaustive research and interviews with driving

continued from page 4

major challenge was helping the Iraqi Ministry of the Interior better communicate with the Ministry of Defense on acquisition and distribution operations. We helped the Iraqis set up a “mini DLA” to facilitate processes.

We also coached the Iraqis on acquisition and foreign military sales purchases. One of the main counseling challenges I faced was helping them to distinguish between “Need” and “Want.” By the end of my tour, I saw a 180-degree turn-around in how the Iraqis conducted acquisition operations.

Lt Melanie Collins—I was a kindergarten teacher before entering basic training and Officer Candidate School. I began this tour as a platoon leader of a gun truck company, and am currently serving as the executive officer. Gun Truck companies are not a

experts and traffic officials around the globe, Traffic gets under the hood of the quotidian activity of driving to uncover the surprisingly complex web of physical, psychological, and technical factors that explain how traffic works.

This book also made me realize that what is considered “normal” driving behavior in one country may not be viewed the same way in another country. Perhaps it was my recent first-hand look at driving in China, but I can now appreciate that what appeared to be anarchy on the road is “normal” to the Chinese. Similarly, the constant use of the horn in many Middle Eastern nations, even when there is no other vehicle or pedestrian in sight, is rational behavior to drivers there. Indeed, as Vanderbilt points out, similar differences in what is acceptable behind the wheel in different parts of the United States can be identified as well. In short, this book is timely, interesting, educational, and (insofar as one sees one’s own driving behavior chronicled) disturbing. DTJ

Amer Pres Lines. . . . . . . . . . . . . . . . . . . pg. 12 ARRC . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 53 Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 58 Choice. . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 2 Enterprise. . . . . . . . . . . . . . . . . . . . . . . . pg. 41 FedEx. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cov 4 Horizon Lines. . . . . . . . . . . . . . . . . . . . . pg. 50 J.B. Hunt . . . . . . . . . . . . . . . . . . . . . . . . . pg. 64 Kansas City Southern. . . . . . . . . . . . . . pg. 52 Landstar. . . . . . . . . . . . . . . . . . . . . . . . . . pg. 62 Lockheed. . . . . . . . . . . . . . . . . . . . . . . . . . pg. 8 Maersk SeaLand. . . . . . . . . . . . . . . . . . . pg. 1 Matson Navigation. . . . . . . . . . . . . . . . pg. 42 Pasha Group (The). . . . . . . . . . . . . . . . . pg. 16 SAIC. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cov 3 T.F. Boyle Transportation . . . . . . . . . . . . pg. 6 United Van Lines. . . . . . . . . . . . . . . . . . . Cov 2

ANSWER

Thomas John Watson, Sr. (1874-1956) American president of International Business Machines (IBM) who oversaw the company’s growth into an international force from the 1920s to the 1950s.

standard unit, but are developed by mission requirements. Based in Kuwait, we escort incoming units and other convoys from the port to their Forward Operating Bases in Iraq. I was very happy to be able to use M1151s instead of the M1114s because the up-armored Humvees are much better suited to the mission. I was responsible for tracking 136 personnel in my unit. I am proud to say that 100 percent made it home!

ficient in convoy operations as well as in proper reporting, Medivac procedures, and the proper use of Blue Force Tracker.

SSG Veronica Dixon—I went right from high school into Combat and achieved the rank of Staff Sergeant in six years.

I’ve been on four OIF deployments since 2003 and was the leader on the ground for many of the Combat Logistics Patrols.

Our missions varied in length from a few days to more than two weeks. As a Squad Leader, my role was to lead and train the soldiers, ensuring that everyone was pro-

LT Melanie Collins and SSG Veronica Dixon, representing the 109th Transportation Company, accepted the Army Active Duty NDTA Unit of the Year Award. The 109th (Medium Truck transport) distinguished itself as one of the premier convoy escort companies under most dangerous conditions. Congrats to all at the 109th!

These four Champions shared many more lessons learned from the front lines of current operations. It was great to hear their viewpoints and to learn what they have accomplished in OEF and OIF efforts. DTJ

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MRAP photo courtesy of Jim Gordon.

Beans, Bullets, and Boots. Bits and Bytes.

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Energy | Environment | National Security | Health | Critical Infrastructure

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© 2008. Science Applications International Corporation. All rights reserved. SAIC, SAIC logo, and “From Science to Solutions” are registered trademarks of Science Applications International Corporation in the United States and/or other countries.

A

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