Defense Transportation Journal

64th Annual NDTA Forum & Expo Wrap-Up

December 2010

www.ndtahq.com

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CONTENTS

December 2010

FEATURES Aviation History Month December 2010 • Vol 66, No. 6 Publisher

LTG Ken Wykle, USA (Ret.) Editor

Kent N. Gourdin

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National Museum of the US Air Force

San Antonio Chapter Celebrates a Lifetime of Service

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Lt Col Robert (Bob) Joyce, USA (Ret.)

By Rufus T. Reed, Jr.

Managing Editor

Karen Schmitt | karen@ndtahq.com Contributing editor

Enterprise Distribution Optimization Comes to Life

Circulation Manager

By Bruce Busler

Denny Edwards Leah Ashe

Publishing Office

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

Debbie Bretches

18

NDTA Forum & Expo Wrap-Up

20

NDTA Awards Photo Album

49

Sponsored by

Production Manager

Debbie Bretches

Advertising Account Manager

Jim Lindsey

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

On the Cover: A US Air Force F-16 Fighting Falcon assigned to the 18th Aggressor Squadron flies over the Joint Pacific Alaskan Range Complex in Alaska while being refueled by a KC-10 Extender aircraft April 22, 2009, during Red Flag-Alaska 09-2. The range complex includes 67,000 square miles of air space, one conventional bombing range, and two tactical bombing ranges, containing more than 400 different types of targets with more than 30 manned and unmanned threat simulators. (US Air Force photo by Senior Airman Jonathan Snyder/Released)

departments Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 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

A-35 News | Lori Leffler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Editorial | Dr. Kent N. Gourdin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 President’s Corner | LTG Ken Wykle, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Professional development | Irvin Varkonyi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Pages future | COL Denny Edwards, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 honor roll. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 chairman’s circle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Bookshelf Ideas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 index of advertisers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

A-35

NDTA Headquarters Staff LTG Kenneth Wykle, USA (Ret.) President

Forum 5-K Fun Run

Sharon Lo Executive Assistant

Lori Leffler, CTC, A-35 Chair

COL Mark Victorson, USA (Ret.) VP Membership

Global Government Strategic Manager The Hertz Corporation

COL Dennis Edwards, USA (Ret.) VP Marketing | Corporate Development

T

Christopher McKinley Manager, Business Development

he 1st Forum Fun Run was a HIT! Fifty-one runners (and walkers) took to the course on Sunday, September 19, as onlookers cheered them along the way. Hertz and CWT Sato Travel sponsored the run while volunteers stationed along the route pointed the way, handed out water, and provided traffic control. Proceeds went to the NDTA Scholarship Foundation, and everyone came out a winner!

Patty Casidy, VP Finance Karen Schmitt Director, Public Relations Jeff Campbell PR Assistant | Chapter Liaison Leah Ashe Manager, Data Base Carl Wlotzko Coordinator, Banquet & Special Events For a listing of current Committee Chair-persons, Government Liaisons, and Chapter & Regional Presidents, please visit our Association website at www.ndtahq.com.

Overall Best Time Andrew Krantz – time 17:09.2 Aide de Camp, SDDC

Editorial Objectives

Top Males Craig Hymes – time 18:34.5 Scott Kiedrowski – time 21:20.9

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 Editorial Policy The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation and logistics. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA. Editorial Content For a DTJ Publication Schedule, Media Kit and Archives, visit /www.ndtahq.com/education_dtj.htm 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 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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Top Females Carla Rajkowski – time 33:15.6 Susan Shurtleff – time 33:17.2

Top winners and finishers will receive a $15 certificate toward a Road ID, a durable, rugged, athletic, fashionable line of identification gear that can save your life if you encounter trouble on the route. DTJ

Let’s make the FUN RUN a FORUM TRADITION!

The “Forum Wrap Up” of the DTJ serves a noble purpose. It brings a taste of the Forum to members unable to participate in our signature event. Summary articles and photos recorded in this issue allow everyone to share the spirit whether they could join us in Washington, DC or not. Years from now, a new generation of “Young Professionals” 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 NDTA members and friends who gave of their time and talents before, during and after the Forum. Sincere thanks to the 2010 NDTA Press Team: Cynthia Bauer, Chuck & Janet (Stine) Bolduc, Mickey Frank, Kent Gourdin, Mike McVeigh, Bob Reilly, David Rogers, and Catherine Thomas.

December 2010

EDITORIAL “Get ‘r Done” Dr. Kent N. Gourdin, Editor, DTJ Director, Global Logistics and Transportation Program College of Charleston

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eneral Duncan McNabb’s (Commander, USTRANSCOM) keynote presentation at the Forum’s Military Unit Awards Ceremony in September was inspirational for me on, as it turned out, many levels.

2010 was an amazing year for TRANSCOM, beginning with the commitment made to President Obama to simultaneously move 80,000 troops out of Iraq and 30,000 troops with their equipment into Afghanistan by 31 August. A heroic undertaking by itself, the Command then had to deal with a continuing stream of unforeseen but significant additional requirements generated by the earthquake in Haiti, a coup in Kyrgyzstan, volcanic ash in Europe, an oil spill in the Gulf, and catastrophic flooding in Pakistan. Needless to say, TRANSCOM met the 31 August deadline AND provided requisite levels of support to deal with the other crises while sustaining their “normal” day-to-day mission. What this speaks to is the unity of purpose found in the Defense Transportation System (DTS): military and civilian transportation/logistics service providers working together to meet the nation’s strategic transportation needs. Increasingly, these civilian resources come from foreign companies contracted to provide services over some of the most challenging routes in the world. But the bottom line is that the DTS delivers . . . to the troops in harm’s way, to those serving at installations around the world, and to nonmilitary victims of catastrophic acts of nature wherever they may be. DTS customers know they will never be abandoned.

I couldn’t help but see parallels in the October rescue of the miners in Chile.

Those men never doubted for a minute that they would leave that mine, despite the overwhelming odds against them ever doing so. That nation, including its president, rallied around them, and a team was quickly pulled together to plan and ulti-

mately execute plans to bring the miners to the surface. That certainty of eventual salvation provided the hope necessary for them to survive long enough for the work to be done. The fact that all made it and were in such excellent physical condition after 70 days underground was astonishing. The dedication of those working on the surface, together with sound planning and a bit of luck, carried the day, just as the miners knew that it would.

I felt that same sense of dedication among the participants at the Forum. Regardless of one’s affiliation, commercial or military, everyone was there for one purpose: to learn about ways to serve our troops better. The sessions also highlighted just how much planning is going on to ensure that result. You can read the summaries from each of the sessions elsewhere in this issue, but the overall impression I had was that “out-of-the-box” thinking is alive and well within the DTS. And yet, as evidenced by General McNabb’s comments and the incident in Chile, sometimes you encounter the situation that cannot be planned for. At that point, you fall back on what you know and trust that your people can figure it out, be it handling an inordinately heavy workload or pulling workers up through 2500 feet of solid rock. They’ve been given the tools to deal with the unexpected, and they have the dedication to do whatever is necessary to get the job done. Those characteristics are what reinforce the belief of those in harm’s way that the job WILL get done and all will be well.

The fact is that two wildly different events, one in Washington, DC, and the other in Chile, positively reinforced the importance of thinking “outside the box.”

To restate the comment made by General McNabb, and shamelessly purloined as the title for this editorial: sometimes you just have to do whatever it takes to “get ‘r done.”

Anything less is simply not an option. DTJ

We’re looking for your INPUT about the PROGRAMS you support that benefit our VETERANS, HEROES, and their FAMILIES Chapters – Corporate Members Please tell us about the special interests that your members and your employees support through donations, fundraising, or volunteer efforts. Pass along your photos, quotes, and stories, and we will share them with DTJ readers.

Watch for “The Mission Continues” coming in the next issue of the Defense Transportation Journal

LETTER TO THE EDITOR

It was great to attend the NDTA conference. We sincerely appreciate the opportunity for Crystal to speak at the Scholarship Dinner. We have many fond memories of the event . . .

While on our trip to the NDTA Symposium, we (Teresita, Brian, and Crystal Bialas) stopped at Mt Vernon. Upon entering the park, we learned about a special ceremony that would take place at Washington’s tomb. While walking to the site, our whole family was asked to give a prayer over our first President’s tomb and to lay a wreath. What an honor and unique experience! Memories of this year will last forever!

– Brian Bialas Virginia Beach, VA www.ndtahq.com | 5

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December 2010

PRESIDENT’S CORNER 2010—a GREAT year for your Association LTG Ken Wykle, USA (Ret.) NDTA President

H

oliday greetings! As we approach the holiday season and year’s end, I want to extend our best wishes from NDTA to each of you and thank you for your support and involvement in the Association for Global Logistics and Transportation. This was a great year for your Association! You were active in the Association at both the individual and corporate levels. We designated 2010 as the “Year of the Young Professional” and emphasized programs during the year that focused on our younger members. Chapters were encouraged to include A-35ers (members under the age of 35) on their boards, include them on committees, and provide them with leadership opportunities. At the national level, we focused the retention and recruiting campaign on A-35 members. Additionally, during the Forum, we specifically targeted A-35 members in 4 of the 12 breakout sessions. Our corporate members were also involved in the Association throughout the year—providing speakers for events, providing advice and input to National Headquarters, chairing committees, supporting community activities, strengthening the industry/government relationship, and participating in our annual events—NOLSC, SDDC, and the Forum. THANK YOU! To all who attended the annual NDTA Forum in National Harbor, MD, 18-22 September—thank you. Congratulations to our Awardees: Mr. Charles “Wick” Moorman, Chairman and CEO, Norfolk Southern Corporation; MG James L. Hodge, Commander CASCOM/SCOE; Mr. Kurt Lengert, President, NDTA European Region, and Transportation Program Manager, HQ USAFE; and Dr. Joseph Mattingly, Chair NDTA Education and Scholarship Subcommittee. These four gentlemen have made and continue to make great contributions to the industry

and to our Nation. We were also pleased to recognize our Military Unit Award recipients, the individual awardees, and our distinguished corporate members.

For us to improve as an Association and to provide value to you, it is important to get your feedback. Immediately after the Forum, we asked attendees to complete a short survey. (NOTE: 2010 Forum attendance set a record—1,515. Compare to Nashville 2009 at 1,115; and, Oakland 1997 at 1,389) Approximately 10% responded. The complete survey results are posted at: www.ndtahq.com/ documents/2010ForumSurvey.pdf: 1. Primary Purpose for Attending the Forum: Networking (56%); Professional Sessions (21%); Exhibits (15%) 2. Most Beneficial Networking Opportunities: Expo Hall (63%); AM/PM Networking Breaks (19%) 3. NDTA Forum Information Sharing Process (Website, Emails, Twitter, NDTA Gram): Very Good ~ Excellent (Majority of Respondents) 4. Most Informative Keynote Speakers: Gen McNabb (33%); Greg Mortenson (18%); LTG Gainey (13%); LTG Christianson (10%). (NOTE: Each of the other speakers received less than 10%.

Responses were limited to select only 1 of 9 speakers; some commented on the desire to select more than one speaker.)

5. Most Valuable Breakout Sessions: Northern Distribution Network Operations (21%); DOD Supply Chain Integration and Strategic Distribution (12%); Logistics in the Next Decade (11%); Emergency Logistics–Haiti (10%). (NOTE: Responses were limited to select only 1 of 15 sessions.)

6. Washington, DC, Forum Venue: 85% would like to see a return to the Washington area (on a set schedule of every 3 to 5 years)

7. Miscellaneous Comment: Several commented on the shortage of Forum hotel rooms. Based on the Survey following the Nashville Forum, we anticipated more attendees but expected that they would commute rather than stay overnight. Since two other major events coincided with our Forum at the hotel, we had little flexibility to modify our contracted room block or to reserve additional rooms in adjacent hotels.

We were able to obtain 110 additional rooms in nearby hotels, but this was not enough given the overwhelming attendance. We are currently reviewing our room occupancy, by night, for the last 10 years in an effort to get a more accurate forecast for Phoenix. But, at best, it is an estimate of the number of rooms required by night.

Thank you for completing the postForum survey. 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 2011 program. Continue to share your ideas with us. Please let Mark Victorson or me know of your interest in participating in the 2011 program or in some other capacity. Contact Christopher McKinley or Denny Edwards 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

W EL C ME

NEW corporate

members as of November 30, 2010

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www.ndtahq.com | 7

A Glance Back at November

“We support the war fighter by informing the public of the Air Force’s mission” —MajGen Charles Metcalf, USAF (Ret.), Museum Director

I

magine walking under the shadow of a B-2 stealth bomber, peering into the cockpit of a fighter jet, strolling through the inside of Air Force One, or stepping into the past to experience the adrenaline and danger of a pivotal moment in military air power history.

You might assume that such possibilities are out of reach, but there’s one place where you can experience all of the above: the National Museum of the US Air Force.

Located at Wright-Patterson Air Force Base near Dayton, OH, the Air Force’s national museum offers the public a rare opportunity to experience in a personal and powerful way the technology, heroism, and historical drama that define the story of America’s Air Force.

Through more than 400 aerospace vehicles, sensory exhibits, hands-on educational programs, and entertaining special events, the world’s largest and oldest military aviation museum presents the US Air Force’s mission, history, and evolving capabilities to more than one million visitors each year.

“The mission of the museum is simple but significant: to support the warfighter by informing the public of the Air Force’s mission,” said Maj. Gen. (Ret.) Charles D. Metcalf, museum director. “As the ‘keepers of their stories,’ the museum is dedicated to honoring Air Force people past and present for their unceasing dedication to freedom.”

From the 1909 Wright Military Flyer to the F-22A Raptor, the museum’s vast aircraft collection spans the range of military aviation history from the early years through today’s age of stealth aircraft. Visitors can see a variety of aircraft, including the B-29 Bockscar that dropped the atomic bomb on Nagasaki, Japan, during WWII; the B-52; the F-117 stealth fighter; a variety of unmanned aerial vehicles; and the world’s only permanent public display of the B-2 stealth bomber.

Among the most popular aircraft at the museum is SAM 26000, or President Kennedy’s Air Force One. On October 10, 1962, the aircraft entered Air Force service

November 22, 1963, it was on this aircraft that Vice President Lyndon B. Johnson was sworn in as the 36th president of the US while carrying the fallen president’s body to Washington, DC. Today, the aircraft is on display in the museum’s Presidential Gallery, and visitors can step inside and revisit some of history’s most memorable moments.

Many of the aircraft exhibits also include dioramas, which help bring history to life by creating scenes that draw visitors into the moment depicted, illuminating the story of the people behind history’s aircraft and campaigns. Items incorporated in these displays include military

Aircraft and Exhibits

directly from the Boeing assembly line in Renton, WA. President Kennedy had the aircraft painted in striking blue and white instead of the usual military colors to give it a distinctive look. In 1963, the aircraft flew President Kennedy to Berlin where he declared to the West Berliners “Ich bin ein Berliner,” which assured them of the continuing support of the US in the face of construction of the Berlin Wall. Following President Kennedy’s assassination on

uniforms dating back to 1916 and personal mementos, such as diaries and medals. Other items of interest include a 1901 Wright wind tunnel, an exhibit highlighting the contributions of comedian Bob Hope, and a display devoted to Maj. Glenn Miller’s Army Air Force Band.

One of the most admired exhibits at the museum is the Doolittle Tokyo Raid diorama, which depicts the accounts of those who served during this famous

More than a century ago, two innovative brothers from Dayton pursued their vision that man could escape from gravity’s constraints in their “flying machine.” This not only set the course for taking transportation to the skies but also dramatically changed the way in which wars were fought and opened the door for endless possibilities, including the exploration of space.

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World War II mission. Resting on a simulated carrier deck, the B-25B Mitchell comes to life with mannequins representing Lt. Col. Jimmy Doolittle, members of the Doolittle Raiders, and USS Hornet crew members.

Remembering the Korean War 2010 – 60th Anniversary

In 2010, the museum opened the renovated Korean War exhibit in its Modern Flight Gallery. The 42,000-square-foot exhibit commemorates the 60th anniversary of the start of the Korean War by telling the story of how the young Air Force passed the tough test of combat in its early years.

“This exhibit is really about the birth of the modern Air Force,” said Dr. Doug Lantry, a research historian at the museum and the lead curator for the exhibit.

“It explains each of the Air Force’s main missions during the war and how the Air Force tackled them.”

In the expanded exhibit, visitors can explore the Korean War experience through several interactive touch screens, audiovisual presentations, and personal stories illustrated with more than 330 museum artifacts and 500 photographs. The exhibit took museum staff a year and a half to plan and construct, and they hope Korean War veterans and other visitors will be pleased with the final results.

Other Features

Adjacent to the main museum complex is Memorial Park, a nine-acre park adorned with more than 500 statuary memorials, plaques, trees, and benches dedicated to Air Force–associated individuals and units.

Located in the outdoor Air Park, the replica 8th Air Force Control Tower rep10 |

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resents those used by the US Army Air Forces and Royal Air Force units at various air bases in Great Britain, allowing air traffic control personnel to direct aircraft takeoffs and landings at the field.

Next to the 8th Air Force Control Tower, the Nissen Hut portrays a 1940s bar and briefing room of an Army Air Corps fighter escort squadron stationed in England.

Photos, music, and mannequins create an authentic mood, with scenes depicting a pre-mission briefing and airmen winding down with a game of cards and checkers as music stirs from a phonograph.

Visitors can also watch an IMAX movie in a six-story, 500-seat IMAX Theatre and enjoy the sensation of flight in the Morphis MovieRide flight simulator. The IMAX Theatre and Morphis are managed by the Air Force Museum Foundation, which supports the museum through capital expansion and improvement projects. The Foundation also runs the on-site museum store and Valkyrie Café.

Educational Programs and Special Events

Making and flying paper airplanes is a normal childhood activity. But designing one featuring ailerons and emphasizing the effect of control surfaces and flight principles is a more sophisticated experience. It’s also representative of the wide range of hands-on learning opportunities offered to children through the museum’s Education Division.

Like any other similar institution, the museum’s fundamental mission is educational in nature. Each year, the museum offers more than a thousand educational activities and programs designed to inspire tomorrow’s airmen and Air Force

December 2010

advocates and to build greater awareness of and support for the Air Force mission and aerospace development.

Through its Education Division, the museum reaches more than 145,000 people each year with programs such as daily USAF Heritage Tours, weekly Behind the Scenes Tours of the museum’s restoration facilities, monthly Family Day programs, home school workshops, and many other activities to promote aviation history and aerospace science.

The Special Events Division plans and executes hundreds of diverse events that animate the Air Force and military aviation story. Museum visitors can enjoy military aviation history and tradition through outdoor special events, such as the World War I Dawn Patrol Rendezvous and the Giant Scale Radio-Controlled Model Aircraft Air Show, or indoor events, including concerts and guest lectures.

Expansion of the Museum

The museum is in the midst of a multiphase, long-term expansion plan, which includes the completed Cold War Gallery (2003) and Missile Gallery (2004).

The museum currently has more than 17 acres of indoor exhibit space, but the ever-growing historical collection presents a pressing need for more gallery space.

Identifying the Air Force’s space mission as its most important exhibit priority, the museum has embarked on the next major program initiative: a new Space Gallery.

The Air Force Museum Foundation is supporting this major capital construction program, which will expand the museum’s current one million square feet of exhibit space with a new 200,000-square-foot building, in which the story of the Air Force’s involvement in space may be preserved and presented. This facility will also house the Presidential Aircraft Interpretive Center, which will allow the museum to relocate and expand some of its most popular exhibits that are currently housed on a controlled-access portion of WrightPatterson Air Force Base, and the Global Reach Gallery to tell the story of airlift, a major mission of the US Air Force.

The National Museum of the US Air Force is located at 1100 Spaatz St., six miles northeast of downtown Dayton. It is open 9am to 5pm seven days a week (closed Thanksgiving, Christmas, and New Year’s Day). For more information, call 937-255-3286 or visit www.nationalmuseum.af.mil. DTJ

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NDTA is honored with a strong tradition of Individual Members who’ve contributed a lifetime of service to the Association. They impart wisdom and stature to NDTA, locally and globally. The story of Robert Joyce is just one of many that we are sharing in this DTJ. If you have a special member story that you would like to tell, please let us know.

San Antonio Chapter Celebrates A Lifetime of Service

LtCol Robert (Bob) Joyce, USAF (Ret.)

By Rufus T. Reed, Jr., NDTA Texas State President

R

obert John Joyce, of the San Antonio Chapter, joined the NDTA when he became an Air Force Reserves transportation officer at Lowry Air Force Base, Denver, Colorado, in 1948. Bob is amongst a small group of members who have been active in the association for more than 60 years. Born on October 3, 1925, to Christopher C. and Delia (Mitchell) Joyce, in Marlborough, Massachusetts (about 25 miles east of Boston), he was one of seven siblings. Bob graduated from Northboro High School in 1943, having been class president, captain of the basketball team, and editor of the school newspaper. “I knew I wanted to join the military when I was eight years old,” Bob said, “and I enlisted in the Army Air Corps after graduating from high school at the age of 17.”

Private Joyce graduated from basic military training at Greensboro, North Carolina. He wanted to go directly to combat but the Army, in need of radio operators, sent him to radio operator and mechanic technical school in Sioux Falls, South Dakota, followed by gunnery training in Yuma, Ari-

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zona. Bob’s next assignment was at Gulfport, Mississippi, where he trained for about two months as a member of a B-17 Flying Fortress crew that would later fly bombing missions out of Amendola, a small town located by the Adriatic Sea in Southern Italy.

Amendola had been captured by British Forces in October 1944 during the Allied operations’ “Italian Campaign.” He and his fellow aircrew members sailed (much to his disappointment) from Virginia on a 12-day voyage aboard the USS Sea Quail, arriving in Naples, Italy, on December 22, 1944, and at their destination air base a few days later. Between January 20 and April 27, 1945, Bob flew 21 bombing missions over Germany, Austria, Czechoslovakia, Hungary, Yugoslavia, and Northern Italy, serving as radio operator or radar jammer (Panther Operator) and gunner, often kicking bombs out when they got hung up in the bomb bay. Targets included oil refineries, railroad marshalling yards, bridges, and other targets of military value. Of note was the Daimler Benz tank assembly plant they bombed in Berlin on March 24, 1945.

December 2010

Lieutenant Colonel Joyce’s military career was recently recognized with the publication of a book, entitled A 21 Story Salute, by Barbara Barkhurst Bir. The book covers the WWII experiences of 21 Americans between 1941 and 1945. Bob’s WWII diary provided detailed coverage of a radio operator/mechanic and gunner during and after the heat of battle.

“A 21 Story Salute” shares the stories of ordinary but astonishing men and women in extraordinary times who in their own words recount memories of World War II in “A 21 Story Salute.”

For more information, visit www.a21storysalute.com/

NDTA salutes all of our VETS for their service to the Nation.

November 11, 2010

Fast and First to Guam, Where Reliability is Earned.

Horizon Lines has revamped the vessel port calls in its Guam service to reduce total transit times and give West Coast shippers more flexibility in loading patterns. Cut-offs for dry and refrigerated cargo in Los Angeles are now Monday evenings and Thursday mornings in Oakland. With even shorter transits, we still have the first weekly ship arrival into Guam.

Our Monday night arrival with all day Tuesday availability speeds cargo through the Guam terminal, getting shipments to customers as efficiently as possible.

Visit our website www.horizonlines.com to learn more about how our new fast and first vessel schedule to Guam will support the warfighter build up in coming months.

877.302.2115

That flight was the longest combat mission flown by a B-17 in WWII. Bob lost many friends and crew members during these bombing raids. Needless to say he had many close calls himself, with flak (anti-aircraft gunfire) piercing the bomber on almost every mission flown. One incident he recalls vividly was when his oxygen regulator stopped working and he donned an emergency “walk around bottle” to get oxygen. Bob got dizzy but then was okay for a while. When called to do something about an hour later he had difficulties. “I

out would have been rough. We hit the target though, so I was glad about the whole thing.” Bob told himself he would wear his flak jacket and helmet from then on. With the slight wound to his ear, he qualified for a Purple Heart. “I never applied for a Purple Heart because I didn’t want my mother to find out about it. The only person I ever told about it was my oldest brother, Christopher,” Bob said.

On May 8, 1945, victory was declared in Europe when Germany signed an unconditional surrender. Soon afterward, Technical

got up and must have unplugged my oxygen line. I passed out and heaved into my mask. Gadd [Corporal Kalmar Gadd, assistant engineer and 2nd waist gunner] saved my life.” Gadd tossed what Bob had “heaved up” out of Bob’s mask and put the mask back on Bob’s face.

On Bob’s 6th mission, over Ausburg, Germany (Northeast of Munich), his B-17 came under heavy flak fire, which blew several large holes in the aircraft, including the windshield and the bomb bay.

Then flak hit his radio room and struck his helmet just above his left ear. “I reached up and found a little piece of flak that had struck my ear and as I pulled it out, blood tricked down. An inch away and I would have died,” he said. “Put a big dent in my helmet as I was saying my prayers. I wasn’t going to wear it but I’m certainly glad I did. I had taken it off but put it back on again, and just in time,” he added. “We had six 1000 pond bombs, and they sailed out. Was I glad,” he said, “kicking them

Sergeant Robert Joyce returned home on leave. A short time later, he reported to Lincoln, Nebraska, to prepare for the war with Japan. Before he shipped out, however, Japan surrendered. “They must have heard I was coming,” Bob said jokingly. Bob then separated from active duty and entered the Army Reserves (which became Air Force Reserves when the Air Force became a separate service on September 18, 1947), enrolled in the University of Massachusetts, and signed up for ROTC (Reserve Officers Training Corps) and enrolled in the Air Force Transportation Course. “In July 1948,” he said, “during summer camp at Lowry Air Force Base, Colorado, I joined the NDTA and then became a lifer (lifetime member) in 1978.”

Bob earned a Bachelor’s Degree in Business Administration and an ROTC commission as a 2nd lieutenant from the University of Massachusetts on June 5, 1950, graduating with distinction. When the Korean War broke out that same month, Lieutenant Robert Joyce entered the active

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duty Air Force. He volunteered for combat duty in Korea, but the Air Force had other needs for his talents as an air transportation officer in Tripoli, Libya. Later, while serving as the Transportation Officer at Orly Field, France (near Paris), Bob met Lieutenant Felice Michel Cyr, an Air Force intelligence and logistics officer. Bob and Felice married in Paris in July of 1955.

Bob had numerous Air Force assignments, including short trips to Korea (after the war) and two tours he volunteered for in The Republic of Viet Nam. In 1965-66, he served at Tan Son Nhut Air Base as a Tri-Service Air Traffic Coordinating Officer, and in 1970-71 he served in the Pacific Area Traffic Management Agency in Saigon.

Subsequently, he drafted the transportation portion of the after-action report on the use of airlift capability in the theater, covering from 1953 to 1970. His 24th and final assignment was as the Chief of Transportation at Lackland Air Force Base, San Antonio, Texas, where he retired as a Lieutenant Colonel with 35 years of military service.

His active duty career exemplifies selfless service to America in the transportation discipline, where he is properly recognized as the consummate professional. His many decorations include two Bronze Stars, two Air Medals, four Meritorious Service Medals, one Commendation Medal, and two Air Force Good Conduct Medals.

During much of his military career and subsequently, Colonel Joyce has fully supported the NDTA ideals in which he so firmly believes. Upon arrival in San Antonio, Texas, in 1975 he became a member of the Board of Directors of the San Antonio Chapter. He has since continuously served on the Board and has filled every elected position in the Chapter, including three years as Chapter President. As Chapter president in 1977-78, he established a Chapter scholarship program and recognized the first recipient to attend Our Lady of the Lake University in San Antonio. “I ran the first two trail walks in San Antonio to raise funds for the first two scholarships to be awarded in San Antonio,” he said. “I also wrote the first SOP (Standard Operating Procedures) for the annual trail walks in San Antonio. At the National Forum two years after establishing the San Antonio Scholarship Program, I made a motion to establish a National Scholarship Program and made a pledge for the first $100.00 to start the ball rolling. The San

Affordable Asset Tracking & Mobile Communications Solutions

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Antonio Chapter,” he proudly said, “was the daddy of the national program.”

Bob Joyce also developed the first joint agreement between the San Antonio Chapter and the American Red Cross, outlining procedures each would use for mutual support in the event of a contingency. He established a transportation desk in the San Antonio Emergency Command Post. He volunteered for and completed every task associated with the NDTA and the betterment of transportation professionals in every region in which he has served. His service to the NDTA at the national level was recognized in 1998 when he was presented the prestigious Distinguished Service Award by then NDTA President Lieutenant General Edward Honor, USA (Ret.), at the annual NDTA Forum and Exposition.

Bob completed Squadron Officers’ School in 1953, the Air Force Command and Staff College in 1963 as a Distinguished Graduate, and earned a Master’s Degree in Industrial Administration through the Armed Forces Institute of Technology in 1967. He also earned a Master’s Degree in Public Administration at George Washing-

ton University. He has always believed in furthering education—a major factor in his efforts to establish the San Antonio Chapter and National Scholarship Programs.

Lieutenant Colonel Joyce never stops— be it supporting NDTA, participating in community events, or performing service to fellow citizens in whatever endeavors they require help. In addition to his 35 years of service to the San Antonio Chapter, he has served twice as president of the San Antonio Philatelic Association, twice as president of the Kelly-Lackland Rotary Club, and six times as president of the San Antonio Philatelic Association. Recognized not only by the NDTA, Bob is also a recipient of the Distinguished Philatelic Texan Award.

Bob Joyce has two surviving sisters, Mary and Beverly, both living in Massachusetts. He and Felice, his wife of 55 years, have a daughter, Christine, and a grandson, Joshua. DTJ From interviews conducted between August 11 and 27, 2010. I considered it a great honor and privilege to interview Lieutenant Colonel Joyce and to write this article.

50 Years or More of Membership Malcolm Hooker O.F. Hunt Robert Joyce Joseph Mattingly Jack Moir We know of several individual Members who joined the Association more than 50 years ago, but due to database changes over the years, there are probably some for whom we have not accounted. If you or someone you know isn’t listed and should be, we don’t want to deny this unique set of bragging rights. We’d like to ensure that all of our “Golden Members” are recognized.

Please let us know. You can contact Mark Victorson, VP Membership, or Jeff Campbell, Chapter Liaison, at 703-751-5011.

65th Annual NDTA Forum & Expo

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Enterprise distribution optimization is fundamentally about looking at the way DOD conducts distribution operations with new eyes.

By Bruce Busler USTRANSCOM Strategy, Policy, Programs and Logistics Directorate

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A

lbert Einstein noted that “We can’t solve problems by using the same kind of thinking we used when we created them.” This approach is applicable to the challenges faced by the DOD logistics and transportation communities today, which is not a lack of good ideas but the ability to harness those good ideas in a new way.

This new perspective is gained by looking at logistics and transportation challenges from an enterprise approach instead of a localized standpoint for distribution planning, operations, and measurement.

Distribution delivers the right things to the right place at the right time, and when coupled with an enterprise approach, opens up new ways to look at problems and develop solutions that break down barriers to thinking about supporting the customer.

Recent success stories highlight the significant gains achieved when people are willing to use a different way of thinking about distribution operations.

“Distribution optimization can be an elusive goal,” said Mike Hansen, the acting division chief of USTRANSCOM’s Logistic Sustainment Division.

Hansen explained: “Optimization is really about making the best decisions possible, from an enterprise perspective, at every point within the distribution pipeline—often people don’t realize their impact, good or bad, on the customer and those who pay the bills for transportation. Our job is to help find those big improvement opportunities and work with all the stakeholders to make the necessary changes.”

Over the last year, two examples highlight the benefits of this enterprise approach—implementation of a Strategic Surface Route Plan, or SSRP, and a trial for a Next Generation Cargo Capability (NGCC).

The SSRP focuses on decisions made by shippers using sea containers transported by commercial container ships contracted by USTRANSCOM. Starting in the summer of 2009, USTRANSCOM began looking at sea container usage by numerous DOD shippers to all points around the globe, but found that shipments to Southwest Asia offered significant room for improvement.

The key to these improvements was looking at how containers could be handled from origin to destination with the option to repackage cargo at a central receiving point at locations, such as Kuwait, for follow-on distribution to units or supply hubs in places like Iraq. Initial actions shifted from the previous practice of using 20-foot containers for the expensive overocean transit to 40-foot containers. This simple change doubled cargo capacity at a marginal cost increase of only 30 percent more per container (40-foot containers rather than 20-foot containers) and was enabled by a

modest USTRANSCOM investment of $1.3 million to bolster the repackaging capability in Kuwait.

Subsequent efforts evaluated the volume of cargo to each customer and resulted in development of a methodology for using either pure-pack containers (all cargo for a single customer in one container) or mixed-pack containers (multiple consignees in a single container for the over-ocean transit).

When volume to an overseas customer is high, pure-pack containers can be filled fully within hours and shipped daily from the source of supply to destination; however, when volume to any single customer is low, it requires days and possibly weeks to fill a container, or the container is shipped partially full. For these lowvolume customers, the answer is using better business rules to aggregate cargo into a single load using the DLA’s consolidation and containerization points at Susquehanna, PA, or San Joaquin, CA, with de-consolidation at a theater consolidation and shipping point.

The combined benefit of making better decisions for sea containers has already yielded a savings of $123 million per year as of June 2010 and improved velocity by more than 20 percent for locations transiting through Kuwait. In one case, the surface transit time was reduced from 84 days to 50 days through this approach.

A similar effort was initiated in December 2009 to improve aircraft utilization for palletized cargo moving through recurring airlift channel operations.

USTRANSCOM, AMC, 618th Tanker Airlift Control Center, 436th Aerial Port Squadron at Dover AFB, DE, and DLA launched the NGCC project to transform the airlift approach from aircraft to payload management. In 2009, the dominant channel workload was supported with 68 percent commercial aircraft, such as B747s and MD-11s, and 32 percent military aircraft (C-17s and C-5s).

Historically, Dover AFB handled 49 percent of the outbound cargo to overseas locations; McGuire AFB, NJ, worked 39 percent; and Travis AFB, CA, the remaining 12 percent. The NGCC team focused on commercial cargo aircraft operating from Dover AFB as the “sweet spot” for initial process improvements. However, both McGuire and Travis AFBs engaged in similar improvement efforts.

Existing operations in 2009 used only 65 percent of all airlift capacity with the driving factors being pallet utilization, load planning, and maximum use of available cargo space. The NGCC initiative set out to address all three with the goal of 90

Metrics collected in 2009 indicated that 54 percent of port-built pallets were “capped” in one day, well inside the allocated port time, in many cases just to make the next mission, with the results being low pallet and aircraft utilization.

percent aircraft allowable cabin load utilization based on both weight and cube.

USTRANSCOM and AMC set up a “proof-of-principle” test focused on Dover AFB operations beginning in August 2010 to validate the benefits and operational implications of the NGCC effort. Pallet utilization is driven by the same pure-pallet/ mixed-pallet logic applied in SSRP, with the additional twist that some aircraft, such as the MD-11, require contoured pallets to fit in certain places on the aircraft.

Pushing more cargo to DLA’s consolidation and containerization point at Susquehanna, Pennsylvania, offers greater opportunity to quickly build heavy, mixed-consignee pallets while some cargo continues to flow loose or un-palletized to Dover AFB in order to build tailored pallets for specific aircraft, such as the MD11. Improved forecasting and load planning provides greater opportunity to keep 463L pallets “open” longer, allowing more cargo on the pallet before it is “capped” (netted, weighed, and placarded), and ensures increased aircraft utilization.

Every day the pallet is left open, approximately five percent more cargo is collected on the pallet. Multiply that times 42 pallets on a B-747, or 40 pallets on an MD-11, and the cost of inefficient pallet use adds up.

Randy Finney, AMC Logistics Directorate cargo policy functional manager, explained, “It is pulling our cargo rather than cargo dictating our lift,” indicating that localized processes and less-than-optimal sequencing of cargo to aircraft creates a balancing problem between utilization and velocity.

Within the first few weeks of the Dover AFB “proof-of-principle” test, the NGCC effort yielded significant results. Overall airlift utilization (maximum of cube or weight) increased 11.7 percent on all airlift missions, several B-747s departed at over the 90 percent utilization goal, and MD11 utilization rates increased 15 percent.

The velocity impact was minimal with approximately 13 hours added on average from cargo receipt to airlift departure to continued on page 60

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A h t 64

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incere s r u o s s e r p x e o We would like t ers, e t n lu o v r u o o t n appreciatio nts, a ip ic t r a p m a r g o attendees, pr or helping f s r o s n o p s d n a exhibitors, al NDTA u n n A h t 4 6 e h t to make uccess! s a h c u s o p x E Forum and Thank you!

ONLINE FORUM www.ndtahq.com RESOURCES

* Find Session Pow Member Resourc er Points by logging in to * Watch complete es vi Roundtable on th deos of Keynotes and e NDTA Network

cyc no means en an ns and is by et tio ta gr re en e es W erview of pr ssociation.

A ov e an th e or id , ed to prov r companies TJ is intend ate membe tion of the D OD, corpor ec D S e m th ru of Fo n the ial positio esented in ent the offic Material pr arily repres ss ce ne t does no

As a long time supporter and admirer of the National Defen se Transportation Association, I congratulate everyone involved in putting together yet another great national conference this year. National Harbor was a particularly goo d pla ce to have the event, given its proximity to the govern ment and clear visuals of the imp orta nce of waterways, highways, railways, and airways . The excellent presentations and disc uss the participation of profession ions, as well as als from every part of the tran sportation enterprise—in its broadest sense—and from aro und the world, reflect the relevan ce and importance of the work pursued and accomplis hed by transportation profession als. I also would like to offer my compliments to De puty Secretary Porcari for his valu abl e insights at NDTA and the great support the Depar tment of Transportation provid es to our nation and our service members in harm’s way every day.

Amongst all the strengths of our nation, our transportation and logistics professionals are true strategic assets. Our nat ion and the world are both bet ter and safer as a result of your dedication and many accomplishments. NDTA is a key par tner in our community and enabler of enhanc ed national security. The hard work and great sacrifices of many NDTA members and org anizations are critical enablers of our operations—and the preservation of service me mbers’ lives as well as fueling the engines of our national prosperity and continuing the promise of our nation’s future.

With the privilege of writing this article, I also want to spe cifically congratulate my friend and colleague LTG Ch ris Christianson for the great remarks he offered at the opening day’s plenary session at this year’s conference. (Editor ’s note: if you did not get to hear his great talk, it is availab le on the NDTA website and rep rinted in the magazine on pages 25-27.) As always, Ch ris offered up an important and achievable vision for all of us. He not only outlined the challenges of the future, but also provided important and provocative ideas on how we ind ividually and collectively can, and must, build stronger and better capabilities to provid e safety, security, stability, agil ity, capability, and adaptability in the challenging environ ment we will inevitably face in the years ahead. Americans have a proven history of bei ng able to leverage our agility to advantage in periods of dynamic change. We have a gre at opportunity to do this once again in the times ahead— our ability to progress demand s a strategic mindset.

I would like to offer a few ideas based on the concepts Chris out lined as to how NDTA and members can help us collecti vely move forward toward the vision he and many of the other distinguished speakers arti culated at the conference. I beli eve there are several actions that we can take both as organizations and individuals over the short- to mid-term to improve our ability to suppor t our nation. I am always impress ed with the resourcefulness, initiative and can-do spir it of NDTA and its members and hope to encourage us all to take advantage of the opportu nity to meet the challenges we will face.

I believe we need to look for and develop solutions to our transpo rtation, distribution, and supply chain challenges that add ress impact across the entire ent erprise. It does us little good,

NDTA Forum & Expo

n e informatio clopedic. Th ons. si is om or ny errors

A Letter from Vice Admiral Ann E. Rondeau, USN President, National Defense University

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and can even do harm to our overall effectiveness, to work on problems in isolation that do not work to eliminate stovepipes.

We all know this intuitively, and our commercial partners are continually making great strides to streamline their operations and offer improvements that provide better performance at reduced cost. The Department of Defense needs to be better at analytically and operationally understanding the value and supply chains with a view toward performance and cost. We need to better invest in and apply RDT&E knowledge and leverage both the advanced technologies that are producing benefits and the organizational, cultural, and process changes that enable these advances to improve effectiveness and efficiency. The government and the commercial sectors need to work together closely in collaboration across the entire supply chain.

On the government side we need to be better customers—in two ways. First, we need to make sure we clearly articulate our requirements and work together with industry to ensure that we are communicating with one another. Making sure our intentions are transparent to all support providers, both government and commercial, and listening to their ideas on how we can get the best possible service at the lowest cost just makes sense. The second way we need to be better customers is to be demanding of our support providers—both government and commercial. Once we have articulated our requirements, we need to make sure we receive the service we have requested—that is our job and our obligation.

The entire logistics community needs to work together to look at the best solutions over the total system or operational cost—we need to understand and look at the long-term costs of decisions we make.

There will always be times when immediate operational requirements call for making trade-offs between the short and long term, but these must always be consciously and carefully considered. Global risk management demands that we look at the big picture across both space and time; as is obvious to all, we do not live or operate in a world of unconstrained resources.

The leaders of the “system”—public and private—should take this opportunity in America’s present moment to engage in meaningful public conversation about strategic transportation, logistics, ports, and distribution improvements as well as 22 |

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workforce development and investment in our professionals that will ensure our national vibrancy and strategic relevance.

The leaders of the NDTA community have an opportunity to commit themselves to the development of the future generations of leadership for our community. As LTG Christianson highlighted in his remarks, the environment that our nation will face in the years ahead will require not only great leadership, but also creative, flexible, adaptive, and holistic approaches to both responding to challenges and building the capabilities that ensure our security in the years ahead. Attracting, developing, and retaining the young men and women that will grow to meet these challenges is our most important responsibility. As the President of National Defense University I am so impressed with the talent, dedication, and enthusiasm of the men and women I see every day on our campus who will lead our nation in the years ahead. I am also deeply aware of the magnitude of the tasks that will be set before them. I know they are up to the challenges ahead, but we must do everything we can to help them prepare themselves.

We need your candid feedback and involvement in organizations such as NDTA—your voice and views are invaluable. We need to leverage your experience—many of you have held key leadership positions within our community. We need you to talk and write and advocate; there is great value in the public discourse itself. Above all, we need to continuously build a sense of community among ourselves; as Chris noted, developing common outcomes that we all agree to is the key to making significant improvements and responding to the admittedly daunting challenges that face us.

Again, congratulations to NDTA for its continued service to the engine of our nation and for all that it does in support of our military.

Vice Admiral Ann E. Rondeau, USN President, National Defense University

The views expressed in this article are those of the author and do not reflect the official policy or position of the National Defense University, the Department of Defense, or the US Government.

December 2010

The 64th NDTA Annual Logistics and Transportation Forum & Expo got underway on September 18 with an impressive display.

The Honor Guard from Washington, DC, Fire and Emergency Medical Services Department paraded “Colors,” and a surprise appearance was made by General George Washington (a.k.a. LTG Kenneth Wykle, USA Ret.) and a retinue of Secret Service Agents. The Honorable John D. Porcari, Deputy Secretary, US DOT, and LTG Claude Christianson, USA (Ret.), Director, Center for Joint & Strategic Logistics National Defense University were on hand to deliver opening remarks to a record-breaking crowd of more than 1500 Forum attendees to the Gaylord National Convention Center, National Harbor, Maryland.

Opening Keynote We’ve got the TIGER by the tail Integrated Solutions from the DOT

The Honorable John D. Porcari Deputy Secretary, US DOT

T

he Honorable John D. Porcari, Deputy Secretary, US Department of Transportation (DOT), paid tribute to the troops in opening remarks. “They keep us safe, and they keep goods and people moving freely,” he said. The Deputy Secretary also thanked NDTA members for their dedicated service on behalf of Secretary of Transportation, Raymond LaHood, for shouldering duties of transportation and logistics in support of the warfighter.

Porcari continued, noting that the DOT and NDTA have much in common. Both see the country’s infrastructure as a means to safeguard our Nation’s economy and security. Both recognize that an integrated transportation system is a vital element in supplying the warfighter, and both see the challenge in balancing improvements,

budgets, and repairs to stay on track. Supply chain solutions that are inter-modal and that are interconnected would ensure what’s best all the way around.

Referring to infrastructure improvements and revitalization, Deputy Secretary Porcari outlined a series of steps that the DOT has taken within the past year.

Topping the list is the Transportation Investment Generating Economic Recovery program known collectively as “TIGER.” The TIGER program, part of the American Recovery and Reinvestment Act, is designed to promote innovative, multi-modal, and multi-jurisdictional transportation projects that provide significant economic and environmental benefits to an entire metropolitan area, region, or the Nation.

TIGER will specifically target choke points that fall within the Strategic Highway Network (STRAHNET) designed for Military transport. This network also provides continuity and emergency capability in addition to upholding defense policy. The Interstate Highway System is a part of STRAHNET, which includes connectors between major military installations and other roadways.

TIGER teams will seek to identify and prioritize key highway, bridge, transit, rail, aviation, and intermodal spending and will develop reporting standards to accurately track the money as it is being spent and ensure that all accountability requirements are being met.

The latest TIGER allocation funds targeted “merited investments” that bring about an important strategic shift in how we think about moving cargo across America—not just about capacity, but also about rebalancing the loads. As an example, the DOT is focusing more on domestic coastal waterways that have been underused.

On August 11, Secretary LaHood announced 18 marine highway corridors and an initial eight projects along those corridors that will be eligible for federal assistance under America’s “Marine Highway Program,” an initiative unveiled in April.

The projects will reduce gridlock, improve the environment, and expand on jobs.

The DOT is also working with the DOD to develop a Joint Use Vessel for both military and commercial needs. This would be better than the current process, whereby the military buys ships and lays them up until needed for support.

Aviation concerns are another hot topic; in particular, the DOT will usher in Next Generation initiatives to reduce travel delays and modernize the country’s air traffic control system with greater precision and accuracy. Greater clarity in situational awareness underlines these initiatives and ADS-B (Automatic Dependent Surveillance–Broadcast) will play center stage.

ADS-B is radically new technology that is redefining the paradigm of Communications/Navigation/Surveillance in Air Traffic Management. Already proven and certified as a viable low-cost replacement for conventional radar, ADS-B allows pilots and air traffic controllers to “see” and control aircraft with more precision, and over a far larger percentage of the earth’s surface, than has ever been possible before.

Some companies, such as United Parcel Service (UPS), have begun to use ADS-B in their operations and are realizing savings in jet fuel and faster delivery schedules. UPS has employed ADS-B in trials at its hub in Louisville and is realizing savings while simultaneously reducing the adverse environmental impact of its flight operations. The traditional “step-down” landing approach requires planes to use high thrust to level off at different stages, resulting in more fuel burn and additional noise and pollution.

ADS-B allows for an improved landing procedure called Optimized Profile Descents.

According to Deputy Secretary Porcari, it’s working! “Within three years, we’ll have nearly 300 ground stations operating with ADS-B technology. America’s skies are the safest that they have ever been. Next GEN advances will keep that momentum going,” he said.

America’s Marine Highways project designations • Cross Sound Enhancements Project (Connecticut DOT) • New England Marine Highway Expansion Project (Maine DOT) • Cross Gulf Container Expansion (Ports of Manatee, FL, and Brownsville, TX) • Tenn-Tom Waterway Pilot Project (Port Itawamba, MS) • Gulf Atlantic Marine Highway Project (South Carolina State Ports Authority and Port of Galveston, TX) • Detroit/Wayne County Ferry (Detroit/Wayne County Port Authority) • Trans-Hudson Rail Service (Port Authority of New York & New Jersey) • James River Container Expansion (Virginia Port Authority)

In addition, Secretary LaHood has identified initiatives eligible to apply for federal funding for further development of concepts: • Hudson River Food Corridor Initiative (New York City Soil & Water Conservation District) • New Jersey Marine Highway Initiative (New Jersey DOT) • East Coast Marine Highway Initiative (Ports of New Bedford, MA, Baltimore, MD, and Canaveral, FL) • West Coast Hub-Feeder Initiative (Humboldt Bay Harbor, Recreation and Conservation District) • Golden State Marine Highway Initiative (Ports of Redwood City, Hueneme, and San Diego; and the Humboldt Bay Harbor, Recreation, and Conservation District) • Illinois-Gulf Marine Highway Initiative (Heart of Illinois Regional Port District)

He also touched upon some other safety concerns—crew rest and flight scheduling. Staying safe, operating more efficiently, and being better connected are the ultimate goals of “Next GEN” aviation initiatives.

QUESTIONS & ANSWERS

The BP oil spill and the recent pipeline break in Michigan highlight the need for safety and oversight of petroleum operations.

How does the DOT Pipeline and Hazardous Materials Safety Administration (PHMSA) work with DOD to ensure that the DOD pipelines and storage facilities are safe?

The DOT has 10 modal administrations; one is Pipeline and Hazardous Materials Safety. We have to work with industry to develop new standards, to improve oversight of inspections, maintenance, and overhaul.

As is the case in all of transportation it functions as a system, and that system is only as strong as its weakest point. The interstate pipeline system, on the whole, is an antiquated system insufficient to serve the Nation’s needs. We are currently working with industry to identify what those future needs are and to encourage the kind of investment that will provide redundancy and a higher level of safety. As the home heating season begins, the timing is critical.

Truckers contribute $40 billion a year to the Highway Trust Fund, and all truckers ship by all modes, so we understand the importance of intermodal freight operations. How much of our monetary contribution will come back?

Do you foresee a time when highway users will not have to subsidize competing modes?

The Highway Trust Fund is no longer covering needs. We have not been investing to levels needed for the future. We’ve been living off investments of the past.

Trucking is an important part of the equation, but balance is the pivot point and includes rail, water, and air. We need to invest across the board. President Obama has called upon Congress to see how we can manage funding. The DOT recognizes the need to do better. We intend to focus on the foundation.

There is a discrepancy between air, rail, and highway with respect to waterways. Can we get any more for marine highways? Shipbuilding facilities are closing at high rate.

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Groundbreaking Ceremony Signals Start of ‘Green’ Marine Highway Project $30 Million in Federal Recovery Act Dollars Pays for New Three-Port Partnership The Obama Administration’s continuing commitment to a more efficient and green US transportation system moved forward on October 26, 2010 as Maritime Administrator David T. Matsuda joined other federal, state, and local officials at the Port of Stockton to officially break ground on California’s new Green Trade Corridor. The $30 million Transportation Investment Generating Economic Recovery (TIGER) grant will help develop a viable waterborne shipping route between Oakland, Stockton, and West Sacramento, which immediately creates a new transportation alternative to conventional freight and cargo movement in Northern California.

This will change the face of transportation, not only in California but for all of America.

Currently, international trade, imports, and exports, are moved almost exclusively by truck or rail in California. The TIGER grant to the ports of Oakland, West Sacramento, and Stockton enables a partnership that will use barges to move cargo along the inland waterway system from Stockton and West Sacramento to Oakland for ultimate shipment to the Far East. Vessel operations are scheduled to begin in early 2012.

Federal grants will be used to purchase or upgrade port facilities and the equipment needed to make the marine highway system a reality, including: • the construction of a staging area at the Port of Stockton for cargoes dedicated to the new marine highway and the purchase of two cranes and a barge to support the service; • the construction of a distribution center and the purchase of a crane in West Sacramento where freight, mostly agricultural products from California’s Central Valley, will be “re-packed” into larger containers for transport on water; and • the installation of electrical supply at ship berths in the Port of Oakland, which will allow operators to shut down an ocean-going vessel’s diesel engines while in port, further reducing the air emissions in this “green trade corridor.”

large part of the funding, and President Obama is “bullish” on the future of marine transport. The Marine Highways Project has a lot of merit. Seven million dollars is earmarked as seed money to start with. At the DOT, we are trying to think end-to-end . . . intermodally. We are trying to work backward from the solution in order to get there.

Why is the DOT so strongly opposed to increasing the fuel tax to sustain the Highway Trust Fund?

Now, as we are trying to recover from the recession, is not the time to increase taxes.

Though taxes are a prime source of revenue for the Trust Fund, we do not want to impose that burden on the people. We need to make sure that as the Trust Fund is rethought and as reauthorization moves forward, we look at better gas mileage, in particular over the long term. Our fuel taxes are going to be a declining source of revenue.

There are several policy/regulatory topics impacting trucking currently being worked.

Conceptually, what are the Department’s objectives with hours of service, comprehen-

December 2010

sive safety analysis, and changes in truck size and weight standards?

With regards to hours of service, we are trying to apply latest research and data to safety. Across the board, the effort is focused on fatigue and distraction, and we are looking at this in an intermodal way, whether you are in a cockpit, behind the wheel, or delivering cargo by truck. One of the things that Secretary LaHood did as he began his tenure was to set up a safety council where we are working on common issues to make sure we understand the data, and that research is driving the Comprehensive Safety Analysis (CSA) 2010. The Federal Motor Carrier Safety Administration (FMCSA), together with state partners and industry, will work to further reduce commercial vehicle crashes, fatalities, and injuries on our nation’s highways. We’ll target the limited enforcement ability to where it’s most needed—to know where we can most effectively impact safety. When it comes to roads, bridges, and tunnels, we are way behind the power curve as to what can be safely accommodated in terms of weight.

NDTA Press Team: Karen Schmitt/Jeff Campbell

Opening Keynote

LTG Claude “Chris” Christianson, USA (Ret.) Director, Center for Joint & Strategic Logistics National Defense University

There are many incredible changes taking place in how we look at and think about our world. And TRANSCOM, its components, and NDTA’s Members, Associates, and Partners are at the center of it all.

The key question for me is: Do we have it right for where we’re going? I’d like to offer some thoughts toward answering that question and challenge you to think about the future through a new framework for transportation operations in support of our nation’s security requirements.

What lies on the Horizon?

Adapted from General Christianson’s remarks in full.

I

t’s a pleasure to be with friends and mentors and people who have made a real difference in making our nation safer, stronger, and better—this is a powerful group, and it’s great to be with you.

My 37-plus years of service have been a privilege; however, as a young LT during a REFORGER exercise in Germany, I had the traumatic realization that transportation was really the center of the logistics/sustainment universe. You can imagine how much that hurt for an Ordnance officer who until then thought that the toolbox was the Holy Grail of logistics. What I realized in 1973, however, is even truer today—we won’t survive if we can’t deliver a distribution network that is responsive to the needs of those at the edge of the battle. It is this realization that makes me understand what an important opportunity I have with you this morning.

Everyone recognizes what you, as a community, have accomplished in support of our Nation’s needs: adaptation under fire, innovative integration of technologies, and incredibly effective medical evacuation are but a few of your accomplishments. They reflect a level of professionalism, dedication, and, in many cases, heroism that defines your profession.

There is no doubt that many of these changes have been forced because the world is changing rapidly. And that’s true.

What can we expect? What are the key attributes of the future as we see it? It’s not possible to accurately predict the future, but it is essential that we try to describe where we’re going in order to prepare as best we can. So, while an accurate picture of the future is suspect, the process of describing the future is important.

There are three critical attributes of the future as described by the Joint Operating Environment document published earlier this year: • GLOBAL DISPERSION – We are moving from a supply-based culture to a distribution-based culture. Rapid and precise response must become the over-arching metric of success.

• COMPLEXITY – The inclusion of multinational, intergovernmental, and commercial organizations at the tactical level has added a dimension of complexity we couldn’t have imagined just a few short years ago.

• UNCERTAINTY – If the future is uncertain, predicting trends makes little sense. If our adversaries are quick learners, adapting rapidly to what we do, then our response times have to be shorter.

What does the implication of this kind of future mean for us?

First, organizations and leaders will be compelled to approach each challenge as

Changes happening NOW • Traditional, single-mode companies are now end-to-end Supply Chain service providers delivering new ideas, products, services, and methodologies every day.

• By looking at ways to better support “operations” in the world’s most remote and dangerous locations, a New Silk Road is emerging, which is redrawing the geography of Asia.

• Applying information instead of physical capabilities serves to reduce the exposure of our Nation’s most precious asset, its men and women.

• Combat roles are evolving; service members are also engaged as peace keepers, diplomats, and intelligence gatherers who can ultimately win the “longer battle.”

Required for the FUTURE Organizational Skills • Adaptive Design • Rapid Sensing and Interpretation Individual Skills • Curiosity • Ability to Influence • Ability to Mediate/Negotiate • Business Acumen

unique. It means that we have to understand problems in the context in which they’re presented and not try to apply a fixed template as a “solution.” Fixed templates can apply to doctrine, culture, process, or organizational structure.

Second, organizations will be compelled to continuously assess the environment in which they find themselves.

The ability to effectively adapt to a changing environment will be the most critical organizational attribute in our future.

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Female Engagement Team (FET) “Outside the Box Thinking” is what we need to nurture the skills that will position us squarely in front of challenges. For some, the Female Engagement Team (FET) concept, fully launched this spring in Helmand Province in Afghanistan, falls within that realm.

FET team units are composed of four to five members who accompany men on patrols to try and win over the rural Afghan women who are culturally off limits to foreign men.

The teams meet with the Afghan women in their homes, assess their need for aid, foster communication, and gather intelligence. The idea is that you cannot gain the trust of the Afghan population if you only communicate to half of it. FET engagement also helps promote local security, governance, and development.

The way it works is really quite simple: an FET team arrives in a village, gets permission from the male elder to speak with the women, settles into a compound, hands out school supplies and medicine, drinks tea, and makes conversation. Afghan women feel more comfortable sharing local grievances and thoughts on the Taliban.

Whatever the outcome, the teams reflect how much the military has adapted over nine years of war, not only in the way it fights, but also to the shifting gender roles within its ranks.

US Marine Corps 1st Sgt. Raqual Painter gives candy to an Afghan girl while the girl’s mother receives medical attention from US Navy Lt. Michelle Lynch as part of a medical outreach program in the village of Now Abad in Helmand province, Afghanistan. The clinic is being conducted by the Female Engagement Team with Marine Expeditionary BrigadeAfghanistan. Photo by Cpl. Mary E. Carlin, US Marine Corps.

Sgt. Guadalupe Rodriquez is currently deployed to Helmand province, Afghanistan, and is assigned to the Female Engagement Team, Regimental Combat Team 7. She is a motor transportation mechanic, but volunteered for the FET as soon as the opportunity presented itself. Rodriquez, 29, is from Sells, Arizona. Photo by Lance Cpl. Megan Sindelar.

What will be the trade off, though, between planning/forecasting and rapid/ agile/precise response—will it be the end of inventory?

Our strategies for an unpredictable future should change from what we have today as strategies of action to strategies that are designs for action. Tomorrow’s strategies have to be rapidly and dynamically restructured in response to what’s actually happening. This requires a paradigm shift in what we buy, when we buy, and how we deliver. An example of this challenge can be found in OIF and Army ammunition buys.

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How would our transportation/distribution “strategy” look if we were more focused on the action or outcome we want to deliver instead of the actions we want to achieve?

What if we agreed that the action/outcome we wanted to achieve in this future state was to deliver our customers’ most important requirements (IPG 1s) in 5 days or less, anywhere in the world, 95% of the time? What would this kind of strategy imply for organizations and processes that today are disconnected? How would this kind of strategy drive us to optimize the costs to deliver that outcome?

December 2010

Our strategies for an uncertain future would value visibility across the global distribution process as the Holy Grail of success. We would value our investments in terms that would be directly related to how well or poorly the investment delivers on the global visibility requirement.

What knowledge, skills, and attributes will be needed for future success?

What should we do to ensure that we are prepared?

As an ORGANIZATION . . .

The global dispersion of our capabilities will create a de-layering of traditional C2 lines that will make it impossible to “control/ manage” everyone who formally reports to a leader/supervisor. As a result, future organizations must embrace collaboration and coordination as valuable operating principles. To quote a senior leader, “The commitments that count go sideways, not vertically.” Future organizations will have to recognize that in their design.

Adaptive Design

If we believe that the future is uncertain, tomorrow’s organizational structure cannot look like it does today. In fact, our Capstone Concept for Joint Operations states that “We will need to envision and create new organizations” to be successful.

Today’s organizations were designed for a world of predictability, not uncertainty. Future organizations will have to move from silos of functional authorities, to networks of modular, collaborative capabilities. Tomorrow’s organizations will have to be able to quickly dispatch modular capabilities as valued partners to an enterprise and then bring those modules back to the organization once the enterprise objective is met.

Rapid Sensing & Interpretation

A solid understanding of what’s happening in the environment will be the most critical organizational capability in our future world. Future applications must be designed to enable better decisions—we should not buy anything unless we can articulate what decision it will help improve. This “Sense and Respond” capability is not technology . . . it’s a new way of thinking and managing that is enabled by the application of technology to the decision-making process.

As INDIVIDUALS . . .

Given this description of a future state, we are obligated to figure out how best to shape the development of those who will be asked to carry the load in that future.

The Capstone Concept for Joint Operations states that “We will need to select, educate, train, equip, and manage our people differently.” We may have to retain the attributes and skills we have always had, but we will also need to consider other competencies.

We will need to develop a greater level of curiosity in our senior leaders. The need to constantly question why we do what we do is a key attribute to success in a rapidly changing environment.

The most important skill we need to develop may be the ability to influence people out of our control; closely related is the ability to mediate/negotiate between people and organizations that have opposing views. Finding common ground for fruitful discussion cannot be underestimated in its importance to our future.

A broad understanding of business acumen will be essential, particularly for logisticians, as we move to the future. The “business of readiness,” if not understood, will cost our nation too much in an unpredictable world.

Given my previous comments, I would offer that, today, we are not adequately

Center for Joint & Strategic Logistics (CJSL) The Center for Joint & Strategic Logistics exists to shape the development of logisticians proficient in applying logistics support across the national security enterprise Development . . . includes training, education, experience, coaching, mentoring, and reflection.

preparing our people for the future we’ve been discussing. We need your support, as well as support from similar organizations to drive a major shift in how we prepare our professionals for an uncertain future.

The NSS of our Nation mandates that we be able to project and sustain military power anywhere on the planet. Therefore, our ability to harness the commercial distribution/transportation capability of the US and global partners/allies is our most potent weapon or tool. Our community is full of brilliant, creative, hard-working, and dedicated professionals that are constantly bringing new ideas to this effort.

Within this Forum audience are the keys to success and innovation that DOD can scarcely dream of—you have solutions to things we can’t even see as problems yet. But that is not enough. We can’t deal with uncertainty by trying to predict it better. We have to invest in ways to see what’s happening earlier than we can today, and ensure we have built the capabilities and capacity to adapt rapidly and effectively to what we see. More importantly, we have to invest in the people that we will hold accountable to succeed in the future environment.

Results from Joint Logistics Education, Training, and Exercise (JLETE) Survey (August 2009) • Less than 28% of joint logisticians feel they have received adequate education • Less than 30% of logisticians feel they have adequate skills to conduct logistics operations with MN (multinational) and/or IA (interagency) partners • Supervisors reported that only 11% of log action officers have received adequate joint log education/training

young Professional Sessions 2010 NDTA Year of the Young Professional The “Young Professional” who is engaged in transportation, logistics, and supply chain management took center stage at the 64th Annual NDTA Forum & Expo. Four separate breakout sessions were included to share specific industry knowledge, provide career tips, and celebrate the young logisticians who make up our A-35 membership. An evening mixer and a Sunday 5-K Fun Run, in support of the NDTA Scholarship Fund, kicked off the Forum. Carlson Wagonlit Sato Travel, Delta Air Lines, FedEx, IBM, and YRC Worldwide hosted Scholarship fundraising and networking events plus an Educational Pavilion was added to the NDTA Expo. NDTA supports our A-35 Members in their pursuit of career development and industry learning!

Educating the Next Generation of Strategic Logisticians Moderator: Mr. Jim Hawkins

Deputy Director for Strategic Logistics, Joint Staff Directorate for Logistics

Panelists: VADM Gordon Holder, USN (Ret.)

Senior Vice President, Booz Allen Hamilton

BrigGen Frederick (“Rick”) Martin, USAF Director for Operations, Air Mobility Command

Dr. Paul Needham

Professor of Logistics, Industrial College of the Armed Forces

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ased on the collaborative efforts of the Joint Staff (J-4 and J-7), USTRANSCOM, DLA, OSD (L&MR), and the National Defense

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University, the Center for Joint and Strategic Logistics was established in 2009 to enhance the development of leaders capable of meeting complex logistics challenges. Leading up to the Center’s opening were numerous forums open to industry, academia, and the Department of Defense to share information, exchange ideas, and integrate initiatives.

It has been a joint effort—one focused on multinational, interagency, and intergovernmental aspects.

The Department of Defense has been directed to tighten its fiscal belt, which in turn places new demands on the DOD logistics system. Budget cutbacks mean that logisticians will have to be sharper than ever. And now, because the industry and relief organizations are playing a larger part in a much bigger picture, they need to be well-versed not only in supporting the DOD mission, but also in the “uncommon language” of enterprise partners. The historical mentality of “outbound/inbound deployment” of materiel and people will no longer suffice, and the growing demand for coordination, experience, and information connected to that “last tactical mile” will take center stage in training efforts.

A new curriculum, one that addresses a new mindset, will help ensure that the logisticians of the future can meet all of the challenges.

Future logisticians will act as diplomats, too. They will work closely with people of all backgrounds and in all places where our military is called to serve. Partnering with counterparts in a common effort will get the job done, and it will help dispel the notion of United States global imposition.

AFRICOM may be seen as a new Department of Defense model. Its mission— nation building and working with various non-DOD leadership including the UN, USAID, and other relief organizations— illustrate the merging role of soldier/logistician/diplomat that crosses traditional boundaries.

In today’s industry environment, new employees are typically exposed to a wide number of career paths. This exposure allows a relatively inexperienced person to try out a variety of roles. It’s good for the organization as well because the trials tend to result in a mutually satisfying home for young hires who elect to stay on.

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There are differences between the Military and the Industry models: Industry

Military

Profit and Loss (P&L) is common practice

Risk Focus determines DOD direction

The “business” of industry is business

The business of the DOD is the mission

• A paradigm shift needs to take place in government and military planning to attempt a higher degree of forecasting for future events—natural and other disasters • Much needs to be done to bridge the language gap between the DOD and industry—acronyms, industry terms, etc.

Both are influenced by the “Big Picture” and what is best for the national economy

From the academic perspective, things will continue to become more complex in the world of logistics, including the way we educate logisticians. “Our mantra should be ‘Lifetime Education,’ according to Professor Needham. Subject matter expertise requires continual expansion of base knowledge, and young logistics students would benefit most in a learning environment in which they can fail and grow.

Questions & Answers

The education system is well established for the military. Is there an equivalent in the civilian world?

Not at this time, but hopefully the new Center for Joint Strategic Logistics will be a means to support this effort.

What is the best means to educate senior personnel?

The quest to expand knowledge and capability should not be age-based. This is a myth we should strive to dispel. Education is cross-generational. The youth have much to teach the older generation.

How well are we doing as a country in preparing returning vets to the marketplace?

Industry is responding, but we have a long way to go.

Leadership Lessons for Young Professionals Vice Admiral David L. Brewer III, USN (Ret.) The Brewer Leadership Group, LLC

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hat separates a LADDER CLIMBER from a LADDER BUILDER? The “Climber” steps forward, seeking personal credit. The “Builder,” on the other hand, shows the way, shares skills, and always steps back so others receive recognition. According to Admiral Brewer, a leader’s effectiveness is not measured by personal gain. “Do the right thing, even though it may not always be the most popular. Stand on principle, and the ultimate success you will see as a leader will be manifested in those you lead.”

“The military has done well in dealing with diversity,” said Brewer who also emphasized that our strength as a nation is anchored in our differences. As an example, he referenced the 2010 Sailors of the Year to illustrate the point.

QUESTIONS & ANSWERs

Are our politics and principles sometimes at odds?

Yes. There are examples in our history.

President Truman stood up for what he believed in, and because he stuck to his ideals he was not re-elected president.

Ironically, in staying true to his leadership principles, he desegregated the armed services during his presidency.

Should equality of opportunity be guaranteed by the government?

Government should facilitate equality.

Leadership principles should be taught in our schools without the public school arena crossing over to religious doctrine.

At what age should leadership lessons begin?

As early as possible—even in elementary schools

What types of logisticians are being developed? Specific or generalized?

Most, to date, follow a results-driven focus. In the future, we should prepare logisticians to be more flexible at incorporating a more multi-national joint approach.

In the past, female students did not have the same opportunities as male students regarding competitive sport activities. We know this has changed. Do you feel that the current emphasis on sports for women has helped build character prior to entering military service?

Yes, most definitely! The four Sailors of the Year are the best example. And let me warn you—don’t stand in their way. They are tough sailors.

NDTA Press Team: Bob Reilly/Chuck Bolduc

NDTA Press Team: Chuck Bolduc/Mike McVeigh

December 2010

Young Professionals in action Moderator: Capt. Brian Young, US Army 837th Trans Bn, SDDC

Panelists: Mr. Greg Zimmer

Director, Global Accounts and Government Sales, DB Schenker

Mr. Brandon Snyder

G3, SDDC HQ, Scott AFB

Captain Elliot Brouse, USAF Bolling AFB

Mr. Mark LaRue

Chief of the Global Container Management Division at SDDC HQ

MSgt Saenz, USAF

Command Traffic Manager, Ramstein AFB

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anel members shared their personal experiences and insights on leadership, and proved that individuals who are just starting out in a career of logistics or transportation can take proactive steps to be successful. Several issues were key to all of their presentations:

• • • • • • • • • •

Be flexible to meet unexpected challenges Teach others to help themselves Consider the culture of those you lead Communicate and provide feedback Empower individuals to get the job done Do not compromise morals and ethics Ask for help Network and be proactive Mentor and be mentored Develop good writing and presentation skills

Greg Zimmer shared a story from his most recent posting in Balad, Iraq, at a medical unit. The Iceland volcano eruption disrupted evacuation flights from Afghanistan to Landstuhl, Germany, where wounded soldiers are treated and then transported to the US. As a result, his unit was tasked to reroute flights within 24 hours. Flexibility was key in getting casualties home. As Greg so aptly stated,

“Sailors of the Year” honored July 22, 2010, in Washington, DC: Chief Hospital Corpsman Ingrid J. Cortez, left; Chief Operations Specialist Samira McBride; Chief Hospital Corpsman Shalanda L. Brewer; and Chief Cryptologic Technician Technical Cassandra L. Foote. This is the first time in history that all Sailors of the Year are women.

(Photo: 1st Class Tiffini Jones Vanderwyst)

“It is amazing what the military can do in these difficult situations.”

Self-development is an important ingredient to success in any endeavor, and mentoring and networking can help put you on the right path. According to Captain Brouse, your mentor can be any age, “If someone knows more, you can learn from them.” With upcoming military base closures, Brandon Snyder spoke to as many folks as possible so he could tap into their historical knowledge. People would be retiring, transferring, or leaving the organization as a result of the BRAC changes. This wasn’t the classic mentor model, but informal discussions did provide the knowledge and confidence to get the job done. Networking was an important tool to MSgt. Saenz, who has been very involved in NDTA. When learning of his assignment to the Republic of Kyrgyzstan, he was able to immediately reach out to contacts made through the Association. They shared valuable information to make the transition easier and overcome the challenges.

The panel also stressed the importance of communication—both oral and written. Mark LaRue stated that a good leader communicates at the right level, knows when to step in to help, and when to

4 Keys to “Being Better” • • • •

Ethics Economics Education Exercise & Health

Success in Life & Leadership is grounded in ETHICS. Embrace these key factors and you will develop your leadership skills, promote success, celebrate diversity, and realize your own full potential.

trust. The leader must communicate expectations and inspire confidence; he/she should trust but verify and give feedback, but never compromise morals and ethics. MSgt. Saenz confirmed the value of good writing and briefing skills. Decisionmakers don’t normally have a lot of time, so it is important that they have the benefit of well written and succinct point papers or briefings that accurately present the facts and support conclusions.

Teaching others to help themselves, while being mindful of cultural differences, promotes good leadership skills. When Captain Brouse was in Kabul, he worked with the Afghans to build a sustainable lo-

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gistics infrastructure that best suited their culture. Through his efforts to make the Afghan police and army self-sufficient, Captain Brouse was a leader who also became a teacher.

Questions & Answers

Did you find it difficult to transition from mobilization?

Greg Zimmer noted that he has been deployed three times. The first two mobilizations were stateside, and the transition back to civilian life was okay. His company was supportive, and he was protected financially. The last mobilization was out-of-country to Iraq, and it has been a challenge transitioning back into the flow of regular life.

Do you have any stories about technology issues?

Captain Brouse explained that people depended upon cell phones to solve problems in Afghanistan, even though connections didn’t always work. Internet service was available, but it was dial-up, slow, and expensive. Mark LaRue explained that there were ample processes and systems available on the transportation side; however, a system that is available in CONUS may not be available elsewhere. Additionally, different users use systems in different ways, which makes a good case for standardization.

NDTA Press Team: Janet Stine-Bolduc

Young Leader Mentoring & Educational Session Moderator: Lori Leffler

Global Gov’t Strategic Mgr., The Hertz Corporation

Panelists: CSM Tomas R. Hawkins, USA USTRANSCOM

Lisa Roberts

(Acting) Assistant Deputy Under Secretary of Defense (Transportation Policy), DOD Supply Chain Consultant, IBM

Irvin Varkonyi

Adjunct Professor & Marketing Manager for Transportation & Logistics Programs, AMU

his session was informal and interactive, with lead questions presented

by Lori Leffler, Panel Moderator.

Panelists introduced themselves through career highlights and lessons learned followed by personal perspectives.

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“Don’t wait for work to come to you,” said Lisa Roberts, whose work history is multidisciplined and spans a variety of organizations. She reminded attendees that taking the initiative to seek out projects, especially those that cross over into other functional areas or ones that allow the opportunity to exercise leadership and management skills, can be the most rewarding.

In facing challenges, Lisa suggested that young professionals sharpen their negotiation skills and also offered two tips for staying grounded: “Focus on what you can contribute and accomplish in your organization each day; and always keep your priorities in check.” She warned that it can be easy to complete tasks without standing out, depending upon the size of the workplace, which does not help career progression.”

BG Mark E. SCHEID, USA (RET)

General Scheid recommended that young professionals should take initiative in problem solving, but they shouldn’t take shortcuts. “Don’t be a quick fix thinker to a problem, be a visionary. Don’t be a ‘yes’ person,” he said. “And when the challenge is great, the more daunting it will seem.

So make every effort count. Attack the problem where it makes a difference, not the toenail of the dragon,” he continued.

Over many years of molding young leaders, General Scheid has learned that they in fact mirror his own mannerisms. But more importantly, he adds, “Down the road people will not remember what you did, but they will never forget how you treated them. Always listen to your heart and not your brain. It receives all kinds of input and then tries to sort out what is right and what is wrong. It doesn’t always make the best decision. Your heart does not need input; it tells you the right answers every time.”

CSM Tomas r. HAWKINS, USA

BG Mark E Scheid, USA (Ret)

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Lisa ROBERTS

TRANSCOM’s Command Sergeant offered insight on how to get noticed.

“Junior team members need to be vigilant for opportunities to stand out with their boss, but they must be tactful. Don’t stalk, just present yourself,” said CSM Hawkins. A duty transfer often leads to career progression, but it can take time to earn trust. “The biggest battle you’re going to face is from senior folks having to let go to junior folks.”

December 2010

USTRANSCOM’s Senior Enlisted Leader told young professionals that a bump in the road when problem solving is just another opportunity to shine. “Take every task as a golden opportunity. Have a goal, a plan, be flexible,” he said. Command Sergeant Major Hawkins closed with what he called his best advice: “Do the best you can with what you have, who you’re with, and for as long as you are in that position.”

Irvin (“Irv”) VARKONYI

Irv Varkonyi wrapped up the discussion with an overview of educational possibilities for military and civilian young professionals. He highlighted the American Military University, the Defense Acquisition University, the Army War College, and the newly formed Center for Joint Strategic

Top 10 Tips for YOUNG PROs  Don’t take credit—pass the praise on  Assess your risk tolerance—then take a chance  Take care of people—it is the most rewarding thing that you will ever do  Target your own special needs— regional accreditation, schedule flexibility, and cost  Volunteer—you’ll learn new skills  Build relationships and trust—at ALL levels  Be flexible in accomplishing your goals—tangents will prove valuable  Use every task—to learn and grow  Learn negotiation skills—critical at any stage of your career  Have fun—in work and at play

Logistics (National Defense University).

“Your superior is responsible for encouraging you to develop your skill sets and increase your knowledge base, but the motivation must come from you,” he advised.

Choosing the right spot to study is also the responsibility of the individual, although there are several useful tools that can help when evaluating: on-base Educational Offices provide information and help completing tuition assistance forms; internet sources offer additional view points; and social media sites share good and bad comments from current students and alumni.

Learning is “life long,” and it doesn’t necessarily need to stop even when a student is called on deployment. The advance of online

courses and degree earning capability has made significant strides in recent years, putting this option on equal footing with “brick and mortar” degree-granting institutions.

NDTA Press Team: Jeff Campbell/Bob Reilly

MUA Presentation keynote Meeting a Global Challenge

General Duncan McNabb, USAF Commander, USTRANSCOM

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t next year’s NDTA Forum in Phoenix, we will mark the 10-year milestone of the September 11th terrorist attacks in New York, Pennsylvania, and Washington, DC. Without a doubt, 9/11 has redefined all of America—our culture, our economy, the way we conduct our lives. General Duncan McNabb, special guest at the 2010 Military Unit Awards Ceremony, called upon the audience to remember where they were that day, to reflect on what has changed and how we can do things better as we move forward. It is imperative, he noted, “to talk about 9/11 every September. We must remember what we have at stake.

Our mission is about good over evil, hope over despair, freedom over tyranny . . . that’s why people depend upon us.”

General McNabb noted that the mission is not simply about where we were, but that it is also about how far we have come.

“When it comes to support for our warfighters, we have a ‘Get ‘r Done’ attitude,” he said. The business of military logistics is

A brief recap of 2010

(all within a six-month time period while complying with the President’s time line of troop surge by 8/31/10, just prior to the NDTA 2010 Forum)

• The Northern Distribution Network (Air, Land Bridge to Afghanistan) and intermodal nodes were refined and strengthened • 80,000 troops (and equipment) drawdown from Iraq • 30,000 troops surge in Afghanistan • Increased MATV, fuel, expeditionary housing, and other essential delivery to Afghanistan • Earthquake in Haiti (Operation Unified Response) • Coup in Kyrgyzstan • Iceland Volcanic eruption (airspace shut down for 1 month) • Gulf oil spill • Floods in Pakistan

daunting, and the risks are great. In spite of the obstacles, much has been accomplished when looking back over 2010 from the TRANSCOM commander’s perspective. McNabb shared his recollections of overwhelming surprises that were met (in short order) and the promises made (and kept) to the President and forward commanders. Thanks to commercial support, the taxpayer was spared excessive burden, and supplies were kept moving in spite of infrastructure limitations, inclement weather, pilferage, and armed disruption.

Success was based in large part on military fitness, synchronization, and trust.

We measure success through the eyes of the warfighter.

General McNabb next gave full attention to our Military Services—Active, Reserve, and National Guard—by presenting honors to nine military units in a ceremony hosted by the Transportation Institute and

presided over by RADM Mark F. Heinrich, USN, SC, Commander, Fleet Industrial & Supply Centers, and Forum Co-Moderator.

Senior Service escorts for award-winning branches included MG Kevin A. Leonard, Commanding General, SDDC (USA); Brig Gen John W. Simmons, Director, Logistics Plans, Policies, Strategic Mobility Division, US Marine Corps HQ (USMC); RADM Robert O. Wray, Jr., Deputy Commander, MSC (USN); Brig Gen Michelle Johnson, Director, Strategy, Policy, Programs, and Logistics, TRANSCOM (USAF); and RADM Thomas Ostebo, Assistant Commandant for Engineering and Logistics, HQ, US Coast Guard (USCG).

Since 1966, NDTA has honored military units from the Army, Marines, Navy, Air Force, and Coast Guard for their outstanding proficiency in logistics and transportation at the Military Unit Awards Ceremony. Units are selected by each of the Service branches; those that are recognized accomplish tough missions around the world every day, while continuing to excel in response to an ever-increasing operational tempo.

NDTA Press Team: Mike McVeigh/Kent Gourdin

Keynote

General Donald J. Hoffman, USAF Commander, Air Force Materiel Command

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hat qualifies as “success” in modern warfare? According to General Donald Hoffman, commander of Air Force Materiel Command (AFMC) at Wright Patterson Air

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Force Base, it is realizing “interdependency.” We are all dependent on each other.

With this in mind, the United States military and AFMC rely on numerous relationships to meet their mission—with other like-minded organizations, the industrial base, host nations, diplomatic agencies, or coalition military partners for starters. “We are all in this commonshared dependency pool,” said Hoffman.

The relationships take on a critical dimension when warfighters depend on just in-time delivery rather than stockpiling supplies as was the case in past logistics operations.

The value of getting together at the NDTA Forum, according to Hoffman, is to “work out the seams” of those dependencies in order to better service the customer.

As AFMC commander, General Hoffman commands 84,500 people and manages $52.5 billion annually in research, development, testing, and evaluation, all while providing the acquisition management services and logistics support required to develop, procure, and sustain Air Force weapon systems. Simply stated, he keeps the fleet in the air. The Air Force depends upon mechanics, flight line crews, depot teams, and even weather forecasters to keep things moving; needs are balanced with available assets and resources or with recovery solutions when something is lacking.

But how do we forecast the need? General Hoffman related the question to a process familiar to AFMC: forecasting spare parts for airplanes. It’s complex, and numerous variables must be considered, such as fleet size, likelihood of failure, repair methodology, con-ops, and maintenance scheme, to name a few.

In meeting the mission, Hoffman explained that there are five things he expects (as a customer) of the Defense Transportation System:  Speed, efficiency, and predictability endto-end and with “smooth seams”  In transit visibility to enable “smart decisions”  Accountability for lost or stray components, including repatriation if possible  Flexible contract mechanism with provisions for change  Security not just for the assets themselves, but also the data/information 32 |

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It cannot be done alone. None of us operate in a vacuum. Even within the DTS, interdependency is essential.

QUESTIONs & ANSWERs

Who should we contact to learn more about the USAF? Maj. Gen. Gary T. McCoy, Commander, Air Force Global Logistics Support Center. The Center is a relatively new operation, and it is not by accident that it is located at Scott Air Force Base. Proximity means that General McCoy is engaged at the “transportation front.”

NDTA Press Team: Karen Schmitt/Mickey Frank

Keynote

Maj Gen Gary T. McCoy, USAF Commander, Air Force Global Logistics Support Center (AFGLSC)

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he NDTA Forum professional program finished strong on Wednesday, September 22, with remarks from General McCoy, commander of the Air Force Global Logistics Support Center. As the point person for end-to-end service in the United States Air Force, he was credited with “star power” as he was introduced to the audience. All kidding aside, McCoy exuded a very favorable stage presence with wit and wisdom.

He focused his remarks on the Center, a new concept and organization launched just two and a half years ago as an “instrument to discuss innovation and transformation.”

The AFGLSC aims to deliver global supply chain capabilities on behalf of the United States Air Force. “But,” he admitted, “we’re not there yet. We are on a journey, and we’ve just cleared the first hill.”

In spite of the challenge ahead, the nation expects efficiency, and the Air Force demands it. So how can the Center find new ways to solve old problems? Or, as McCoy posed, “make the stagecoach go faster without designing another mode of transportation?”

December 2010

It begins with a vision, one that connects the whole team. It is the same concept that fuels NDTA, according to McCoy. Members are focused. Industry and government are in step in support of the warfighter and emergency relief efforts when called upon.

Solutions that the DOD needs have already been discovered in business, and ideas are shared through dialogue at the Forum (and through committee meetings throughout the year). “NDTA is doing it right!” he said.

General McCoy was open and honest in admitting flaws: fragmented supply chains; an aging fleet and “first time demands;” the “Taiwan incident”—involving a misdirected shipment of nuclear weapons related material—that raised issues since addressed by organizational and other changes; inadequate IT systems; fuels management in the Afghan mountains; and a scattered workforce that is becoming more connected with customers and suppliers through a tollfree service number. General Hoffman tested the “phone connectivity theory” on a surprise call. He gained immediate answers, correct information, and a live voice, not a recording! Imagine how important that is to an operational field commander who requires situational awareness and needs to stay closely connected at all times.

Don’t be Reactive. Be Predictive.

Additional comments on the workforce were especially in line with NDTA’s 2010 “Year of the Young Professional.”

McCoy mentioned difficulties in finding the right hire based on skill sets. People in supply and people in transportation each operate using their own unique skills; these skills, in turn, are totally different from those of a supply chain manager. A focus group is working with academia to develop a training module addressing all processes in the logistics line up: supply, maintenance, operations, finance, and distribution.

In summary, General McCoy advised that none of us should be afraid of the truth, even when it hurts. We need to be able to look at ourselves candidly and make an honest, hard assessment in order to improve.

QUESTIONs & ANSWERs

Is the Air Force working with the Navy on mapping retrograde materiel?

It is an area that the Navy has researched and developed, and it presents a useful model to the Air Force.

NDTA Press Team: Karen Schmitt

Keynote

Charles “Wick” Moorman CEO and President, Norfolk Southern

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lex Wakefield, Forum CoModerator, introduced Wick Moorman, the first of three Tuesday morning Keynote speakers and recipient of NDTA’s 2010 National Transportation Award. Moorman discussed freight rail business and the 175-year-long history that the industry has shared with the military in moving troops and hardware. “Norfolk Southern (NS) has hauled more than 50,000 M-ATVs to terminals and ports for shipping to Iraq and Afghanistan,” he said. The rail line also serves the 3rd Infantry Division (Fort Benning, GA) and the DLA Depot (Anniston, AL). The DOD ranks among the top 50 accounts, but that hasn’t always been the case.

These days, marked by recession, rail carries real advantage through higher fuel efficiency, lower emissions, and now intermodal service thanks to Corridor projects (see below). As costs rise, efficient fuel consumption brings tremendous advantage—actually, a 4-1 fuel advantage over surface road travel. DOT projections indicate that rail would grow 92% by 2035 even without capacity investment. Last

The Benefits of PublicPrivate Rail Partnerships • new intermodal terminals • increased capacity for highefficiency double-stack trains • increased capacity for passenger trains • reduction of highway congestion due to reduced surface dependency • safer shipping option • improved access to ports for follow on haul

year, $1.5 billion was invested in railroad safety, training, vehicles, and technology to optimize railroad efficiency.

Far reaching infrastructure improvements gained through private-public partnerships will generate significant growth.

Norfolk Southern’s Heartland Corridor project, for example, links points in Virginia to Chicago via expanded tunnels that can accommodate 28 double-stacked container cars (the Crescent Corridor, a work in progress, will link New Jersey to Louisiana). These expansions also ease congestion. Public-private ventures are essential to handling the demands of intermodal customers and easing surface congestion.

Plus, sharing funding costs brings benefits to both public and private sectors.

Freight rail reliance offers a viable option to Secretary Gates’ request for fiscal efficiency within DOD operations, and new corridors offer logistic alternatives. Infrastructure changes require planning, commitment, and investment. For example, during the first Gulf War in Kuwait it became apparent that the rail infrastructure supporting the US military installations had fallen in disrepair. Because of a concerted effort by both the DOD and the rail industry to upgrade that has now been realized, the military was able to access efficiencies and capacity of the US rail network to support the conflicts in Afghanistan and Iraq simultaneously.

QUESTIONs & ANSWERs

Highways have had significant federal investments in infrastructure. Do you expect rail to make money without Federal investment?

We recognize that trucking pays significant taxes and receives federal infrastructure investment. Neither Norfolk Southern nor any rail line I’m aware of receives Federal subsidies. We own and maintain our rights-of-way. The only federal money we get is for special projects such as the Heartland Corridor.

We often hear of accidents at grade-level railroad crossings. Is there any special effort to eliminate these?

On average, there is one grade-level crossing per mile in the US rail infrastructure, making it much too expensive to rid the system of them.

Do you see high speed rail coming to the nation’s transportation system in the foreseeable future?

Conventional freight and passenger railways (70 mph max) will have to be segregated from high-peed lines. The safety and high-maintenance issues are extreme.

It is likely that there will be no high-speed rail for a long time.

NDTA Press Team: Mickey Frank/Chuck Bolduc

Keynote Gaining Capacity through Optimization

Virginia Albanese President & CEO, FedEx Custom Critical

About CSA 2010 The Comprehensive Safety Analysis 2010 (CSA 2010) is an initiative from the Federal Motor Carrier Safety Administration (FMCSA) to improve large truck and bus safety and ultimately reduce commercial motor vehicle (CMV)related crashes, injuries, and fatalities.

CSA 2010 introduces a new enforcement and compliance model that allows FMCSA and its state partners to contact a larger number of carriers earlier in order to address safety problems before crashes occur. Rolling out the program by the end of 2010 will establish a new nationwide system for making the roads safer for motor carriers and the public alike! In the development of the CSA 2010 program, FMCSA sought to incorporate several key attributes: FLEXIBILITY Adapt to Changing Environment Accommodates changes to the transportation environment, such as evolutions in technology and changing programmatic responsibilities EFFICIENCY Maximize Use of Resources Improves federal and state enforcement staff productivity, as well as the safety performance of members of the motor carrier community EFFECTIVENESS Improve Safety Performance Identifies behaviors associated with safety risk; focuses compliance, enforcement, and remediation efforts on those unsafe behaviors INNOVATION Leverage Data and Technology Improves safety through the innovative use of technology to track and update safety performance data EQUITABILITY Be Fair and Unbiased Assesses and evaluates motor carrier safety and enforces federal laws and safety regulations to ensure consistent treatment of similarly situated members of the motor carrier community (from FMCSA, DOT)

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his presentation provided a useful overview of FedEx Custom Critical and ways the company is working with the Department of Defense to improve government support capabilities.

Currently, FedEx Custom Critical faces a capacity crunch—many independent carriers have left the market due to the recession. Finding good drivers that fit FedEx hiring standards is important, but it is equally important that fleet size can meet the demand. The company is also identifying top customers, which includes the military, in order to put logo trucks “on reserve” to manage their daily shipments. Teaming up with outside partners or tapping into sister companies (FedEx Ground, FedEx Freight, etc.) are other means to supplement truck capacity.

The introduction of the Comprehensive Safety Analysis (CSA 2010) Program will help manage driver performance and improve overall industry safety; Phase II will hold drivers accountable as well (records will follow drivers from carrier to carrier). And in December 2010, the Safety Measurement System (SMS) will replace SafeStat as the new monitoring tool. Through the Safety Measurement System, driving basics will be weighted by priority and will include: • Unsafe Driving (speeding, seat belt usage, etc.)

• Fatigue Driving (hours of service) • Crash Indicator (carrier accidents by fleet miles) • Cargo Securement (failing inspection) • Driver Fitness (referencing Commercial Driver License certification— medical/physical ID Card) • Vehicle Maintenance (bad breaks, cracked windshield, etc.)

• Drug/Alcohol Violation (DWI, etc.)

Shipment security and visibility are important elements within the DOD context, and carriers are always seeking new technologies to improve performance in compliance with DOD requirements. Optimization in this and other areas includes: • Communication and visibility enhancement. As an example: this summer, Qualcomm unveiled its new Trailer Tracks 210 (TT210), the “next generation in trailer tracking” with

December 2010

more memory and processing power, embedded solar power, Bluetooth, and a more compact design” among other features • Collaboration (DOD/Industry) to develop processes that will fit asymmetrical needs • Streamlining the driver clearance process to carry DOD shipments • Allowing carriers to select mode of transportation (Currently DOD determines mode by shipment. As an example: a customer requested a custom aircraft to ship equipment from USAustralia for $300K; FedEx suggested “Air Expedite Service” to deliver to the airport, fly to Australia, and deliver at the other end, which would cost only $85K. Customers could save money by allowing FedEx to determine best method for “Mode Optimization”) NDTA Press Team: Catherine Thomas

Keynote An “out of the box” leader

Greg Mortenson Author, Three Cups of Tea and Stones into Schools Founder, Central Asia Institute

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ristin Clarke, representing the Center for Association Leadership (ASAE), joined the Forum to conduct a one-on-one interview with Greg Mortenson following his keynote presentation to NDTA members. ASAE will produce a series of articles and resource tools on leadership and how people like Greg inspire others and generate success among team mates.

Part of the ASAE interview involved an understanding of why NDTA choose Greg Mortenson as a keynote speaker—he is not an industry heavyweight, nor does he represent the Department of Defense. According to Ken Wykle, Association President, “Two of our corporate members, familiar with his work, suggested that he speak at the Forum. He was an appropri-

ate keynote because of his knowledge of the area where US Forces are fighting the Taliban. His cultural understanding and personal experiences provided NDTA members with a non-military/government glimpse of the challenges facing US Forces.” And as he shared in his presentation, he does have a handle on transportation and logistics.

Transportation is essential to the Central Asia Institute, to facilitate movement of materials to build schools and also to provide access for students. Mortenson noted that he had to put his plans for his first school on hold while he built a bridge to provide more direct access to the village of Korphe, Afghanistan.

NDTA members were very enthusiastic about his presentation and expressed a desire for other speakers of his statue to join future events.

In Afghanistan, and perhaps the whole of the region by extension, you cannot force your will or your ideas no matter how brilliant they may be. You have to be invited to share.

Wykle continued, “Leadership is about getting other people to do what you want them to do because they want to do it. Greg Mortenson demonstrates his leadership abilities by getting the local Afghan tribal leaders to support his desire to educate children with a focus on educating girls. He does not exercise any authority over any of these individuals by virtue of his position or organizational relationships. Yet through his influence, experience, and cultural sensibility he gains their respect and cooperation.” The topic of leadership, which was explored in several Forum breakout sessions targeting junior members, was espe-

Building Relationships 101 LISTEN RESPECT BUILD on that FOUNDATION —Greg Mortenson

cially meaningful because 2010 is NDTA’s Year of the Young Professional.

Greg went on to address two other gatherings following his NDTA Forum appearance: a Washington, DC, Shakespeare Theater sold-out crowd of 2000 attendees in partnership with the British Council and lecture at George Mason University for students and teachers. The thrust of his remarks followed a different path for these audiences—he spoke about tribal elders, about intersecting themes from The Great Game (to borrow a phrase from Rudyard Kipling), and about children who dreamed of going to school one day. Sandwiched in his September 21 daily agenda, Greg also managed a routine conference call with colleagues in Afghanistan and an advisory meeting with Pentagon members in Washington, DC. Greg is an “out of the box” kind of guy—a pioneering leader who inspires so many. His team is composed of 8 women (who manage the office and administration from Montana), 12 cohorts (in Afghanistan and Pakistan), and thousands of village children who play and learn in the shadow of Mount Everest. According to his inner circle, he “breeds loyalty that you just can’t fabricate.” Greg believes in empowering others. He is creative and resourceful in his efforts. He does admit, however, that pressure and stress can be the catalyst in bringing people together.

Greg Mortenson was not awarded the Nobel Peace Prize—that announcement came just after the NDTA Forum. But

his supporters have not given up . . . they will continue to back him until he is recognized for his rightful contributions to world peace. Meanwhile, Greg is focused on his return to the children, the schools, and the Afghan mountainside.

NDTA Press Team: Karen Schmitt/Kent Gourdin

Professional dialogue Session Northern Distribution Network (NDN) Operations Moderator: LTG Robert Dail, USA (Ret.) President, Supreme Group

Panelists: Mr. Alan Estevez

Principal Deputy Asst. Sec. of Defense (Logistics & Materiel Readiness)

Brig Gen Michelle Johnson, USAF

Director, Strategy, Policy, Programs, & Logistics, USTRANSCOM

Col Robert Stine, USAF

Chief, Mobility Div., USCENTCOM

Mr. Redding Hobby

Exec. Dir., Strategic Programs & Initiatives, Defense Logistics Agency

Mr. William Kenwell

Senior VP & CCO, Maersk Line, Ltd

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TG Robert Dail, USA (Ret.), panel moderator, introduced session panelists as “the Fab Five.” “They each were directly involved in the evolution of a critical northern supply chain route,” said Dail.

He recalled his introduction to the concept in a 2005 phone call from the CENTCOM Commander, Admiral Fallon, giving him just 30 days to open an alternate fuel supply route entering from the north of Afghanistan. Bombings and constant disruptions in the south made the movement of troops and materiel extremely risky. Although the actual process took longer, the

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resulting Northern Distribution Network (NDN) has been a remarkable success story that is still unfolding. Relatively incident free, military and diplomatic missions are conducted smartly and smoothly, and the shift in the role of US and NATO forces has helped to stimulate a partnership approach that has nurtured a sense of ownership within the host country.

The NDN provides the US an opportunity to use logistics as an engagement tool for improving international relations with key nations in Europe and the Middle East.

Presentation Snapshot of the Northern Distribution Network

• Significant collaborative TEAM EFFORT • CRITICAL ALTERNATIVE to other routes plagued by enemy attacks and bad weather • Allows the advantage to BUY LOCAL goods and services, generating economic benefits and trust with host nation partners • Accommodates SURGE in PERSONNEL • Allowed for WHITE SPACE on the Southern LOC, which otherwise would have been capability saturated • Supports the development a NEW SILK ROAD for overland trade between Europe and the “Stans” • To date, NO REPORTS of attack or pilferage • NO MILITARY FOOTPRINT because operations are primarily commercial in nature • To date, facilitated movement of MORE THAN 20,000 CONTAINERS • END-TO-END service, not just portto-port • A ROADMAP for confronting future challenges Needs & Next Steps

• Negotiations with partner nations are needed to adjust diplomatic agreements to improve network efficiency (time and cost) • NDN needs to become bi-directional in order to be really successful; that will help drive down costs, which are higher than the Southern LOC. Goals: 36 |

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A New Dimension in the Northern Distribution Network (NDN) Success through Collaboration As another example of the Northern Distribution Network’s (NDN) value as an efficient, effective route for supplies into Central Asia, US European Command has successfully tested a truck route from Germany to Afghanistan.

The trial run, also called a Proof-of-Principle (PoP), consisted of two trucks carrying two 20-foot containers each from Germany to Bagram, Afghanistan. The first phase of the test, completed this past September and hauling mostly construction material needed intheater, used an international carrier that contracted drivers and equipment from several of the transited countries to move the cargo. The second phase, slated to begin this November, will entail moving cargo from several different countries in a single convoy.

The PoP journey took 49 days, a significantly lower time than most current routes into Afghanistan, and highlighted some areas for improvement that could reduce the delivery time by another 19 days. Air Force Col. Bill Summers, chief of the European Deployment and Distribution Operations Center, explains, “We have been very successful on the first attempt. I think the important point from our perspective here is that any commercial transportation option that helps connect Afghanistan to Western Europe is good for all countries along the way and certainly for Afghanistan.”

While improving the economies and relations between countries in the region is a significant element, one of the greatest advantages of an over-land supply route from Germany to Afghanistan is providing another way to support warfighters. Prior to the NDN, the only supply transportation options besides the Pakistan land route, which is fraught with difficulties, were air and sea, both of which are time consuming and expensive.

On September 17, the Defense Logistics Agency (DLA) and the US European Command renewed a performance-based agreement that was originally signed in March 2005. The agreement “restarted the clock” with stepped up visibility for DLA. The Agency’s work on the NDN has increased flexibility and extended agile support. According to USEUCOM staff Air Force liaison officer Lt. Col. Kirk Mott, the trust placed in the Agency’s team members is what led DLA to work the PoP project to create an additional truck supply route on the NDN.

reduce costs; expand services and goods inventory; greater competitiveness • Future initiatives include bidirectional flow, expanding allowable commodities and enhancing capabilities at the Navoi International Airport in Uzbekistan. (NOTE: August 13, 2010 – Hanjin Group, the parent of Korean Air, announced the opening of a new cargo terminal at Navoi Airport enabling KE to expand its cargo network by adding routes from Navoi this year. “The new Navoi Cargo Terminal has been designed based on Korean Air’s state-of-the-art cargo terminals at Incheon International Airport,” said KE President and COO Chang Hoon Chi. The Navoi Cargo Terminal is set to become the center of the modern day “Silk Road” with its advanced airport infrastructure.)

LOC to ensure safety and logistical flow.

We will work on the cost element by balancing the flow on the LOCs and by looking at “should costs” when negotiating rates.

Have you set any sunset clauses for local enterprise contracts?

No.

Questions & Answers

The NDN is capable of handling more; is more flow coming? What’s next? Is there an exit strategy? (Latvian Embassy attendee) We will be focusing on supporting more than 100,000 people in Afghanistan for a while. We are looking to develop two-way flow over the Northern Distribution Network. Hopefully, laying groundwork for future trade, political relationship building and facilitation of trans-border trading with participating partner countries will result.

Are the political, economic, and operational costs worth it?

For operational reasons alone, it’s worth doing. We needed an alternative

How do you de-conflict requirements of other coalition partners?

Not easily. It takes a lot of personal ef-

December 2010

fort and can be awkward at times. We coordinate all new initiatives with all players. We do a lot of interface with our ISAF and NATO brethren. This is critical to ensure that we avoid bidding wars, which could happen if we compete for the same goods or services.

How robust is ITV in logistical support to Afghanistan?

We have process and organizational gaps that exacerbate the ITV challenge. It is more robust on commercial LOCs. What is the current mix of shipment movement in the NDN versus southern routes?

It is approximately 50/50 at this point.

Is there a concern about the economic impact on participating countries once the need for the military is over?

Yes, this is a concern. Communicating clearly on the front-end that procurement needs from each country may be temporary has been part of the initiative.

NDTA Press Team: Mickey Frank/Bob Reilly

Professional dialogue SessionS Future Air Transportation Technologies Moderator: LtGen Charles H. Coolidge Jr., USAF (Ret.)

Panelists: Tom Dugas

Sensor Project Manager, EADS North America

Thomas Gurbach

Phantom Works, Boeing, Manager, Advanced Airlift and Tanker Systems

Neil Smith

Director, A400M Program, EADS North America

John G. Walther, Jr.

Senior Manager, Advanced Air Mobility Programs, Advanced Development Programs, Lockheed Martin Aeronautics Company, Skunk Works

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his session challenged Forum attendees to think about air transportation functions by looking at incremental improvements that have occurred over time within the Defense Transportation System. Some “quantum leaps” were also mentioned; namely, advances in composite construction that allow for greater efficiency at lower costs. Panelists introduced aircraft and systems specifically designed to move troops and heavy lift loads in keeping with today’s asymmetric missions. Examples are not fully mature, but they hold remarkable potential as replacement for outdated, outmoded fleets in commercial and military markets. For all practical purposes, test trials are nearing completion, and critical milestones have been met successfully.

Composites—the “Flying Wing”

Boeing’s Phantom Works has partnered with NASA and the Air Force Research Laboratory to study the advantages of the “Flying Wing,” a concept that resembles a wing rather than a conventional aircraft.

The configuration is commonly referred to as a “Blended-Wing Body” and is made possible by utilizing Advanced Stitched Composite Construction techniques in manufacturing. The X-48B, the Boeing prototype, holds promise for the DOD as a multi-role, long-range, high-capacity military transport aircraft. Operationally, it would be efficient and in line according to new budget directives.

But why composite construction? Composite construction is a relatively easy method to apply. It makes use of simple, available materials, and it can modify individual components on existing aircraft.

Savings on tooling is a significant feature (see the Lockheed heading for more on the subject). Composite technology also allows for new aircraft designs such as the “flying wing,” which celebrated Test Flight #81 at Edwards Air Force Base on the Forum session presentation day, September 21.

Strategic Delivery to the POINT OF NEED

When it comes to defense transportation logistics, delivery is everything. And the A400M Airbus, a.k.a. “Grizzly,” definitely delivers when called upon. The aircraft nickname says it all. According to the flight test team, the airlifter’s hunched appearance resembles the muscular shoulders of the bear. Incidentally, the first flight carried a party of non-human passengers—teddy bears to raise funds for the EADS-sponsored charity, Aviation without Borders—a nice reminder of the Grizzly’s future role in civic and humanitarian missions. The name rapidly spread throughout Airbus Military and beyond.

The Grizzly, managed by parent company EADS, is a fly-by-wire airlifter and tanker all rolled into one. It flies higher, faster, and further than its competition while retaining high maneuverability, low speed, and short, soft, and rough airfield capabilities, thanks in part to composite components (wing, cargo door, tail section). The Grizzly can carry oversized equipment to either the war zone or the epicenter of natural disaster. It offers autonomous and seamless operations making it ideal under pressure. It also conforms to budget goals set by the Secretary of Defense. Comprehensive data, including aircraft comparisons and specifications, were provided in the slide presentation, but the visual reference to evasive maneuvers captured immediate attention of session attendees: a 120degree wing over filmed at the Farnborough Air Show July 20, 2010.

UPDATE: on November 4, 2010, the A400M Grizzly dropped paratroopers from France and the UK on successful trial runs from 6000 feet at the Fonsorbes drop zone near Toulouse, France. The test drop proves capability for sensitive air drop procedures, something unknown to this type of craft.

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Boeing’s X-48B Blended Wing Body technology demonstrator shows off its unique lines at sunset on Rogers Dry Lake adjacent to NASA Dryden Flight Research Center.

Photo by Robert Ferguson (Boeing)

The session changed gears with an update on hybrid airships. Skunkworks, a Lockheed venture, is investigating P-791 hybrid technology, which has come a long way since the hydrogen fueled Hindenburg. Modern airships are powered by helium, which is more efficient, and they combine a mix of platform options for greater capability. They require little to no infrastructure support and are scalable to either regional or global configurations; the latter is capable of hauling 500 tons of cargo, or the equivalent of a fully loaded 747! Integrating airship technology into the current Defense Transportation System remains a challenge.

NDTA Press Team: Karen Schmitt/Kent Gourdin

EADS’ Unattended Luggage Inspection System (ULIS) was also introduced in the session. This explosive detection system, for DOD and commercial usage, has been retasked from sensor technology currently available in aircraft designs. It is a portable, lightweight unit that can be used to mitigate threats in the field. The ULIS has been tested in Army and Navy settings; prototypes are in place. Existing detection equipment has limited capability or is not portable.

Changing the Game

The Lockheed Martin presentation introduced its Advanced Composite Cargo Aircraft (ACCA) and the P-791 Hybrid Airship, two promising technologies with great potential for commercial and government markets. Both technologies make use of existing prototypes, another cost savings factor.

Today we control unmanned aircraft through satellites from the ground. Those same technologies are available to control ground technologies from the air. Imagine how this would impact transportation in a hostile environment.

The ACCA, a modified Dornier 328J, was developed in collaboration with the Air Force Research Laboratory (AFRL) and sponsored by the Secretary of the Air Force. The Dornier prototype (passenger equipped) was reconfigured for heavy lift, and certain structural components 38 |

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Emergency Logistics – Haiti Operation Unified Response (OUR) Moderator: COL Kevin Kachinski, USA

Chief, West Division, USTRANSCOM J3-W The Dornier. Photo courtesy of Lockheed Martin/Denny Lombard

Panelists: Jay Brickman

VP Crowley Maritime Corporation

Todd Horne

were manufactured using composite material that eliminated complex tooling and reduced costs. (The materials and processes used in the fuselage reduced the number of parts from approximately 3000 to 300 and drastically reduced the number of mechanical fasteners from 30,000 to around 4000. Instead of traditional rivet fasteners, sections were bonded together.)

Additional process benefits were proven just prior to the NDTA Forum when on August 30 it was announced that a government/industry team (ManTech and Stratton Composite Solutions together with the AFRL) had developed “out-ofautoclave resin curing” methods that will enable fabrication of larger composite structures at lower costs and provide field and depot maintenance personnel a practical option for repair.

The ACCA may change airframe manufacture for the better. From a military perspective, heavy lift capability is a viable option because of its wide, strong fuselage and an expanded cargo door and ramp that can accommodate military-standard 463L pallets.

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Logistics Officer USAID/OFDA

COL Rich Kramer SDDC G5

COL Alex Vohr

US Southern Command, J-4

COL Mark Weinerth

JLOC Chief, US Northern Command JLC

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he session began with an emotional video, showing dramatic footage around the 7.0 Haiti earthquake on January 12, 2010, as well as the aftermath and the welcomed US military response. It was clear that coordination was critical: to bring together the international community and to balance the needs for relief supplies, equipment, and field hospitals from around the world— and to get everything up and running as quickly as possible.

All of the panelists provided fantastic insight into the challenges and future opportunities around disaster response and relief, but perhaps Colonel Alex Vohr of US Southern Command itemized the success stories best, which include: • USTRANSCOM’s ability to rapidly open ports

• Support/collaboration of USAID and the World Food Program • Successful repatriation of tens of thousands of displaced Haitians • Rapid development of strong commercial partnerships (e.g. Crowley Marine) • Responsive contracting support • Food surge • Mortuary affairs

a low footprint at the airport and seaport and set up leases where a landowner was known. In most places, we paid to use the land and returned it better than when we started. The land issue is big. We wrestled with the question of how big a presence to set up. We believed that the military would be on the ground for at least a year, but our unique capability proved that that timeline could be reduced.

Despite the many positives, the panelists also cited areas in which improved training and preparation could ease relief efforts in the future. For example, the need to understand the many organizations involved in disaster relief (NGOs, foreign governments, etc.) and how to best link everyone together more quickly and effectively. Also, the DOD must balance addressing the “CNN Factor” (providing timely information to the public) while allowing personnel to focus on action, not reporting.

Do you have a monitoring process in place to see how things are going now? And whether or not the military might have to go back in?

Yes, we are monitoring in support of the state department to maintain situational awareness. If something happens again, we’ll go back to the same process (that Haiti would have to request USAID to be in charge; that the military would respond in concert with that request, etc.).

USAID still has a large presence in Haiti, and many NGOs are still on the ground, keeping a close eye. What exists now is a welfare state, and what we need is the Haitian government to be able to handle this type of crisis.

Questions & Answers

What problems with crowd control did you encounter when you hit the ground?

In certain spots, the crowd was overwhelming, so distribution points were split to spread out people to avoid surging. But in general, people were very patient. The only time people seemed angry was when they needed tents and the government kept giving out tarps. The DOD made an unspoken assumption that Haiti would be in chaos and that a lot of crowd control capability would be needed. Consequently, the 82nd Airborne was deployed to Haiti when it would have been better to send more logistics capabilities. In the future, we need to question assumptions in light of immediate needs and practical concerns.

How did the initial land grab work, setting up supply routes?

It was a hard process. As long as the land wasn’t in use by another organization, we just moved in. We tried to keep

Was there anything in leadership that was implemented to motivate the Haitians toward rebuilding?

The UN has some great programs in place, such as “Food for Work.” Debris removal was another huge task that they were doing. The US military responsibility is to mitigate loss of life, so authority is limited to that mission; we are not nation-builders.

How much of the warehouse was used? How do you contract?

USAID warehouse in Miami was used in a few days. We worked with 10 to 15 freight forwarders that do this work on a regular basis; normally we go with the private sector.

NDTA Press Team: Catherine Thomas/David Rogers

Restoring Affordability and Productivity to Defense Spending Moderator: Alan Estevez

Principal Deputy Assistant Secretary of Defense Logistics and Materiel Readiness Office of the Secretary of Defense (OSD)

Panelist: Gail M. Jorgenson, SES

Deputy Director and Program Executive Officer Acquisition, US Transportation Command Went to TRANSCOM

The DOD made an unspoken assumption that Haiti would be in chaos and that a lot of crowd control capability would be needed. Consequently, the 82nd Airborne was deployed to Haiti when it would have been better to send more logistics capabilities.

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his session delivered a clear message: Beginning in 2012 and continuing through the next five years, the Department of Defense must realize significant savings. Logistics is just one piece of the budget reduction puzzle. The President’s budget projects a 1 percent growth for the DOD. Secretary Gates believes (and history shows) that 3 percent growth (approximately) is needed to operate and modernize. Consequently, Secretary Gates has targeted $100B in savings as a method to achieve results; funds from less valued DOD activities will be moved to parts of the DOD budget aimed at modernizing.

This is not a budget reduction drill— rather, savings from one part of the DOD budget will be invested in more value-added activities.

The DOD remains focused on fulfilling the needs of our forces engaged in combat operations in the most effective method possible. In doing so, the DOD

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tries to be efficient as well. According to Estevez, “If I can’t afford to buy it, someone may lose”. Procurement Officers are willing to pay for value added, but they will be “sharpening their pencils and buying smarter,” said Estevez.

Gail Jorgensen advised, “We let cost get out of control. Now we must build oversight to restore acquisition strategy and apply effective housekeeping. Much has been done and much is left to be done.”

She further advised that industry be an informed partner.

In a September 14, 2010 memo from Dr Ashton B Carter, Under Secretary of Defense for Acquisition, Technology and Logistics, 23 principal actions to improve efficiency were outlined over 5 major areas. The Iraq drawdown and the buildup in Afghanistan involves a substantial portion of the budget: approximately $35B of the $194B allocated to logistics relates to war time needs.

The OSD has published a road map to guide the way.

Target Affordability and Control Cost Growth:

Incentivize Productivity & Innovation in Industry

• Reward contractors for successful supply chain and indirect expense management • Increase the use of FPIF contract type where appropriate using a 50/50 share line and 120% ceiling as a point of departure • Adjust progress payments to incentivize performance • Extend the Navy’s Preferred Supplier Program to a DOD-wide pilot • Reinvigorate industry’s independent research and development and protect the defense technology base Promote Real Competition

• Present a competitive strategy at each program milestone • Remove obstacles to competition • Allow reasonable time to bid • Require non-certified cost and pricing data on single offers • Require open system architectures and set rules for acquisition of technical data rights • Increase dynamic small business role in defense marketplace competition

• Enhance competition by requiring more frequent re-compete of knowledge-based services • Limit the use of time and materials and award fee contracts for services • Require that services contracts exceeding $1 billion contain cost efficiency objectives Reduce Non-Productive Processes and Bureaucracy

• Reduce the number of OSD-level reviews to those necessary to support major investment decisions or to uncover and respond to significant program execution issues • Eliminate low-value-added statutory processes • Reduce by half the volume and cost of internal and congressional reports • Reduce non-value-added overhead imposed on industry • Align DCMA and DCAA processes to ensure work is complementary • Increase use of Forward Pricing Rate Recommendations (FPRRs) to reduce administrative costs NDTA Press Team: Mike McVeigh/Mickey Frank

Better Buying Power (Dr. Ashton Carter) Why this effort and why now?

“There is every reason to believe that the efficiencies we are seeking can be realized. It has taken years for excessive costs and productive overhead to creep into our business practices, but over the coming years, we can surely work them out again.

“Those who hesitate to [go] down the road of greater efficiency must consider the alternative: broken or cancelled programs; budget turbulence; uncertainty and unpredictability for industry; erosion of taxpayer confidence that they are getting value for their defense dollar; and above all, lost capability for the warfighter in a dangerous world. Not only can we succeed: we must.”

DOD Supply Chain Integration and Strategic Distribution: BRAC and Beyond Moderator: Redding Hobby

Executive Director, DLA Strategic Programs and Initiatives Directorate

Panelists: Gerald Bates

Chief, Depot Maintenance and Arsenals Division, Headquarters, US Army Materiel Command

Lorna Estep

• Mandate affordability as a requirement • At Milestone A, set affordability target as a Key Performance Parameter • At Milestone B, establish engineering trades showing how each key design feature affects the target cost • Drive productivity growth through Will Cost/Should Cost management • Eliminate redundancy within warfighter portfolios • Make production rates economical and hold them stable • Set shorter program timelines and manage to them 40 |

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Improve Tradecraft in Services Acquisition

• Create a senior manager for acquisition of services in each component, following the Air Force’s example • Adopt uniform taxonomy for different types of services • Address causes of poor tradecraft in services acquisition • Assist users of services to define requirements and prevent creep via requirements templates • Assist users of services to conduct market research to support competition and pricing

December 2010

Executive Director, Air Force Global Logistics Support Center

Michael Madden

Executive Deputy, Marine Corps Logistics Command

RADM Mark F. Heinrich, SC, USN

Commander, Fleet and Industrial Supply Centers

RDML Nicholas Kalathas, SC, USN Assistant Deputy Commander, Fleet Logistics Support, NAVSEA

Michael Madden

Executive Deputy, Marine Corps Logistics Command

Lorna Estep

Executive Director, Air Force Global Logistics Support Center

Michael Scott

Executive Director, DLA Materiel Policy, Process and Assessment Directorate

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his informative panel session provided an update on the impact of the 2005 Base Realignment and Closure (BRAC) Act on DOD’s logistics efficiency initiatives. Specifically, the overview identified how the services are implementing three Supply and Storage recommendations outlined by the Joint Cross Service Group (JCSG) in the BRAC legislation, including:

• Depot-Level Reparable (DLR) Procurement Management Consolidation, including Consumable Item Transfer (CIT) • Commodity Management Privatization • Supply, Storage, and Distribution (SS&D) Management Reconfiguration With these recommendations in mind, the majority of the session focused on DOD’s movement toward an integrated supply chain with consolidated procurement management and industrial supply, storage and distribution support shifting to DLA. The services each spoke about the current status of their coordination with DLA, and it was clear that their efforts are gaining momentum in identifying significant opportunities for cost savings. For example, RDML Kalathas noted that many common spare parts used by the Navy have suitable substitutes, and for some items this runs as high as 40%.

The point is that we will routinely spend $1000 or more on the purchase card to have a vendor make a few screws or washers or bolts, because the stock number the Navy uses shows no stock; however, the identical item used by another service carries a different stock number, and is available in the supply system for less than a buck. Therefore, by exploring options at the enterprise level **and tapping more fully into DLA’s capabilities**, DOD will be better positioned to leverage its supply chain and reduce or eliminate duplicative procurement efforts across the services.

A key BRAC success factor is the teamwork between DLA and the services; it is critical to implementing logistics efficiency initiatives that enhance the effectiveness of logistics support to operational joint and expeditionary forces. A challenge cited throughout the presentation was the needed cultural shift within the services to better accept and trust in DLA’s role as the “best value provider” for DOD’s supply

SNAP SHOT

DOD Supply Chain Integration and Strategic Distribution: BRAC and BEYOND

• Current structures do not always promote entrepreneurship, flexibility, or savings • Establishing DLA as the single source of supply chain management is the right thing to do • Centralization of inventory will ultimately establish efficiencies • Making change means that culture, in addition to responsibility, is in transition • However, change also affords the opportunity for people to work smarter • At most sites, the transfer of roles and processes has been smooth • Yet, it’s not always a “Win Win” situation • Optimization is a noble goal, but it should not take away from what is already working: leveraging best practices (forecasting and inventory visibility) has facilitated the process • In some cases, the procurement function needs sorting out • Perhaps recurring, predictable items should be kept under contract • No matter what, the best laid plans need recovery space as well as time up front for training • Each service is unique, so stakeholders must be sensitive to others’ business rules in order to keep integration strategy ongoing • We all need to think BRAC and beyond

chain management needs. Furthermore, many issues were raised as examples of the complexity of the supply chain, including: • Demand variations necessitate flexibility in the system • Different business rules are in place across the services, based on how each deploys • DLA needs to shift from a “wholesale” mentality to a “retail” approach

“The task before us is to significantly reduce excess overhead costs and apply savings to force structure and modernization.”

—Defense Secretary Robert Gates At the conclusion, an attendee inquired about the status of implementing RFID as a way to keep up with inventory levels. Both the DLA and Air Force panelists responded, stating that there are several major initiatives underway, including efforts in receipting at all DLA depots for materiel optimization, the Air Force’s handling of nuclear-related materials, and an initiative to accelerate some Air Force inventory processes.

NDTA Press Team: Catherine Thomas/ Mike McVeigh

Logistics in the Next Decade— A New Way of Thinking Moderator: RADM Michael S. Roesner, SC, USN (Ret.) Associate Partner, IBM Global Business Services

Panelists: Davis Hoppes

Sr. VP Ocean Services, Matson Navigation Company

John Kopacko Manager, Service Parts Operations, Americas, IBM

John Rogers Division Chief, USTRANSCOM

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hat lies on the Logistics Horizon?

Session panelists, representing private and public sectors and with extensive hands-on experience in various logistics disciplines, agreed that we will need to be able to deliver more, further, faster, cleaner, and “better” from the customer’s point of view. Technology will be the driving force, and information sharing, versus supply hoarding, will define smart supply chain management. In the meantime, processes will have to change from being functional to becoming totally integrated systems guided by a common metric.

focus and set realistic goals to ensure those goals are met. We also need to get better at business analytics; that is, do the math first, then do the deployment.

Business Devel. Exec., IBM Global Business Services

Janette Bombardier, director of the Vermont site, stresses that programs and policies must be synchronized and still support the core mission. “There is money in doing the right thing,” she says. Small ideas can yield results. Ideas such as incorporating waste output as material back into the supply chain. IBM worked with authorities to delist silicon wafer as a hazardous material and sold it to the solar panel industry. This helped reduce costs because the company no longer paid to dispose of the material.

Panelists:

Transportation

NDTA Press Team: Kent Gourdin/David Rogers

Going Green: Greening the Supply Chain Moderator: Robert St. Thomas

Janette Bombardier A recent study by McKinsey & Company predicted that by the year 2020, 80% of world goods will be manufactured in a country different from where they are consumed. The current figure is 20%, which means a potential four-fold growth in shipping volumes in just ten years. Logistics is the sector on which the global economy will increasingly rely. Logistics will no longer be a mere facilitator of economic growth, but will increasingly drive the direction of economic development.

Logistics will no longer be viewed as a commodity, where offering the cheapest solution is “the game changer.” Those that provide sustainable services, make distribution networks more efficient, and employ optimal transportation modes to manage load capacity and run smarter routes will come out on top.

Environmental stewardship will play an even greater role. Reduction of carbon emissions is already a central aspect of business and a factor in most corporate strategies. Customers worldwide increasingly demand greener logistics. They will be the best indicators of whether things are on the right track.

American Eagle Outfitters (AE), “a lifestyle retailer that designs, markets, and sells its own brand,” was proposed as an industry example in this session. AE completely resets its stores 14 times per year.

This promotes flow through, eliminates inventory reserve, and anticipates customer needs. The AE model, one that is both responsive and proactive, provides lessons of benefit to industry and the DOD. Finally, session panelists agreed that we need to shift from a cost focus to a value 42 |

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Director of Site Operations and Senior Location Executive, IBM

Patrick J. Dulin (SES)

Deputy Commander, DLA Energy

Kirstin Knott

Managing Director, FedEx Government Services

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At FedEx, greening the supply chain is about economies of scale. Achieving efficiency in the air, on the ground, at facilities, and in packaging and materials enables FedEx to decrease costs by focusing on long-term efficiencies to reduce the environmental impact of daily op-

oing green used to be a “good thing to do;” now it contributes to the bottom line. “Going green is going gold,” says Robert St. Thomas.

Eco-efficiency promotes responsible use of resources, reduction of waste and packaging, and recycling to reduce costs and increase competitiveness. Organizations making small changes to processes and procedures can leverage economies of scale to produce significant cost savings.

Greening the supply chain transcends traditional agency and commercial sectors, delivering results in manufacturing, transportation, and government operations.

Manufacturing

At its chip manufacturing center in Vermont, eco-efficiency principles and a top-down commitment tied to budget has allowed IBM to reduce costs and stay competitive. IBM makes extensive use of supervisory control and data acquisition (SCADA) to capture data and continuously monitor conditions at the plant. Since 2001, by linking Lean 6 Sigma and continuous improvement initiatives to environmental programs, fuel and electricity usage at the plant has decreased 21%, and water usage has decreased 27%, while production capability has increased 30%. By analyzing water usage and treatment procedures, IBM has reduced water treatment costs at the Vermont center by $900,000 per year and reduced water related energy costs by $1.8 million per year.

December 2010

US Sailors assigned to Riverine Group 1 conduct maneuvers aboard an experimental riverine command boat (RCB-X) powered by an alternative blend of 50 percent NATO F-76, a traditional marine distillate fuel, and 50 percent algae-based fuels to support the secretary of the Navy’s effort to reduce fuel consumption.

(DOD Photo: 3rd Class William Jamieson, USN)

erations. For example, under their Fuel Sense Program, FedEx has changed inflight processes, altered flight routes, and adjusted the placement of loads within aircraft, resulting in savings of more than 35 million gallons of fuel per year. On the ground, FedEx maintains the largest fleet of hybrid commercial delivery vehicles in North America. Hybrid vehicles deliver a 42% improvement in fuel efficiency, 25% reduction in greenhouse

gas emissions, and 96% reduction in particulate pollution compared to vehicles powered by fossil fuels. At facilities throughout the world, such as Oakland, CA, and Cologne, Germany, FedEx has installed solar power panels on facility roofs, reducing greenhouse gas emissions related to facility operations. The FedEx commitment extends to packaging and materials: packaging material is recyclable, and FedEx envelopes are made with 100% recycled content. Additionally, the FedEx Package Lab works with customers to strengthen packaging using sustainable materials at a similar cost to traditional packaging.

Government/Public sector SCM

“Fifty-three cents out of every dollar spent

by DLA is on aviation fuel,” says Patrick Dulin, SES, Defense Logistics Agency (DLA). Not only is the search for viable alternatives driven by the need to increase savings, but developing viable alternative fuels is also a security imperative. To that end, DLA is developing “drop-in” alternative fuels that use existing transportation and distribution infrastructure and are invisible to operate. Such fuels are derived from petroleum, camelina, tallow, and algae. One goal of the DLA program is to promote regional solutions that will reduce fuel transportation costs. In partnership with the Defense Advanced Research Projects Agency (DARPA) and the state of Hawaii, DLA has begun a program called the Green Initiative for Fuels Transition Pacific (GIFTPAC) with the goal of producing up to 25% of its current estimated requirements for aviation and marine fuels in Hawaii with renewable fuels grown in Hawaii. It is hoped that the program will succeed in reducing fuel transportation costs and re-invigorate the Hawaiian agricultural industry.

Going green contributes to the bottom line as eco-efficiency increases competitiveness. Organizations can make small

changes to processes and procedures to produce significant cost savings. According to Patrick Dulin, this is “a game of singles versus home runs.”

NDTA Press Team: David Rogers/Mickey Frank

What Today’s Travel Management Office (TMO) & Government Travelers Need to Know Moderator: Dr. G.R. “Rocky” Mobaraki, MBA, PhD

Director, Global Government & Strategic Programs, The Hertz Corporation

Panelists: Andrea Carlock

Deputy Chief, Commercial Travel Division, DTMO

Jerry Ellis Business Management Specialist, GSA

Stephen Heifretz

Partner, Steptoe & Johnson LLP

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he city-pair program is 30 years old and has clearly been a success. It meets government travel needs and industry requirements in an ever changing environment. So far this year, $2.9 billion dollars have been spent. Fares are 68% below comparable walk-up fares, yet they are fully refundable with no fees, no expiration dates, and no stay requirements. The fare structure also allows for one-way travel.

As with any process or program, there are some challenges: • Airline instability and consolidations • Volatile fuel prices • Decreased ability for GSA to receive discounts due to competition (particularly to remote locations) • Errors made in purchasing tickets have prevented travel; for example, if a passenger fails to record data according to the “Secure Fly” requirement (full

Marines Deploy “Green” FOB to Afghanistan The USMC has deployed the 3rd Battalion, 5th Marine Regiment’s Company as an experimental Forward Operating Base in Helmand province, Afghanistan, to assess how it stands up to rugged operational conditions while relying solely on renewable technology and energy-saving techniques. The system was tested at Marine Corps Air Ground Combat Center at Twentynine Palms, CA, and operated 190 hours straight with almost no fossil fuel usage; only observation equipment required generator power. Technology has made the Marine Corps increasingly lethal (a company of about 150 Marines on the battlefield today has approximately the same combat effectiveness of 1000 Marines 10 years ago), but advancements in information and communication technology, intelligence assets, and computer servers have come at a cost in weight, bulk, and energy dependence. Other ways to streamline the logistics tail—all the support that follows troops into combat—has been taken on by the US Marine Corps Expeditionary Energy Office under Director Colonel Bob “Brutus” Charette. For example, generating potable water in theater, another target of field testing, would not only support sustainability, but would also reduce the number of convoys carrying bottled water to the troops at great risk through austere areas.

name as shown on driver’s license, date of birth, and gender) Efforts underway to smooth and improve the entire travel experience from booking to ensuring that the government traveler’s needs are being met are impres-

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sive. One of the lessons learned relates to the Safety Act of 2002; improvements that are intended to encourage the development and deployment of anti-terrorism technology will insulate companies from liability due to the terrorist act.

Even though there is much work to do, especially with respect to integration of Defense Travel System (DTS) reservation processes with local TMOs, the results will ultimately revolutionize the way DTS handles travel.

should be, but is relying on industry to make a case. DHS wants to provide an incentive for companies/industries to invest in security.

NDTA Press Team: Kent Gourdin/ Catherine Thomas

Household Goods System Moderator: Fran Vollaro

Senior VP, Relocation Services, The Pasha Group

Panelists:

Navy Vessels runs on Seaweed

Col Mike Miller, USAF

The DTJ has previously published news concerning the US Air Force and successful alternative fuel testing (see “Air Force Soars Toward Alternative Fuel Goals,” June 2008). On October 22, the US Navy “took the plunge,” demonstrating in a test run at Norfolk Naval Station that a military vessel could be successfully powered by a 50/50 blend of diesel fuel and an algaebased biofuel. Dubbed the “mean, green-riverine machine” by RADM Philip Cullom, director of the Navy’s Energy and Environmental Readiness Division, fast, agile craft designed for coastal and inland operations used in the test run represents a step toward breaking its dependence on petroleum. Military sea service, whose vessels consume 80,000 barrels of oil a day, is under orders from Navy Secretary Ray Mabus to fuel half of its total energy consumption from alternative sources, such as biofuels and nuclear power, by 2020.

Program Director, JPMO, HHG Systems, Acquisition Directorate, USTRANSCOM

Lt Col Derek Oliver, USAF

Director for Personal Property, SDDC

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he Personal Property arm of the DOD represent huge business, with 500,000 to 600,000 shipments (approximately 15% of all shipments worldwide) per year at $2 billion; 119 shipping offices; and 961 transportation service providers. Success is all about relationships, understanding each other’s perspectives.

Hurdles

Peak season (summer months) typically presents challenges: capacity; new business rules and or processes are not fully understood or customers just don’t comply; too many short fuse shipments; service member expectations are not met (often due to heavy bookings and/or coordination with leave schedules).

On the Positive Side

QUESTIONs & ANSWERs

Why wasn’t it in the best interest of the government to include baggage fees in the negotiation?

Some don’t charge, others have varying fees. For the DOD, it was not in travelers’ best interest since many allow active duty military up to three bags free. The thought was not to influence how airlines managed active duty travel.

Does DHS have industry standards that are required?

No. The Department of Homeland Security (DHS) does not have a pre-considered view of what security standards 44 |

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Transportation Service Providers (TSPs) are taking steps toward corrective action for next year’s peak season; statistics look encouraging but still need improvement (Jan-Jun 2% past RDD, Jul-Aug 7% past RDD); Defense Personal Property System (DPS) is looking good as it subsumes Transportation Operational Personal Property Standard System (TOPS) workload, especially when it comes to invoicing; www.move.mil, the official DPS portal, offers volumes of useful material, and improvements will continue; increased use of DPS vis-à-vis TOPS proceeding apace; and the DPS Help Desk reorganization into three tiers has produced good synergy and great results.

December 2010

On the Horizon

Completion of Phase III in DPS is in progress; changes in carrier qualification process are coming up; there will be no open season this year, and maybe in subsequent years also.

Stay Tuned

We hope to provide updates on Responses to the Federal Register Notice (Phase III); Pacific Personal Property Workshop 1720 October; Personal Property Forum 3-4 November; improved DPS performance and complete roll-out; sunset legacy system (TOPS); SDDC Symposium 4-6 April; the competitive FY12 contract.

QUESTIONs & ANSWERs

Is your consideration to change the Debt:Equity Ratio from 4:1 to 2:1 set in concrete?

No, it is not final. It will be “socialized” with industry before any decision is made.

Has any thought been given to industry involvement in trying to come up with solutions to the issues/problems?

We are reaching out to industry through various Associations as well as the NDTA Household Goods Subcommittee. Additionally, we are willing to listen to any good suggestion for program improvement, so please contact us at any time: Fran Vollaro fran_vollaro@pashanet.com (O) 415-927-6339, (M) 202-486-6874 Col Mike Miller michael.miller@ustranscom.mil (O) 618-256-6132, (M) 618-520-0038 Lt Col Derek Oliver derek.oliver@us.army.mil (O) 618-220-5126/5448 (M) 618-741-6564 Are you involving the TMOs/ITOs in the After Action Review (AAR) process?

The amount of actual TMO/ITO involvement is a service call. We coordinate AAR activity with the Military Service HQs, the HHG Associations, OSD, and the JPPSOs in Washington and San Antonio.

Will all the business rules be set before the next contract?

It will take three to four years to finalize the rule setting. That having been said, there will be a new contract in place October 1, 2011.

NDTA Press Team: Mickey Frank

Intermodal HAZMAT Shipments Made EZ Moderator: Leonard Fialdini

Software Manager, Labelmaster

Panelists: Rhonda Jessop

International Training Projects, Labelmaster

Jay Johnson

Inmark Worldwide

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roper shipment of hazardous materials and dangerous goods is a continuous challenge facing companies and government agencies. According to Labelmaster, hazardous materials and/or dangerous goods shipments account for 53% of all frustrated shipments. With the current trends of increasing penalties for non-compliance likely to continue and costs associated to frustrated cargo, it is critical for shippers to properly handle shipments. Changing and sometimes conflicting regulations, inadequate training, and poor communication make it difficult for shippers to ensure that hazardous materials/dangerous goods are properly classified, identified, packed, marked, labeled, and documented. Proper training, standardization, and the use of technology can help overcome such challenges.

Training

Training and communication are critical to successfully creating a safety culture.

The role of integrated communications from the highest level of an organization to the front lines stresses the importance of compliance and the cost of non-compliance. Creating and maintaining a safety culture enables organizations to maximize safety, control risks, and increase cost savings by reducing refused shipments, reducing fines and violations, and improving public image. Regulations are living documents, and changes will still need to be communicated throughout an organization. It is critical to understand how a regulatory change will impact an

Areas to Maximize Efficiency • HAZMAT software menus to facilitate proper input of information • Online regulatory publications • Internal and external packaging validation • Processed forms and labels • Full history of all shipments, including documentation complying with federal regulations • Templates for redundant shipping • Standardized, centralized shipping process documented by management solutions • Careful training

organization. Inappropriate training or a lack of training is the number one violation related to the shipment of hazardous materials and dangerous goods. A strong communication plan combined with an effective training program can ensure everyone in an organization is involved in doing the right thing.

Standardization

The Globally Harmonized System (GHS) is a worldwide effort spearheaded by the United Nations to standardize and harmonize the classification and labeling of chemicals.

In the United States, classification and labeling requirements are set by the Consumer Product Safety Commission, the Department of Transportation, the Environmental Protection Agency, and the Occupational Safety and Health Administration. According to the EPA website, the GHS: “is a worldwide initiative to promote standard criteria for classifying chemicals according to their health, physical, and environmental hazards. It uses pictograms, hazard statements, and the signal word “Danger” and “Warning” to communicate hazard information on product labels and safety data sheets in a logical and compre-

hensive way. The primary goal of GHS is better protection of human health and the environment by providing chemical users and handlers with enhanced and consistent information on chemical hazards.”

This initiative will change how shipments must be classified, identified, packed, marked, labeled, and documented.

The Role of Technology

Technological solutions can assist shippers by searching the most up-to-date regulations to reconcile modal, state, and carrier variation. Shippers can search items by National Stock Number or part number and access the associated Material Safety Data Sheets to ensure that shipments are prepared and documented appropriately. Some solutions also provide shippers with graphical or pictorial samples of how to properly label packages.

With continuing changes in the regulatory framework, more scrutiny will be placed upon the shipper to ensure that goods are prepared properly according to mode or shipment. Increased costs associated to non-compliance, such as refused shipments, spill clean-up costs, and fines, make it imperative that organizations establish and maintain an effective communication and training plan and leverage technological solutions related to the shipment of hazardous materials and dangerous goods.

NDTA Press Team: Janet Stine-Bolduc/ David Rogers

US Bank Freight Payment (formerly PowerTrack): What You Need to Know Jeff Webb

Senior Manger, US Bank

U

S Bank, which caters to a military customer base, has rebranded its freight payment system from Power-

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Track to US Bank Freight Payment. The big question is, why?

US Bank and Visa formed a joint venture named Syncada. Under Syncada, a global financial supply chain was created to provide a robust platform for automated invoicing and payment. This expands the buyer/seller network through Visa’s access to global financial institutions. Under the venture, US Bank retained personnel for freight payment and still has collaborative network solutions with improved terms.

The change should be transparent with no noticeable difference for customers.

Syncada took responsibility for the IT developers and operational support and is also responsible for the network, technology applications, and data programmers with US Bank participation. US Bank continues to provide customer support for day-to-day issues.

US Bank is custodian of the relationship with Syncada. It is also responsible for the payments, providing the financing, and account reviews. Syncada sends and receives information to buyers and sellers, processes the invoices, executes payments, provides operations support on behalf of US Bank, and is responsible for product innovation.

What is the benefit of the joint venture for the customer? The freight payment continues to be an area of importance to US Bank.

There will be increased global system chain visibility and control, as well as more customer effective international credit vehicles.

NDTA Press Team: Janet Stine-Bolduc

Roundtable Global Challenges and Issues: Africa, the Middle East, India, China, and Eastern Europe Discussion Leader: LTG Kathleen M. Gainey, USA

Director for Logistics, J-4, The Joint Staff

Panelists: Colonel Tommy Baker

J-43, United States Pacific Command (USPACOM)

Captain Brian Sheppard

Chief, Logistics Support Division, USAFRICOM Chief, J-4 (Mobility), United States Central Command (USCENTCOM)

DPS has recently had technical problems with a high rate of exception because not all users are familiar with it; however, a patch has been installed, and payments are starting to flow faster. Incidentally, CWA, an older system, still processes 55 to 58 percent of all HHG shipments. Once the new system is firmly in place, CWA will phase out, and DPS usage will increase.

To minimize problems when using DPS, follow the tips below: • Sign up for email notifications of audit exceptions, approval required, and unmatched items • Anytime you hold or change an invoice, add an explanatory note (also provides a good audit trail) • Work your “open summary invoice” (current period) rather than waiting Defense Transportation Journal

A new user interface will soon be rolled out. It is now in DOD for testing.

Upcoming events include the 2011 US Bank Financial Supply Chain Payments Conference scheduled for March 15-17, 2011, in Orlando, FL. www.usbankconference.com

Colonel Bob Stine

Household Goods and Defense Personal Property System (DPS)

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(government users are urged to do this; electronic transmissions are sent to DFASS) • Certifying officers should check what was paid the previous month; ensure that it matches certified payment (if there is no match, you can call about the errors) • If there is any rollover, the government must pay prompt payment interest, electronically transmitted to DFASS

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Colonel Bill Summers

Chief European Deployment & Distribution Ops (USEUCOM)

Colonel Rick Thompson

J-5, Canadian Operational Support Command (CANOSCOM)

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eneral Gainey called together senior leaders representing operational commands in Europe, the Middle East, and Pacific regions to discuss global issues and challenges. She began the dialogue with a question: “Where is logistics going?” The quick answer indicates that “jointness” will shape response planning and execution to events unfolding around the world.

The challenge is finding ways to operationalize the joint concept, or “move from a logistics community to a logistics

December 2010

enterprise,” according to General Gainey.

Work is underway on a Joint Logistics White Paper that will address issues applying to an inclusive, broad based audience who share mutual logistics and supply chain concerns—combatant commanders from all US branch services; international and industry partners; NGOs; and governmental agencies (to name only a few). “These are the people who can help define requirements and solutions,” Gainey explained.

The exercise is a new way to think.

“The point is to avoid re-inventing the wheel; we have to look in from the lens of our interagency partners,” said Gainey.

The JF5 commander was brought “inside the bubble” because when you think endto-end, that commander controls much of what will be delivered. According to Gainey, that role is a key part of requirements and solutions. He or she can define what “right looks like;” he or she helps clarify. The commander also brings other strengths that can be leveraged.

Each of the panel members, active military joint commanders focused on interagency collaboration, represent a specific geographical area of operations with its own unique culture, capability, and challenge. Gainey introduced her panel noting the importance of involving stakeholders in the conversation because they are “the ultimate solution in supporting the warfighter.”

SNAPSHOT: CANOSCOM

Canadian Operational Support Command (CANOSCOM) supports all Canadian Forces domestic, continental, and international operations. Its first duty is to generate task-tailored operational support organizations for the new operational commands—Canada Command (Canada COM), Canadian Expeditionary Force Command (CEFCOM), and Canadian Special Forces Command (CANSOFCOM). Within CANOSCOM is a full range of combat support and combat service support functions, including aspects of military engineering, health services, military police, logistics, land equipment maintenance, personnel support, resource management, and communications and information systems.

On February 1, 2006, CANOSCOM assumed command of J-4 Materiel, renamed as the Canadian Materiel Support Group

Operation HESTIA is the Canadian Forces participation in humanitarian operations conducted in response to the catastrophic earthquake that struck Haiti. Op HESTIA is part of a whole-of-government effort that also involves Foreign Affairs and International Trade Canada and the Canadian International Development Agency.

(CMSG), which coordinates nationallevel logistics support operations and provides the focal point for materiel and operational logistics support of Canada’s current and projected defense commitments.

Canada, a smaller player that needs partnerships for coalition solutions, supports no geographic co-coms or overseas bases. Global hubs are in place for operational support, and they are scalable.

Prepositional costs are high and can be done more effectively by industry. Canada influences change “in a concentric manner, working with smaller groups and moving outwards.”

SNAPSHOT: CENTCOM

The US Central Command is now in its ninth consecutive year of combat operations. It oversees the US efforts in Afghanistan and Iraq and assistance to Pakistan, as well as a theater-wide campaign against al-Qaeda. Additionally, CENTCOM is working on numerous contingency plans.

The effort to continue building partnerships throughout the area of responsibility (AOR), working in concert with our diplomatic colleagues as part of a “Whole of Governments” approaches, to help in-

crease the capabilities of partner nations’ security forces is on-going.

CENTCOM country-wide AORs include: Afghanistan, Bahrain, Egypt, Iran, Iraq, Jordan, Kazakhstan, Kuwait, Kyrgystan, Lebanon, Oman, Pakistan, Qatar, Saudi Arabia, Syria, Tajikistan, Turkmenistan, U.A.E., Uzbekistan, and Yemen).

OIF/OEF in Iraq and Afghanistan, Pakistan, and “New Dawn” were main topic points. In light of drawdown operations, getting people out of Iraq is the easy part; removing equipment is a much different story. Closing Iraqi bases and opening bases in Afghanistan has been a community team effort. Multimodal processes have encountered significant hurdles, and the NDN has been

SNAPSHOT: USEUCOM

The United States European Command conducts military operations and builds partner capacity to enhance transatlantic security and defend the homeland forward through cooperative solutions.

The command seeks to be an agile security organization with a “whole of government” approach in order to support enduring stability and peace in Europe and Eurasia.

USEUCOM AOR spans 51 countries and includes all of Europe, Russia, parts of Africa, and parts of the Middle East.

European Command and Allied Command Operations serve as important links between the United States and friends in Europe, effectively “bridg-

Lt. Col. James R. Fullwood, commanding officer of 2nd Battalion, 9th Marine Regiment, hands toys out to local Afghan children outside a shura during a clear, hold, and build operation, October 21, in Northern Marjah, Afghanistan. The main purpose of the operation was to establish security for the construction of a new patrol base while conducting searches of locals’ compounds in the area. Locals were invited to a centralized location where key Marine leaders were present to answer any questions or concerns they had about the operation.

Photo: Lance Cpl. Andrew Johnston.

Service members from seven countries participate in the Jackal Stone 10 welcome ceremony at 21st Tactical Airbase in Swidwin, Poland. The special operations forces exercise, coordinated by US Special Operations Command Europe, aims to build mutual respect while sharing doctrinal concepts. US Army photo by Sgt. Eric J. Glassey.

a workable option from the logistics perspective and vulnerabilities in the Persian Gulf. “If you wait for something to happen, you’ll be behind the power curve. [In the case of the NDN,] it takes time to broker a deal with host nations to allow country access.”

ing” the Atlantic. As the command motto states, “We are all STRONGER TOGETHER.” Given its operational scope, USEUCOM could be regarded as “USTRANSCOM East” – (180 strategic air lifters are on order, and invaluable

www.ndtahq.com | 47

multinational partnering is on-going (European partner nations represent a significant portion of the GDP; most are NATO members).

Army soldiers take breathing advice from Ram Dhani Bajpai, yoga instructor, during a yoga session at Camp Bundela in Babina, India. The instruction is part of a cultural exchange between the Indian Army and the US Army.

with the United States) fall within the PACOM AOR. Forty percent of all disasters take place in PACOM region, which covers half the world’s surface. Because of disasters, the economic implications and loss of life are great. Guam and Okinawa function as staging areas for stock preposition. The PACOM region is especially diverse, with approximately 3000 languages are spoken. Of the world’s three strongest economies (US, Japan, China), two fall within the region. The world’s largest militaries belong to PACOM nations. Since NATO does not exist in the area, relationships are built one-on-one with individual countries. Relationship building is front and foremost; bilateral military exercises help toward this end.

SNAPSHOT: AFRICOM

SNAPSHOT: PACOM

US Pacific Command, together with other US government agencies, protects and defends the United States, its territories, Allies, and interests. And alongside US Allies and partners, PACOM promotes regional security and deters aggression. If deterrence fails, PACOM is prepared to respond to the full spectrum of military contingencies to restore Asia-Pacific stability and security.

Thirty-six countries (not all are friendly

On February 6, 2007, President Bush and Defense Secretary Robert Gates announced the creation of the US Africa Command. The decision was the culmination of a 10-year thought process within the DOD acknowledging the emerging strategic importance of Africa and recognizing that peace and stability on the continent impact not only Africans, but also the interests of the US and the international community. Yet, the department’s regional command structure did

ANNOUNCEMENT NDTA/Military Sealift Command

Joint Summer Intern Program with NDTA and MSC NDTA is teaming with Military Sealift Command (MSC) to make summer internships available to college juniors and seniors who have a special interest in defense transportation. Students who have received an NDTA Scholarship and student dependents of NDTA members who are highly qualified and motivated will receive special consideration for priority placement as a paid summer intern with MSC. The location of the internship may be at any current MSC office in the United States (those locations include Washington, DC; Norfolk, VA; and San Diego CA). Several internships will be made available through this program. Applications are available through NDTA Headquarters and are due postmarked no later than January 15. Please contact Mark Victorson for more information.

A joint team of Senegalese Law Enforcement Detachment and US Coast Guard Cutter Mohawk (WMEC 913) personnel conducting operations in support of the African Maritime Law Enforcement Partnership (AMLEP) program. Photo: Lieutenant Commander James Stockman.

not account for Africa in a comprehensive way, with three different US military headquarters maintaining relationships with African countries. The creation of US Africa Command enables the DOD to better focus its resources to support and enhance existing US initiatives that help African nations, the African Union, and the regional economic communities succeed. It also provides African nations and regional organizations an integrated DOD coordination point to help address security and related needs.

The DOD is not a major player in relief efforts in Africa. Building trust is a major challenge, as is the threat of coastal piracy. “Logistics is an engagement—not a transaction.”

QUESTIONs & ANSWERs

How can Industry better support AFRICOM? Watch for RFIs, look for partnerships, team with DLA on FF&V/subsistence, etc., and find ways to bundle the demand.

What role can DOD play in Pakistan?

DOD is not the lead in Pakistan— DOS is. We can support them with lessons learned from Haiti, providing crisis action teams and getting authorities to do things quickly.

NDTA Press Team: Mike McVeigh/Kent Gourdin

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December 2010

64th Annual NDTA Forum & Expo — Washington, DC NDTA National Transportation Award

NDTA DOD Distinguished Service Award

NDTA Junior Executive Leadership Award

civilian

Charles “Wick” Moorman

Chairman, President and Chief Executive Officer, Norfolk Southern Corporation Presented by Ray Ebeling

Major General James L. Hodge, USA Commanding General Sustainment Center of Excellence Presented by Ray Ebeling

Mr. Eric Mallette

Washington, DC, Chapter Presented by Ray Ebeling

military NDTA President’s Award

Master Sergeant Robert F. Karnes II Scott-St. Louis Chapter

Presented by Ray Ebeling

Mr. Kurt P. Lengert

Dr. Joseph G. Mattingly, Jr., PhD

President, European Region

Chairman, NDTA Scholarship Committee

Presented by Ray Ebeling

Presented by LTG Kenneth Wykle, USA (Ret.)

www.ndtahq.com | 49

NDTA International Chapter of the Year Awards

category II

category III

NDTA Distinguished Service Awards MAJ Jeremy Baran, USAR Rheinland-Pfalz Chapter

COL Rick Barnaby, USA (Ret.) Washington, DC Chapter

Ms. Staci Benge

Tampa Bay Chapter

Ms. Myra Bergman

Scott-St. Louis Chapter

Ms. Joy Borja

Washington, DC Chapter

San Joaquin Chapter

Scott-St. Louis Chapter

Accepted by Terri Dalton

Accepted by Richard Thompson

Presented by Ray Ebeling

Presented by Ray Ebeling

Mr. David Brown

Valley of the Sun Chapter

Mr. Mike Carnes

Scott-St. Louis Chapter

Mr. Richard Cobb

Scott-St. Louis Chapter

NDTA International A-35 Chapter of the Year Awards

category II

category III

Mr. Ben Cross

Tampa Bay Chapter

Mr. Grant Davis

San Francisco Bay Area Chapter

Ms. Stefanie Dobbert Rheinland-Pfalz Chapter

Mr. Daniel Harrier Scott-St. Louis

Mr. Campbell “Scott” Hood Tampa Bay Chapter

Mr. Keith Huppert

Washington, DC, Chapter

San Antonio Chapter

Accepted by Anthony Ibarra and Tom Fortunato

Accepted by Lt Col Cliff Altizer Presented by Ray Ebeling

Presented by Ray Ebeling

San Joaquin Valley Chapter

Ms. Kirstin Knott Washington, DC

Ms. Michelle Sabin

Scott-St. Louis Chapter

MSgt Mario Saenz, USAF Rheinland-Pfalz Chapter

NDTA Corporate Distinguished Service Awards American Military University APL, Limited ASL Avis Budget Group Baggett Transportation Company Bennett Motor Express, LLC The Boeing Company Boyle Transportation DB Schenker Delta Air Lines DHL Global Forwarding FedEx Greatwide Truckload Management The Hertz Corporation IBM 50 |

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InterContinental Hotels Group (IHG) Labelmaster Software Landstar System Lockheed Martin Maersk Line, Limited National Air Cargo Panther Expedited Services, Inc. The Pasha Group Raith-CTS Logistics R&R Trucking Savi, A Lockheed Martin Company Southwest Airlines Transportation Institute UPS YRC Worldwide

december 2010

Mr. Brad Schuster

Scott-St. Louis Chapter

Ms. Ivalyn Turner Atlanta Chapter

Ms. Laura V. Yarbrough

San Francisco Bay Area Chapter

Colonel Norbert Grabowski Membership Recruiting Awards

category I

category II

NDTA Instructors of the Year, 2009-2010

US Army Captain James Fager, USA Army Logistics University Fort Lee, Virginia

SFC Randy Morris, USAR

6-100th Regiment, 2d Brigade, 94th Training Division Fort Knox, Kentucky

San Diego Chapter

Houston Chapter

Accepted by LtCol Dave Boone

Accepted by Robert Morgan

Presented by Ray Ebeling and Anne Grabowski

Presented by Ray Ebeling and Anne Grabowski

SSG Jessie London, USANG

3/209th Battalion, Regional Training Institute Ashland, Nebraska

US Navy Mr. Richard Slaney

Navy Supply Corps School Athens, Georgia

category III

A-35 Recruiter

US Air Force SSgt. Robyn L. Manning, USAF USAF Expeditionary Center/ Mobility Operations School Joint Base McGuire-Dix-Lakehurst, New Jersey

Washington, DC Chapter

Mr. Joe Escalera

Accepted by Tracy Ramsey

Regimental Chapter

Presented by Ray Ebeling and Anne Grabowski

Presented by Ray Ebeling and Anne Grabowski

Top Overall Recruiter

Mr. Robert Morgan Houston Chapter

Presented by Ray Ebeling and Anne Grabowski

www.ndtahq.com | 51

Military Unit Awards |

Presented by General Duncan McNabb, USAF

Army —Active Component

Army —National Guard

Marine Corps —Active Component

51st Transportation Company (Palletized Load System), Mannheim, Germany

114th Transportation Company (Med. TRK – Palletized Load System), Duluth, Minnesota

Combat Logistics Battalion 6 Camp Lejeune, North Carolina

accepted by 1LT James Streams, USA escorted by MG Kevin A. Leonard, USA Commanding General, SDDC

accepted by Captain Jeffrey S. Nilsen, MNARNG escorted by MG Kevin A. Leonard, USA Commanding General, SDDC

accepted by LtCol Michael Lepson, USMC escorted by Mr. Carl Marchetti, Head, Logistics Distribution Policy Branch HQ, USMC

Marine Corps —Reserve Component

Navy —Active Component

Navy —Reserve Component

4th Landing Support Battalion Joint Base Lewis-McChord, Washington

Navy Cargo Handling Battalion One Cheatham Annex, Williamsburg, Virginia

Navy Cargo Handling Battalion Three Alameda, California

accepted by LtCol Joseph N. Raftery, USMC escorted by Mr. Carl Marchetti, Head, Logistics Distribution Policy Branch HQ, USMC

accepted by CDR Mike Stiglitz, USN escorted by RADM Robert O. Wray, Jr., USN, Deputy Commander, MSC

accepted by Commander Ed Moninger, USN escorted by RADM Robert O. Wray, Jr., USN, Deputy Commander, MSC

Air Force —Active Component

Air Force —Reserve Component

Coast Guard

436th Aerial Port Squadron (“Super Port”) Dover Air Force Base, Delaware

193d Logistics Readiness Squadron Middletown, Pennsylvania

accepted by CMSgt Christopher Henriques, USAF escorted by BrigGen Michelle Johnson, USAF Director, Strategy, Policy, Programs, and Logistics, USTRANSCOM

accepted by MSgt Timothy James Madole escorted by BrigGen Michelle Johnson, USAF Director, Strategy, Policy, Programs, and Logistics, USTRANSCOM

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december 2010

USCG Guard Air Station Barbers Point, Hawaii accepted by Aviation Maintenance Technician First Class Matthew Burgess, USCG escorted by RADM Thomas Ostebo, USCG Assistant Commandant for Engineering and Logistics, Headquarters, US Coast Guard

SDDC Excellence in Traffic Management Awards |

Army

Presented by MG Kevin Leonard

Navy

Marine Corps

Rene Kasperbauer Fleet Industrial Supply Center, Puget Sound, Washington

Daniel Dougherty Installation Transportation Office, Directorate of Logistics, Fort Hood, Texas

Michael Gorman Traffic Management Division, Marine Corps Base, Camp Lejeune, North Carolina

accompanied by RADM Mark F. Heinrich, USN, SC

Air Force

Coast Guard

DLA

Caron Martin 56th Logistics Readiness Squadron, Luke Air Force Base, Arizona

Beverly Ambrose Aviation Logistics Center, Elizabeth City, North Carolina

Robert Gloria Defense Energy Support Center Aerospace Energy Business Unit, San Antonio, Texas

AAFES

DCMA

Nicole Kelly Army/Air Force Exchange Service, Dan Daniel Distribution Center, Newport News, Virginia

Tony Wilson Defense Contract Management Agency, Transportation, Southwest Division, Phoenix, Arizona

www.ndtahq.com | 53

NDTA Forum Exhibitors AAT Carriers, Inc. ABF Freight System, Inc. Accor Hotels Adapx Aggreko International Agility DGS Air Compassion for Veterans AIT Worldwide Logistics, Inc. AKA Luxury Suites American Military University American Roll-On Roll-Off Carrier APL Atlas Air Avis Budget Group Bennett Motor Express, LLC Bertling Logistics, Inc. Blackbird Travel Boeing Boyle Transportation Cavalier Logistics Central Gulf Lines, Inc. CGI Federal Chapman Freeborn Airchartering Coastal Maritime Stevedoring, LLC Colorado Technical University Comtech Mobile Datacom Corp.

Covenant Transport Coyote Logistics, LLC CUBIC DAMCO DB Schenker Defense Travel Management Office DOT–Maritime Administration DHL Express (USA) Inc DHL Global Forwarding DLA Distribution Dollar Thrifty Automotive Group EADS North America EventRebels Expeditors Intl of Washington, Inc Express-1, Inc. Farrell Lines FedEx Custom Critical FedEx Services Final Mile Logistics, Inc. First Observer/OOIDA General Dynamics Information Technology GeoDecisions Global Maritime & Transportation School Goverline Logistics Government Liquidation Greatwide Truckload Management Hanjin Intermodal/Korean Air The Hertz Corporation Hilton Worldwide Home2 Suites by Hilton Horizon Lines HQ SDDC Hub Group IBM IHG Innovative Green Solutions Intermodal Structures JAS Forwarding Joan Brown Kalitta Charters Kuehne + Nagel Landstar Transportation Logistics LMI Lockheed Martin LTD Management Company, LLC M2 Transport Maersk Line, Limited Marriott Tampa Airport Matson Mayflower McCollister’s Transportation Group Mercer Transportation Company, Inc. Mi-Jack Products Military Family Readiness Init.

Military Sealift Command National Air Cargo NAVSISA-FACTS Navy Federal Credit Union NDTA - Headquarters - A-35 NDTA - Valley of the Sun Chapter NDTA - Washington, DC Chapter Nexus Consulting NIPRNet Globe Services Norfolk Southern Omega World Travel ORBIS Corporation OTO Hospitality Development Overwatch, Inc. Panalpina, Inc. Panther Expedited Services, Inc. The Parking Spot

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Defense Transportation Journal

The Pasha Group Pilot Freight Services PM J-AIT PODS Port of Port Arthur Port of San Diego Priority Solutions International Providence Hospitality Partners R & R Trucking Radiant Logistics Partners Raith-CTS Logistics Reserve Officers Association Ridgeway International, USA Inc. Rock-It Cargo USA SAIC Savi, A Lockheed Martin Company Scan Logistix, Inc. Sealed Air Corporation SkyBitz, Inc. Suite Solutions Supreme Group USA Total Quality Logistics Totem Ocean Trailer Express Trailer Transit TSA – Trans. Security Admin.

U.S. Bank United Van Lines Universal Truckload Services, Inc. UPS US Army PD TIS US Department of Homeland Security USO USO-Metro Washington USTRANSCOM Uti Vocollect, Inc. Worldwide Aeros Corporation YRC Worldwide Educational Pavilion Ashford University Capitol College Embry Riddle Aeronautical University George Washington University Montgomery College Old Dominion University—Maritime Ports/Logistics Stratford University University of Denver—Intermodal Transportation University of Phoenix Walder University Hotel Pavilion A. Briggs Passport & Visa Airport Fast Park AmeriForce Publishing Bridgestreet Worldwide The Boar’s Head Bridgestreet Worldwide Carlson Hotels Country Inn & Suites Equity Corporate Housing Globetrotter Travel Mgmt. Services Grand Hyatt Washington Hawthorne Suites-Alexandria Heritage Hospitality Highgate Hotels Hilton Alexandria Mark Center Hilton Garden-Homewood Inn Suites-Inter Harbor Hilton Garden Inn Bethesda Hilton Silver Spring Holiday Inn & Suites North Beach Holiday Inn Express-Las Vegas Homewood Suites by Hilton, DC Hotel Monticello Hyatt Arlington Hyatt Dulles Hyatt Hotels & Resorts Hyatt Regency Baltimore Hyatt Regency Washington on Capitol Hill Hyatt Summerfield Suites Gaithersburg Marriott Chesapeake The Melrose Hotel MOAA The Park Vista, A Doubletree Hotel Phoenix Park Hotel Puerto Rico Tourism Company Red Roof Inn The River Inn SABRE SGTP Sheraton Charleston Airport Hotel Sheraton Norfolk Waterside Hotel

Sheraton Reston

Starwood Hotels & Resorts

Westin-National Harbor

Westin Virginia Beach Tower Center Wyndham Gettysburg

|

September 2010

NDTA Forum Sponsors

Unleashing Learning: From Strategy to Execution Observations from the Chief Learning Officers Symposium Irvin Varkonyi Adjunct Professor and Marketing Manager, Transportation and Logistics Management, American Military University

W

hat is learning? What is the perspective of the modern corporation or government organizations on learning? Who is responsible for learning in an organization? Is there a difference between education and training? How do we deal with the impact of technology and the internet in today’s learning environment, especially with regard to the demographic breakdown on how to learn?

These and many other questions were raised at the Fall 2010 Chief Learning Officer Symposium held in Dana Point, CA. The conference was reflective of the “tsunami-like” changes in learning. The position of Chief Learning Officer (CLO) is relatively new by name and role in the

corporate suite; traditionally, training and education would be mainly found in the Human Resources (HR) department. HR departments managed training programs specific to their organization’s requirements. Professional development also became an important component in talent management especially through external associations who offered industry- specific learning, including knowledge and skills certification of the workforce.

With these increased demands on learning, when combined with the pressure of keeping costs low, many companies have elevated responsibility for talent management to the corporate suite with the growth of the CLO. The need for increased compliance oversight by

HR required HR managers to focus their resources on regulations and employee requirements. Chief Learning Officer magazine (www.clomedia.com) has been a driving force in the growth of learning as a corporate level responsibility and behind the CLO Symposium.

CLOs have found a voice through these conferences. This year’s theme, “Unleashing Learning: From Strategy to Execution,” dealt with the pressure of our difficult economy and the ability of organizations to execute their educational goals.

Learning Trends in 2010 and Beyond

Caroline Avey, Learning Strategies, and Director, Innovative Learning Solutions at ACS Learning Services, spoke of the pres-

BUILDING UPON PRIOR LEARNING.

Save time. Save cost. Gain expertise.

Learning is cumulative. Take advantage of completing your courses at partner institutions such as Defense Acquisition University, by requesting transfer credit into any of our more than 100 online degree and certificate programs.

Push your mind. Advance your career.

Visit us at the SDDC Training Symposium, April 4-6, 2011, Dallas, TX amuonline.com/tlm | 877.777.9081

www.ndtahq.com | 55

sure that learning organizations are under to respond to their corporate clients. These requirements include connecting learners at a distance, condensing learning seat time, increasing accessibility to learning, and most importantly, ensuring that all learning provides value and a definable outcome.

The availability of technology has vastly empowered individuals to direct their own learning. Tools offered by Ms. Avey included augmented reality (mobile tagging), iPad kiosk learning, and quasi 3-D

The availability of technology has vastly empowered individuals to direct their own learning. learning portals. Rather than obtaining learning packages through on-site classes or web-enabled teaching, such tools allow employees to direct their own learning, based on objectives given to them. In a way, we can say we now see the “Googling” of knowledge acquisition. The CLO essentially becomes a facilitator rather than a package of training.

Linking Tuition Assistance Investment to Your Talent Management Strategies

Panel participants representing Lockheed Martin, Prudential Insurance, and Verizon Wireless offered perspectives on why companies view employee learning programs as vital and effective investments in human capital. Companies are reshaping tuition programs to meet their workforce development and career development needs and leveraging meaningful partnerships with higher education partners. Essential to successful programs is identification and measurement of program outcomes to ensure value from their investment. These corporate executives not only offered theories, but also relayed actual, growing initiatives in learning at these Fortune 500 companies.

Can a company realistically measure the ROI of learning programs? Yes, stated Dr. Ruby Rouse, University of Phoenix School of Advanced Studies. A national study of employer-sponsored educational programs estimated that poorly planned 56 |

Defense Transportation Journal

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programs waste about $6000 per employee. Measurements include employee retention and departmental productive and per capita learning expenses.

The Millennial employee— Driving high performance and Workface engagement

As a result of growing up with the Internet and associated devices, millennials are often said to be the most technologically savvy generation to date. Born between 1981 and 1999, this group began to enter the work force at the turn of the century.

A panel of leading organizations, including ManTech International, Best Buy, the Gap, and UnitedHealth Group, and represented by senior executives responsible for strategic learning, explored creative ideas and innovative concepts that apply to maximizing performance from their millennial employees. As the definition below suggests, and as occurs with each generation, organizations must adapt to millennials, and millennials must be supportive of corporate goals. There is no one secret ingredient, but many ingredients.

In summary, learning is everyone’s business, but the CLO position has the authority and responsibility of driving the value of learning. Technology and the millennial generation will empower self learning, including its benefits and risks.

An organization must assess the ROI of learning—and the responsibility to insure learning is measurable—rather than making budget cuts to satisfy corporate cost cutting. Go forth and learn!

Definitions: (from various dictionary sources)

• Training – Organized activity aimed at imparting information and/or instructions to improve the recipient’s performance or to help attain a required level of knowledge or skill • Education – An act or process of imparting or acquiring general knowledge, developing the powers of reasoning and judgment, and generally of preparing oneself or others intellectually for mature life • Millennials – The millennials joining your workforce now are employees born between 1980 and 2000, or 1981 and 1999, depending on the author.

Unlike the Gen-Xers and the Boomers, the Millennials have developed work characteristics and tendencies

December 2010

from doting parents, structured lives, and contact with diverse people. Millennials are used to working in teams and want to make friends with people at work. Millennials work well with diverse coworkers. DTJ

AMU Job opportunity American Public University/American Military University is expanding its Transportation and Logistics Management outreach team with a second manager.

Marketing Manager, Transportation, and Logistics Markets Synopsis of Role: The Marketing Manager, Transportation and Logistics Markets, will develop, maintain, and expand relationships with private and commercial sectors in the fields of supply chain management, transportation, and logistics, as well as related markets in order to increase awareness of American Public University System (APUS) programs and offerings.

This individual will provide key input for developing the APUS marketing plan as well as provide insight for advertising and reaching out to supply chain and transportation and logistics professionals in business and industry organizations. This position will work closely with businesses and professional organizations to form partnerships and ensure representation and dissemination of APUS program materials in appropriate venues to increase awareness of APUS academic programs.

In managing relationships with various organizations, this individual will work to develop partnerships as well as sponsorships for APUS conferences, symposia, and other academic events and activities.

This position will also be responsible for providing input for targeted marketing and promotional campaigns to reach specific audiences within this market.

Job Location: Manassas, VA, US Position Type: Full-Time/Regular For more on this and other openings: go to http://tinyurl.com/2d4567x or contact Irv Varkonyi, Marketing Manager, Transportation and Logistics American Public University System ivarkonyi@apus.edu

An NDTA Forum & Expo Report Card—Bucking the Trends!

COL Denny Edwards, USA (Ret.) Few subjects could be more appropriate to discuss in a column called Pages Forward than a forecast for the meetings and conventions industry, and specifically how NDTA’s track record bodes well for future Forums and Expos.

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ver the years, NDTA has been Effec fortunate nearly every year to tiven ess beat overall statistics for the Num ber o f Exh meetings and conventions industry, ibitor Profe s ssion regardless of whether we are talking al Pr ogra Netw ms orkin about attendance trends, exhibig Op p o K r e t u tors and sponsors support, or net ynot nities e Sp eake square footage of exhibit space.

Socia rs l Me dia P This year, we broke all records. romo tion According to our final tally, we had more than 1500 registrants, and we sold out the host hotel and two overflow hotels. We also had the most exhibitors and sponsors in recent history.

According to Trade Show surveys industry wide, associations have had a yearly attendance increase averaging 2.1%, and the number of exhibitors has decreased 3.5%.

NDTA’s record is well above the average in both instances. In 2010, the number of exhibiting companies and supporting sponsors set an all-time record and was substantially above 2009 levels. The average amount of exhibit floor space increased to more than 72,000 square feet—the largest in NDTA’s history.

And there is more encouraging news: A Professional Convention Management Survey* predicts that by the end of 2010, meetings will have increased by 15% over 2009 figures. That positive trend is predicted to continue next year. That bodes well for NDTA’s Annual Forum in Phoenix. Indeed, our own Post-Forum Survey showed that for more than 70% of those attending, exhibiting and networking was the most important reason given.

One industry analyst believes that these statistics show that even in poor economic times, face-to-face is still the most effective means for business networking and that the long-term forecast for meetings and trade shows is healthy.

Not only the size and number of NDTA exhibitors set a record for the 2010 Forum and Expo, but also the diversity of the exhibits. For instance, one new NDTA exhibitor erected a massive two-story, multi-use, modular structure right on the expo hall floor. On the other side of the room, a railroad engineer training simulator provided attendees with hands-on experience operating a modern railroad locomotive.

Other “firsts” for this year’s Expo include an impressive 61exhibitor Hospitality Pavilion where representatives of major

vem

ent

& Ex po, Was hi

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hotels promoted numerous in3 B+ centives for the 4 fina B+ mar l military and govB+ k B+ B + B+ ernment traveler.

B B + + B+ B+ NDTA’s Passenger B+ B+ B+ B+ Travel Services ComB+ B+ B+ B+ mittee has long advoB+ B+ B+ cated for more promiB+ B+ B+ B+ B+ nence in NDTA for the B+ B+ B+ B+ “travel” component of the B+ B+ B+ Transportation Industry.

B+ B+ Adjacent to the Hospitality Pavilion was a similar Educational Pavilion represented by 10 leading schools and universities with programs tailored to the military, government, and commercial transportation, travel, and logistics industry.

Helping make this year’s Washington Forum one for the record books is a concerted effort for the Association to listen to its members.

1

2

n, D C

• Surveys showed that cost was important – NDTA negotiated hotel rates for all Forum attendees far below even government per diems • Exhibitors have reduced budgets – NDTA held the line on booth costs for the second year in a row – no price increase for the 2010 Forum • Smaller exhibitors were looking for cost-effective expo space – NDTA expanded the number of Junior Booths and offered table top space for the lowest price in its history • Members wanted more communications via social media; this year we promoted the Forum through, Twitter and Flickr in addition to the GRAM, DTJ, and blast emails • Retired members wanted accessible pricing – NDTA created a Retiree Registration Category • Attendees asked for more high-level content – NDTA has more senior industry leaders and flag rank officers on the professional program this year than ever before DTJ *PCMA, Trade Show Executive

www.ndtahq.com | 57

HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS AAR Mobility Systems ABF Freight System, Inc. Accor Hotels Aeros International Air Transport Assn. of America Air Transport International, LLC AIT Worldwide Logistics, Inc. American Maritime Officers American Public University System American United Logistics AMYX ARINC Army Air Force Exchange Service Arven Freight Services, LLC Associated Global Systems Baggett Transportation Co. Boyle Transportation Byrne Transportation Services, LLC Cardinal Transport, Inc. Carlson Hotels Worldwide CGI Federal 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. DAMCO Dell, Inc. Delta Air Lines, Inc.

REGIONAL PATRONS AAAA Forwarding, Inc. Access America Transport, Inc. AFC Worldwide Express/R+L Global Services Aggreko International Alaska West Express American Moving & Storage Assn.

American Trucking Associations Association of American Railroads ATS Specialized, Inc. Avis Budget Group AWARDCO Freight Management Group, Inc. Benchmarking Partners Bertling Logistics, Inc. C5T Corporation Cargotec USA, Inc. The Cartwright Companies Cavalier Logistics Center for the Commercial Deployment of Transportation Technologies (CCDoTT) Ceres Terminals, Inc. Chapman Freeborn Airchartering Chassis King C.L. Services, Inc. Coastal Maritime Stevedoring, LLC Corporate Flight Management Dollar Thrifty Automotive Group

58 |

Dynamics Research Corp.

Enterprise Database Corporation Express-1 Fikes Truck Line GE Aviation General Dynamics/American Overseas Marine General Dynamics NASSCO General Freight Services/ Coyote Logistics, LLC GeoDecisions Global Maritime & Trans. School-USMMA Greatwide Truckload Management Hi-G-Tek, Inc. Hilton Worldwide Hub Group, Inc. Intercomp Intermodal Association of North America (IANA) Intermarine, LLC International Longshoremen’s Association, AFL-CIO Intl. Organization of Masters, Mates and Pilots Interstate Worldwide Relocation ITLT Solutions, Inc. JB Hunt Transport, Inc. Kansas City Southern Keystone Shipping Company Knight Transportation KU Transportation Research Institute Kuehne + Nagel, Inc. Labelmaster Software

Liberty Global Logistics, LLC Liberty Maritime Corporation LMI Lockheed Martin Aeronautics Co. M2 Transport Mack Trucks, Inc. ManTech International Corp.

Marine Engineer’s Benefits Association Martin Logistics, Inc. Matson Navigation Co., Inc. Mayflower Transit McCollister’s Transportation Systems, Inc. Menlo Worldwide Mercer Transportation Co. National Air Carrier Assn., Inc. National Van Lines New England Motor Freight, a Shevell Group Co. North Carolina State Ports Authority NYK Logistics Americas OAG Ocean Shipholdings, Inc. Old Dominion Freight Line, Inc. Omega World Travel OSG Ship Management, Inc. Overdrive Logistics, Inc. Owner-Operator Independent Drivers Association Panalpina Parts Associates, Inc. (PAI) Pilot Freight Services PODS Port of Beaumont

Pratt & Whitney Prestera Trucking, Inc. Priority Solutions International Priority Worldwide Services PRTM Management Consultants, LLC Radiant Logistics Partners, LLC Ridgeway International Rock-It-Cargo USA, LLC Sammons Trucking Savi, a Lockheed Martin Company Sea Star Line, LLC Seafarers Int’l Union of N.A. AGLIWD Sealed Air Corp.

Sealift, Inc. Southeast Vocational Alliance Southwest Airlines SRA International, Inc. SSA Marine Textainer Equipment Management Totem Ocean Trailer Express, Inc. (TOTE) TQL Transportation Institute Transportation Intermediaries Assn. (TIA) Tri-State Motor Transit, Co., (TSMT) Tucker Company Worldwide, Inc. Union Pacific Railroad United Airlines United Van Lines, Inc. UPS Freight UTi Worldwide, Inc. UTXL Wagler Integrated Logistics, LLC XIO Strategies, Inc.

EADS North America EMO Trans, Inc. Enterprise Holdings Erudite Company Europcar Car & Truck Rental Executive Apartments, Inc. Federal IT Consulting (FEDITC), LLC FlightWorks FMN Logistics Fox Rent A Car Goverline Logistics Great American Lines, Inc. Green Valley Transportation Corp.

Hanjin Intermodal America, Inc. Hawaii Air Cargo, Inc. Holiday Inn VA Beach – Norfolk Hotel & Conference Center HudsonMann, Inc. Hyatt Hotels and Resorts Innovative Green Solutions JAS Forwarding Kalitta Charters, LLC Korman Communities AKA a division Lakonian International Limitless International, Inc. Logistics Management Resources, Inc. LTD Management Company, LLC Lyden, Inc.

Magellan Transport Logistics Marriott Hawaii Resorts & Hotels Marriott International MBA | Morten Beyer & Agnew McLane Advanced Technologies MCR Federal, LLC (MCR) Meyer Trucking, Inc. Mi-Jack Products & Technology Military Sealift Command (MSC) Miramar Transportation Mobility Resource Associates Naniq Systems, LLC NCI Information Systems, Inc. Oakwood Corporate Worldwide ORBIS Corp.

OTO Hospitality Development Overwatch, LLC Patriot Contract Services, LLC Payless Car Rental Perez Bros., Inc. Philadelphia Regional Port Authority Phoenix International Freight Services, Ltd. Port of Port Arthur Port of San Diego Reckart Logistics, Inc. Royal Trucking Company Scan Logistix, Inc. Seabridge, Inc.

Sea Box, Inc. Silk Road Air & Logistics SkyLink—(USA) Sleep Inn and Suites SLT Express Way, Inc. SR International Logistics, Inc. Stratos Jet Charters, Inc. Staybridge Suites Chantilly/Dulles Airport Suite Solutions TAPESTRY - FSG Tennessee Steel Haulers Trailer Bridge, Inc. Trailer Transit, Inc. Transcar GmbH Trans Global Logistics Europe GmbH TRI-STATE Expedited Service, Inc. Truva International Transportation & Logistics Unimasters Logistics PLC US Bank Transportation Solutions (formerly PowerTrack) US Door & Building Components US Suites Utley, Inc. Venture Express, Inc. The Virginian Suites Yurtiçi Logistics Supply Chain Management and Distribution Inc.

Defense Transportation Journal

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December 2010

Agility Defense & Government Services + PLUS American Shipping & Logistics Group (ASL) + PLUS APL Limited + PLUS Atlas Air Worldwide Holdings + PLUS The Boeing Company + PLUS Bennett Motor Express, LLC + PLUS Choice Hotels International + PLUS CEVA Logistics + PLUS FedEx + PLUS Final Mile Logistics + PLUS Global Aviation Holdings, 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 Science Applications International Corp. (SAIC) + PLUS Supreme Group USA, LLC + PLUS Titan Services + PLUS Universal Truckload Services, Inc. + PLUS YRC Worldwide + PLUS Accenture American Roll-On Roll-Off Carrier, LLC BNSF Railway Co. Booz Allen Hamilton Bristol Associates CorTrans Logistics, LLC CSX Transportation DB Schenker

DHL Global Forwarding Evergreen International Airlines, Inc. Hapag-Lloyd USA, LLC The Hertz Corporation International Shipholding Corp.

KGL Holding Lockheed Martin Norfolk Southern Corporation Northrop Grumman Corporation

Omni Air International The Pasha Group Qualcomm Incorporated R&R Trucking Raith-CTS Logistics SkyBitz UPS Worldwide Aeros Corp

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.

www.ndtahq.com | 59

Dr. Kent N. Gourdin

Fly by Wire:

The Geese, the Glide, the Miracle on the Hudson Fly by Wire: The Geese, the Glide, the Miracle on the Hudson, by William Langewiesche; Published by Farrar, Straus and Giroux, November 2009 ISBN-13: 9780374157180, Hardcover, 208pp

O

f course, virtually all of us know the story: on January 15, 2009, a US Airways Airbus A320 had just taken off from LaGuardia Airport in New York when a flock of Canada geese collided with it, destroying both of its engines. Over the next three minutes, the

continued from page 19

accommodate building heavier pallets.

Moreover, any possible velocity impacts are being carefully measured against Integrated Distribution Lane time definite delivery standards. These enterprise results were achieved through collective efforts of the key stakeholders, demonstrating the benefits gained when new thinking is collaboratively applied to old problems.

To institutionalize these process improvement efforts, USTRANSCOM and the transportation component commands are investing in the Agile Transportation for the 21st Century program to capture process improvements in a business process management suite to sustain repeatable and standardized processes to support optimal decisions.

Within AT21, a Global Route Plan is being developed to analyze end-to-end sustainment operations and identify and communicate actions or business rules required for each consolidation point, port, or lift provider to optimally move cargo.

This new Global Route Plan approach provides the means to synchronize and

plane’s pilot Chesley “Sully” Sullenberger managed to glide it to a safe landing in the Hudson River. It was an instant media sensation, the “Miracle on the Hudson,” and Captain Sully was the hero. But how much of the success of this dramatic landing can actually be credited to the genius of the pilot? To what extent is the “miracle” on the Hudson the result of extraordinary—but not widely known, and in some cases quite controversial—advances in aviation and computer technology over the past twenty years?

align all the activities within the DOD’s supply chain to achieve the desired optimal outcomes.

Air Force Lt. Col. Dan Lockert, USTRANSCOM AT21 Sustainment Branch chief, said, “The Global Route Plan is the key to linking the tremendous efforts to improve distribution with the many diffuse organizations that must execute operations.”

“Optimal results are achieved when everyone knows what they are supposed to do as part of an enterprise, and that is what the Global Route Plan does—figures out the best approach for moving sustainment cargo and communicates that to all the players.”

Enterprise distribution optimization is fundamentally about looking at the way DOD conducts distribution operations with new eyes. The ability to elevate processes from localized activities to linked endto-end operations exposes seams, interfaces, and synchronization points that create opportunities for improved performance. USTRANSCOM, as the DOD Distribution Process Owner, is actively looking for those opportunities to ensure that the deployment and distribution community always delivers and does it at best value. DTJ

DTJ Index of Advertisers AIT Worldwide Logistics..................9 American Military University.........55 APL................................................Cov 3 ARC......................................................17

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Bennett International Group.............2 Boyle Transportation..........................6 Comtech Mobile Datacom..............15 FedEx............................................Cov 4

Defense Transportation Journal

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December 2010

Horizon Lines.....................................13 Landstar..............................................11 Maersk Line, Limited.........................1 SAIC..............................................Cov 2

In Fly by Wire, one of America’s greatest journalists takes us on a strange and unexpected journey into the fascinating world of advanced aviation. From the testing laboratories where engineers struggle to build a jet engine that can systematically resist bird attacks, through the creation of the A320 in France, to the political and social forces that have sought to minimize the impact of the revolutionary fly-by-wire technology, William Langewiesche assembles the untold stories necessary to truly understand the “miracle” on the Hudson and makes us question our assumptions about human beings in modern aviation.

This is an interesting book, well-written and a page-turner. Even if you have read any of the other books chronicling the accident, I recommend you read this one as well. I honestly couldn’t put this book down. DTJ

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 2010.

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 223047296 (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 8,945; paid circulation by mail, 8,113; sales through dealers, carrier or other means, 370; free distribution by mail or other means, 402; total distribution, 8,885; copies not distributed, 60. Percent paid and/or requested circulation: 95.5%. Karen Schmitt, Managing Editor.

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