Defense Transportation Journal by Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

August 2019

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THE READINESS QUOTIENT INSIDE THIS ISSUE • The SecDef on DOD’s Path Forward, Readiness & Capacity • Transforming America’s Force Projection Capability • New Tool Tackles Uncertainty in Military Logistics Planning Plus DLA’s New Supply Chain Security Strategy

| Defense Transportation Journal | AUGUST 2019

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| Defense Transportation Journal | AUGUST 2019

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August 2019 NDTA-USTRANSCOM

Fall Meeting October 7-10, 2019

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FEATURES August 2019 • Vol 75, No. 4 PUBLISHER

VADM William A. Brown, USN (Ret.) MANAGING EDITOR

Sharon Lo | slo@cjp.com CIRCULATION MANAGER

Leah Ashe | leah@ndtahq.com PUBLISHING OFFICE

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

GRAPHIC DESIGN & PRODUCTION MANAGER

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ADVERTISING SALES DIRECTOR

THE SECRETARY OF DEFENSE ON DOD’S PATH FORWARD, READINESS AND CAPACITY

TRANSFORMING AMERICA’S FORCE PROJECTION CAPABILITY: Strategic Partner Integration Required

NEW TOOL TACKLES UNCERTAINTY IN MILITARY LOGISTICS PLANNING

DLA’S SUPPLY CHAIN SECURITY STRATEGY: Strengthening Operational Resiliency

By Sharon Lo

By LTC John Fasching, USA (Ret.)

By Matt Shipman

By DLA Public Affairs

Bob Schotta bschotta@cjp.com

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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) $40. Two years, $60. Three years, $75. To foreign post offices, $45. Single copies, $6 plus postage. The DTJ is free to members. For details on membership, visit www.ndtahq.com. POSTMASTER: Send address changes to: Defense Transportation Journal 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296

DEPARTMENTS COUNTDOWN TO 75 | Lori Leffler & COL Dennis Edwards, USA (Ret.)............................. 8 PRESIDENT’S CORNER | VADM William A. Brown, USN (Ret.)....................................... 9 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi......................................................25 CHAPTER NEWS | Marlene Jetton........................................................................27 WELCOME | COL Craig Hymes, USA (Ret.)..............................................................27 CHAIRMAN’S CIRCLE.......................................................................................28 HONOR ROLL..................................................................................................29 INDEX OF ADVERTISERS.................................................................................... 30

We encourage contributions to the DTJ and our website. To submit an article or story idea, please see our guidelines at www.ndtahq.com/media-and-publications/submitting-articles/.

NDTA Headquarters Staff

COUNT DOWN TO 75

VADM William A. Brown, USN (Ret.) President & CEO COL Craig Hymes, USA (Ret.) Senior VP Operations Patty Casidy VP Finance Lee Matthews VP Marketing and Corporate Development Leah Ashe Manager, Database Kimberly Huth Director of Public Relations Rebecca Jones Executive Assistant to the President & CEO For a listing of current Committee Chairpersons, Government Liaisons, and Chapter & Regional Presidents, please visit the Association website at www.ndtahq.com. EDITORIAL OBJECTIVES The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense logistics and 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 logistics and 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 logistics and 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 Archives are available to members on www.ndtahq.com. Sharon Lo, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 slo@cjp.com

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Calling All Young Professionals By Lori Leffler, Chair, NDTA Special Projects Committee and COL Dennis Edwards, USA (Ret.), Chair, Communications & Publications Committee Founded in 1944, NDTA will be celebrating its 75th Anniversary in 2019. To commemorate this milestone event, we will be publishing a series of articles selected from our archives that will highlight important events in our Association’s history.

vital task for any organization is attracting and retaining good people. If they don’t succeed in recruiting younger employees, they will eventually suffer the consequences. NDTA recognized that fact back in the 1970s when the Board of Directors called a special meeting to study the implications of an aging membership. It was reported that when the Board members entered the room, one remarked “I see a lot of gray hair, I see lots of receding and thinning hair, and even lots of no hair. What I don’t see are full heads of hair belonging to our new younger professional members.” The point was, back then, we had very few young folks on the membership roles. And worst yet, NDTA had no specific plans to attack the problem. That is, not until the Board appointed MG Clarence J. Lang, the Commander of what was then the Military Traffic Management and Terminal Service (MTMTS), to form a special committee that would report directly to the NDTA President, on plans to remedy the problem. General Lang had been chosen because he had previously formed a successful Junior Officer’s Council within MTMTS. He also already served as the Chairman of the NDTA Long Range Planning Committee. First, a test program was inaugurated in the Washington DC Chapter to designate one chapter meeting per year that was to be entirely planned and implemented by the under 30 membership. From that simple test program, the A-35 program grew to include involvement in all facets of the association. For example, at the Minneapolis Annual Forum the committee planned and sponsored one of the three major Forum panels. The committee even sponsored their own three-day NDTA Mini-Forum in 1972 at the Great Gorge Resort in New Jersey. The committee became very involved in fundraising for NDTA Scholarships. They conducted 5K Runs which are still very popular. And, somewhat similarly, several of our chapters in Germany held family friendly Volks Marches—walking See 75th Anniversary pg. 26

PRESIDENT’S CORNER Maintaining Capabilities VADM William A. Brown, USN (Ret.) NDTA President & CEO

reetings everyone and thank you for your involvement in NDTA. Many have contributed generously to the 75th Anniversary recognition and we are looking forward to making our 75th celebration a major highlight of the 2019 Fall Meeting October 7-10 in St. Louis. Registration for the conference is in full swing, and the slate of speakers and Transportation Academy are filling up! On the topic of events, keep an eye out on our website for more details on GovTravels 2020. It will be held February 24-26 in Alexandria, Virginia. Also, stay tuned for dates for the 2nd Conference on

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America’s Ports (May 2020). Speaking of our ability to communicate and educate, we have been going through major redesigns and upgrades on our website. This is needed in order to become more searchable on the internet, so our DTJ articles, editorials or other content will be available to the logistics community writ large. This helps us fulfill our role as an educational non-profit organization. Also, please follow our LinkedIn page at National Defense Transportation Headquarters—where you can get news and see events. Bottom line, we want to communicate more effectively. You can help us by

SUSTAINING • ATS Specialized, Inc. • Cornerstone Systems, Inc. • McKinsey & Company

writing articles and sharing ideas that are important to the logistics and transportation community. Our NDTA Foundation is something you may not know about. The Foundation is a separate arm of NDTA that awards scholarships to deserving students. Details are on our website, but I wanted to See Pres. Corner pg. 26

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The Secretary of Defense on DOD’s Path Forward, Readiness and Capacity By Sharon Lo, Managing Editor, DTJ & NDTAGram

t’s been a fairly tumultuous year so far for Defense Department leadership. Well-respected Defense Secretary Jim Mattis left as of the first of the year after nearly two years in office over policy differences with President Trump. Deputy Secretary Patrick Shanahan was appointed Acting Secretary only to step down prior to his confirmation in June over personal issues. Secretary of the Army Mark tary Esper? And as this issue of Esper subsequently took over the DTJ is dedicated to explorthe role of Acting Secretary. He ing readiness and surge capacity, transferred those duties to Navy where does the newly appointed Secretary Richard Spencer for an Secretary think we stand in those eight-day period in mid-July in critical areas? order to go through his confirmaDr. Mark T. Esper answers questions from members of the Senate Armed Services Committee during his confirmation hearing for Secretary of Defense. tion hearings. Thankfully Esper’s DOD photo by SGT Amber I. Smith, USA/Released. confirmation hearings went well, THE PATH FORWARD with just a bit of sparring over his During then Acting Secretary defense industry ties, and ended with a brings a sense of stability and welcomed Esper’s remarks at a press conference at strong bi-partisan vote in his favor. closure to the longest period without a NATO headquarters, he mentioned that While other DOD leadership positions confirmed leader in the Department’s hishe had assured the alliance’s Secretary Genare still being filled, Esper’s confirmation tory. So what can we expect from Secreeral that despite changes in DOD leader10

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An SA-330J Puma helicopter assigned to the dry cargo and ammunition ship USNS Richard E. Byrd (T-AKE 4) transports supplies during a vertical replenishment with the San Antonio-class amphibious transport dock ship USS John P. Murtha (LPD 26). John P. Murtha is currently on its maiden deployment and part of the Boxer Amphibious Ready Group (ARG) and the 11th Marine Expeditionary Unit (MEU) team and is deployed to the 7th Fleet area of operation to support regional stability, reassure partners and allies, and maintain a presence postured to respond to any crisis ranging from humanitarian assistance to contingency operations. US Navy Photo by Mass Communication Specialist 2nd Class Kyle Carlstrom/Released.

Secretary Esper answered a series of advanced policy questions provided by the Senate. The NDS was often referenced as the basis for many of his answers. Those questions and their answers were released prior to his confirmation in a 117page document. It could certainly make for an interesting summer read, but if you don’t have that kind of time below are a sampling of Esper’s answers1 handpicked for DTJ’s readers and, as mentioned, with an emphasis on readiness and capacity. READINESS – THE CENTRAL CHALLENGE ACROSS STRATEGIC FOCUS AREAS

ship, there was no change in mission. “I want to reaffirm the Department of Defense’s path forward. “First, the US National Defense Strategy [NDS] remains our guiding document. As it states, we are in a new era of great power competition, and China and Russia remain our long-term strategic competitors. “Second, the department’s mission remains clear: to deter conflict and, if necessary, fight and win on the battlefield. “Third, we will continue to expand the competitive space through three mutually

reinforcing lines of effort: number one, build a more lethal and ready force; number two, strengthen alliances and partnerships, which is why, by the way, I travel to NATO on my second day in this role; and number three, reform the Department of Defense for greater performance and accountability.” He has echoed these sentiments in nearly every speech, every memo, and during every meeting with partner nations since his first day as Acting Secretary. Furthermore, as part of the confirmation process,

The growing threats posed by great power competitors such as China and Russia warrant a re-focus to high intensity conflict across all of the Military Services. This requires us to modernize our forces and capitalize on rapid technological advancements in fields such as artificial intelligence, robotics, directed energy, and hypersonics. We must also build more robust cyber capabilities; and with your help, establish the United States Space Force. At the same time, we must be prepared to respond to regional threats such as Iran and North Korea—all the while maintaining pressure on terrorist groups such as ISIS and al Qaeda. This need to balance current readiness with modernization— or future readiness—is the Department’s central challenge, and will require strong leadership, open and continuous dialogue with Congress, and the courage to make tough decisions.

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CURRENT READINESS

Readiness is better now than it was when I rejoined the Defense Department in 2017, and we are absolutely the most capable military in the world. Stable and predictable funding, and the avoidance of a continuing resolution during FY 2019, allowed the Department to make much needed

We must improve accountability for our programs, and incentivize our shipbuilders to deliver on schedule, at or below cost, and with the level of technical quality that is required to produce exceptional warships. To do this, we must recruit, develop, and retain a high-quality military and civilian acquisition workforce. We must partner with industry early and often as we establish new shipbuilding programs, and we must embrace competition as an essential component of our approach.

investments that contribute to short-term readiness gains while simultaneously providing the foundation for long-term readiness growth. The FY 2020 budget sustains and builds on these readiness gains, for example, by investing in critical training for Armored Brigade Combat Teams and making continued improvements in the tactical aviation enterprise. MILITARY SIZE, STRUCTURE AND RESOURCES

My understanding is that the Joint Force presently has the necessary capability, capacity, and readiness to contend with today’s threats at an acceptable level of risk, and to implement National Defense Strategy (NDS) priorities, but that the level of risk is increasing as the threat environment evolves. This is particularly the case regarding China’s and Russia’s growing ability to contest US military advantages; we cannot allow that trend to continue. If confirmed, I will work to ensure the Department adapts and strengthens our warfighting approach in line with NDS priorities, including by improving how 12

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we develop, posture, and employ the Joint Force to implement the strategy most effectively. In a resource-informed way, I believe the Department should continue to prioritize Joint Force modernization, future high-end readiness, and the development of new operating concepts, while accepting risk in growing major combat units, to ensure a more lethal, resilient, and agile military for an era of strategic competition. DEPLOYABILITY

In order to maintain our lethality and readiness, all Service members are expected to be deployable. Our objective is to reduce the number of non-deployable Service members, which improves personnel readiness and lethality across the joint force. Today, we have established our nondeployable threshold at no more than 5%, with a goal of 100% deployability. PILOT RETENTION

There is a national shortage of pilots, and it affects how we retain our Airmen. Retention initiatives aimed at improving Quality of Service and Quality of Life are critical in addressing the Air Force’s pilot shortage. With the help of Congress, the Air Force increased aviation bonuses for pilots and focused non-monetary initiatives at the squadron level, including programs to provide additional support to allow pilots to focus on flying, reducing 365-day deployments, and targeted, proactive talent management. All the Military Departments and Services are addressing a broad array of retention issues simultaneously—from job satisfaction to quality of life to professional development. Their initiatives, although differing in implementation, include increasing career path flexibility, identifying non-monetary career-enhancing opportunities, addressing operational tempo, and managing operational commitments to reduce the strain of deployments. THE ROLE OF RESERVE COMPONENTS

The Reserve Components are both an operational and a strategic reserve. They provide strategic depth and operational agility when properly resourced, trained and equipped. Resourcing levels for the Reserve Components should be determined by their respective Services, using a Total Force concept, based on the vali-

dated requirements placed on them by the Combatant Commands in support of their war plans. AIR CAPACITY AND CAPABILITIES

Warfighting analysis shows sufficient fighter capacity is critical in a fight with a near-peer adversary in both the near and long terms. This resulted in the decision to invest in advanced fourth-generation aircraft like the F-15EX to recapitalize the F15C fleet, while continuing to modernize with advanced fifth-generation aircraft like the F-35. Although the Air Force would prefer to invest in an entirely fifth-generation fleet, proceeding with a mixed fleet is necessary at this time to balance near and mid-term readiness with future needs. The Air Force is examining and investing in a number of commercial best practices, such as conditions-based maintenance, to increase mission capability rates, improve readiness, and reduce sustainment costs across all aircraft fleets. SHIPBUILDING PROGRAMS & RECAPITALIZATION

It is imperative we assess the cost, schedule, and performance of our shipbuilding programs to ensure they are meeting warfighting needs at an affordable cost. We must improve accountability for our programs, and incentivize our shipbuilders to deliver on schedule, at or below cost, and with the level of technical quality that is required to produce exceptional warships. To do this, we must recruit, develop, and retain a high-quality military and civilian acquisition workforce. We must partner with industry early and often as we establish new shipbuilding programs, and we must embrace competition as an essential component of our approach. The Navy’s Sealift Recapitalization Strategy is a three-pronged approach to maintaining required sealift capability in support of the Joint Force. This strategy aligns to the March 2018 Sealift the Nation Needs Report to Congress and consists of new construction procurements, used-ship procurements, and service life extension program (SLEP) of existing inventory. The Ready Reserve Force (RRF) consists of 46 ships, managed by the Maritime Administration (MARAD), which are maintained in a reduced operating status. The average age of these ships is 44 years old. PB20 FYDP [President’s Budget 2020, Future Year Defense Program] includes plans to SLEP 20

Corrosion control technicians with the 576th Aircraft Maintenance Squadron apply primer to an A-10 Thunderbolt II at Hill Air Force Base, Utah. The squadron is part of the Ogden Air Logistics Complex, which provides logistics, support, maintenance and distribution for the nation’s premier fighter aircraft including the F-35 Lightning II, F-22 Raptor, F-16 Fighting Falcon and A-10 Thunderbolt. In addition, the Ogden ALC maintains the C-130 Hercules, T-38 Talon and other weapon systems, as well as the Minuteman III ICBM. US Air Force photo by Alex R. Lloyd/Released.

RRF ships and the acquisition and conversion of two used vessels in FY 2021 and FY 2022. Initial concept study contracts for the new construction ships were recently awarded (June 2019) to four industry teams. SECTION 804 ACQUISITION PROGRAMS

Section 804 authority is useful to accelerate technology maturation or fielding, specifically, for technologies that are sufficiently mature enough to be rapidly prototyped or fielded within five years and subsequently transitioned to a more traditional acquisition pathway. The ability to prototype faster and to field capabilities more quickly are tenets of the Section 804 authority that the DOD is currently using to keep pace with evolving threats. Using this authority depends on the unique characteristics and risk profile of a particular program. Middle-Tier authorities allow for greater tailoring and stream-

Although the Air Force would prefer to invest in an entirely fifth-generation fleet, proceeding with a mixed fleet is necessary at this time to balance near and mid-term readiness with future needs.

lining than the traditional process. The major risk associated with such programs is the potential for a diminution of sound program planning and rigor. READINESS IN THE FACE OF SEVERE WEATHER

From my previous experience as the Army Secretary, severe weather events have had an impact on DOD’s ability to conduct training and operations at certain installations. It has been my experience that DOD

assesses resilience holistically throughout the installation planning and basing processes. If confirmed, I would work with DOD leadership to ensure our planning considers extreme weather events. Esper’s answers shed light on several areas where readiness and capacity are in need of work, but also showcase areas where the work is already in progress. With critical leadership roles being filled, Congress making headway on the Pentagon’s budget for the next two years and the NDS firmly in place as a guide, the time is now for DOD to make significant strides in the areas of readiness and capacity. DTJ 1 Senate Armed Services Committee Advance Policy Questions for Dr. Mark T. Esper Nominee for Appointment to Be Secretary of Defense. (2019, July 16). Retrieved from United State Senate Committee on Armed Services: https://www.armed-services. senate.gov/imo/media/doc/Esper_APQs_07-16-19.pdf

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US Navy photo by Mass Communication Specialist 2nd Class Kenneth Abbate/Released.

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Transforming Americaâ&#x20AC;&#x2122;s Force Projection Capability STRATEGIC PARTNER INTEGRATION REQUIRED By LTC John Fasching, USA (Ret.) Senior Consultant, Maintenance, Distribution and Operational Logistics Group, LMI

hile our military force buildup method has served us well in the past, it now places military missions and our forces at unprecedented risk. Adaptive and innovative adversaries are chipping away at long-standing American and partner-nation strategic mobility overmatch in all domains. These adversaries understand and exploit our joint deployment process and vulnerabilities. Americaâ&#x20AC;&#x2122;s strategic mobility infrastructure and global transportation capabilities must be more self-protected, defensible, and resilient.

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Our capability gaps and shortfalls, coupled with ever-compressing strategic responsiveness timelines, present immense problems for future transportation professionals who plan for and navigate increasingly contested and lethal military operating environments. The US and our partners are updating war plans, implementing incremental improvements and exercising global force projection skills. How can we best assist our senior leaders in prioritizing resources to support our national security interests in contested, multi-domain operations (MDO)? Leveraging the theme of this year’s upcoming NDTA-USTRANSCOM Fall Meeting, Fostering Partnerships to Preserve Peace and Prevail in Conflict…Then, Now, and Tomorrow, this article offers insight and approaches for effectively overmatching capability in the near term, deterring potential adversaries, and avoiding strategic miscalculations that might provoke armed conflict or prevent winning contested MDO. CURRENT SITUATION

As we evaluate the force projection capability gaps and shortfalls associated with great power competition, how we transform strategic mobility has significant national security implications. Our adversaries study our deployment process and systems to field capabilities to offset our advantages. Mitigating strategic risk and meeting the force projection demands of the future requires joint, interagency, intergovernmental, multinational, and commercial (JIIM-C) partnerships and relationships with coordinated, synergistic solutions. The convergence of globalization, technology proliferation, contested MDO and subsequent capability development efforts and competition for resources among Department of Defense (DOD) capability and capacity providers form a wicked problem for military strategists. The 2018 National Defense Strategy (NDS) states, “Investments will prioritize prepositioned forward stocks and munitions, strategic mobility assets, partner and allied support, as well as non-commercially dependent distributed logistics and maintenance to ensure logistics sustainment while under persistent multi-domain attack... The Global Operating Model describes how the Joint Force will be postured and employed to achieve its competition and wartime missions. Foundational capabilities include: nuclear; cyber; space; C4ISR [com16

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mand, control, communications, computers, intelligence, surveillance and reconnaissance]; strategic mobility, and counter WMD [weapons of mass destruction] proliferation. It comprises four layers: contact, blunt, surge, and homeland. These are, respectively, designed to help us compete more effectively below the level of armed conflict; delay, degrade, or deny adversary aggression; surge war-winning forces and manage conflict escalation; and defend the US homeland.” IMPLICATIONS FOR NDTA STAKEHOLDERS

While avoiding situations that place us under persistent multi-domain attack is optimal, as NDTA members, we must understand this operational reality and plan accordingly. We no longer move unit equipment and sustainment stocks through benign, non-threatening environments. Developing capabilities to enhance our blunt forces (special operations, airborne, amphibious) and better enable the leading edge of surge forces helps address this shift in our joint operating environment. Although we have made incremental investments over time, the last game-changing, holistic investment in US military strategic mobility capability occurred almost 30 years ago. However, Congress remains interested in force projection capabilities and capacities, as evidenced by the Subcommittee on Seapower

The NDTA community has the knowledge, experience, and influence to solve problems and offer solutions. The Joint Staff J-4 capabilities and concepts division’s invitation for an NDTA subject matter expert to participate in development of the joint concept for logistics highlights our reputation and trustworthiness as an association. For 75 years, NDTA individual and corporate members have assisted our military and political leaders in making informed decisions about strategic mobility. Now is the time to assess America’s force projection capability gaps and shortfalls associated with executing contested, multidomain military operations, focusing on converging JIIM-C capabilities. Holistic JIIM-C analysis and recommendations will optimize joint deployment process improvements enabling joint combined arms maneuver. US Transportation Command’s (USTRANSCOM) Future Deployment and Distribution Assessments can inform decisions in the movement and maneuver, force application, and logistics communities about how to achieve strategic maneuver capability that is scalable, an effective deterrent, and can defeat adversaries by leveraging JIIM-C capabilities and cross-domain effects. Expanding America’s capability and capacity to strategically maneuver combatcapable Army formations requires us to

and Projection Forces (Committee on Armed Services) for the National Defense Authorization Act for Fiscal Year 2020 and specific language on Army watercraft, US ship operator participation in wargames and exercises, and another Mobility Capabilities Requirement Study (MCRS). Also noteworthy, the March 26, 2019 Executive Order on Coordinating National Resilience to Electromagnetic Pulses [EMPs] directs that “the Secretary of Defense shall… incorporate attacks that include EMPs as a factor in defense planning scenarios…”. Civilian leadership’s concern about increasing threats to our force projection capability and their implications for national security demands our collective energies.

think big and differently. Strategic maneuver, while an operational necessity, is niche capability, but DOD should extend strategic maneuverability throughout its ground forces and expand their cross-domain capabilities. Scalable levels of surge forces could arrive immediately employable, further enhancing combatant commanders’ schemes of maneuver during the time-sensitive transition between blunt and surge force operations. Army Materiel Command’s revamping of Army prepositioned stocks to combat configuration is a harbinger of other strategic-level efforts to increase combat readiness, decrease response times, and strengthen survivability and resilience.

OPERATIONAL REALITIES

The commandant of the United States Marine Corps, Gen Robert Neller stated, “Our adversaries are not just going to let us go to the fight uncontested; we’re going to have to fight our way across the ocean or under the ocean or in the air.” America’s force projection capability must evolve while remaining ready for the challenges of contested MDO against techenabled, dynamic adversaries. Our strategic mobility calculus must advance as our problem sets evolve. Although our joint deployment process and platforms have supplied unparalleled overmatch, they were designed to address different strategic challenges, response times, and adversary capabilities. We must adapt to overcome today’s and tomorrow’s increasing threats to large-scale combat operations (LSCO). Gen Neller’s observation applies to the JIIM-C partners who enable force projection operations. Bold, audacious, innovative, and affordable capability advances must be integrated into the force to enable resilient and survivable surge sealift that can operate through contested environments and enable the Army’s ability to maneuver across strategic distances. US naval escorts for ship convoys remain a capability shortfall, and interagency and multinational assets may also lack availability to meet the demand for protecting surge sealift operations globally. Cross-domain, dynamically reshaped, continuous military operations, with response times measured in seconds, minutes and days rather than months, and enabled by JIIM-C support, start with you. We are called the National Defense Transportation Association for good reason: we form strategic JIIM-C relationships and supply the intellectual capital to outpace our competitors—then, now, and tomorrow. THEN

On the heels of Desert Shield/Desert Storm, Congress recognized the strategic risk associated with a six-month military buildup while blunt forces occupied vulnerable defensive positions until offensive operations began. NDTA members’ input helped underpin the nearly $48 billion investment in the early 1990s for an improved strategic mobility solution to mitigate that risk. The Defense Science Board Task Force on Survivable Logistics is another example of individual NDTA members supplying a candid and hard-hitting perspective and recommendations on protecting, modernizing,

and leveraging the mobility triad of airlift, sealift, and prepositioned equipment. The exchange of ideas during NDTA-sponsored engagements further informs capability development in DOD and catalyzes change, enabling America’s military to fight and win our nation’s wars against adaptive adversaries. NOW

Dusting off tactics, techniques, and procedures dating to the invasion of Normandy and the war in Vietnam, an Army watercraft company reintroduced and exercised tactical, waterborne artillery cross-domain fires capability. LTC Damien Boffardi and his subordinate leaders are training the Army’s 11th Transportation Battalion soldiersailors in enabling artillery fires from the decks of their Army watercraft. This nonstandard use of force and materiel solutions repurposes and innovates our movement and maneuver tactics, techniques, and procedures to garner a military advantage by fully exploiting the maritime domain. Operation Gator demonstrated an Army mission set leveraging our past military history that proved worthy of consideration for expansion. LTC Boffardi’s training plan shows a clear understanding of riverine operations, the strategic environment, and his soldiers’ contribution to achieve combat overmatch. He stated, “It is vital to push the boundaries of the equipment and to empower leaders to use past lessons learned in order to utilize these amphibious assets to their full capability.” This tactical-level Army movement and maneuver training exercise can inform a strategic maneuver capability for Army formations operating in and from the maritime domain to achieve jointenabled, cross-domain fires and maneuver. In another recent endeavor, NDTA’s partnership with Christopher Newport University, SDDC, MARAD, and the AAPA at last Spring’s Conference on America’s Ports, demonstrated the resolve to take on the strategic-level challenges of transitioning domains with large formations in near-peer, contested environments. TOMORROW

JIIM-C cooperation overcomes the inevitabilities of future, contested MDO. Given recent experimentation in shipboard crossdomain fires by numerous countries, expect an increase in our own joint experimentation, perhaps even leading to an Army livefire sea emergency deployment readiness exercise with the experimental fires brigade

engaging targets in multiple domains from the weather deck of a US surge sealift ship. Such strategic fires and maneuver capability will be enabled by technology and materials breakthroughs, such as non-TNT, non-toxic, stable explosive in munitions; and small, portable nuclear power generators supporting directed-energy weapons fires, adaptive basing, shipboard life support, and bulk fuel demand reduction throughout the strategic support area. Technologies can enable dynamic, en route reconfiguration of Army weapon systems and crews to optimize combat power and “fight to the fight” based on probable threats and mission sets. Configuring surge sealift ships for scalable combat readiness in anti-access/ area-denial (A2/AD) environments reduces target-rich and lengthy reception, staging, onward movement, and integration of land forces. We depend on a global, combat-ready supply chain that is long, vulnerable, and fraught with strategic risk. Our dialog during NDTA forums informs leadership and enables critical, focused, follow-on conversations at the classified level, such as recurring mobility capabilities and requirements studies and reports to congress. US Army Europe civilian and NDTA European Region President, Mr. Jason Trubenbach, is bringing JIIM-C force projection and distribution partners together to leverage the NDTA committee framework to solve critical, regional capability and capacity shortfalls in force flow timelines and distribution challenges to sustaining military operations. This effort could lead to successes worth integrating across NDTA for region-specific force projection and distribution offset strategies more aligned to challenges posed by adversaries. Our collective ideas and approaches will assist in transforming military deployments into capabilities for strategic maneuver. NDTA members advance Defense Transportation System capabilities through opportunities, such as war gaming and experimentation, the American Academies of Sciences Transportation Research Board efforts, Office of the Secretary of Defense (OSD), Joint Staff, and myriad other resources, to advance defense transportation capability commensurate with threats. Tomorrow’s NDTA members will create, operate, and optimize out-of-this-world supply chains as space-based resources are increasingly tapped as military enablers. NDTA members will help transition JIIMC operations from largely human-in-thewww.ndtahq.com |

loop, carbon-fuel-driven and predictable, to artificial intelligence-enabled, multipower sourced and multi-domain resilient. STARTING WITH THE MARITIME DOMAIN

In a blog post, LMI’s RADM Sinclair Harris, USN (Ret.) wrote, “A national strategy to maintain American sea power is sorely needed. Even a casual review of the news and commentary by national security strategists highlights that our country demands maritime superiority as a key element of strength and continued prosperity. Anything less would leave the United States and our partners and allies vulnerable to the agenda of others.” The Army and other interagency customers of surge sealift capacity can play a critical role in ensuring sea power is up to the challenges of delivering surge force capabilities through fights, to fights. Given our volatile joint operating environment, any service- or domainspecific strategy should leverage cross-domain maneuver and fires capability in overcoming adversaries’ A2/AD capabilities. Shaping the modernization and recapitalization of the surge sealift fleet to enable joint combined-arms maneuver capabilities in contested environments starts now. The joint staff should lead the advancement of strategic maneuver capability expansion in joint concepts, experimentation, and near-term capability development through the force application functional capabilities board, converging JIIM-C capabilities for cross-domain, joint combined arms maneuver, and informing rapid fielding and recapitalization efforts for the near-term realities of contested MDO. As JIIM-C planners wrestle with planning and executing LSCO and enabling strategic maneuver and survivability in increasingly lethal environments, we cannot count on new, expeditionary, maritime strategic maneuver lift platforms. Instead, we can repurpose ships to enable strategic maneuver of LSCO-capable Army formations through combat loading of mission-capable Army C4ISR, Integrated Air and Missile Defense (IAMD), and direct-fire formations, reconfigurable for multi-domain vessel protection and offensive operations. As a logical progression to the Navy and Marine Corps’ distributed lethality concept, the services should jointly explore integrating Army unit leaders, crews and equipment (combat readiness) on surge sealift ships to adapt the joint deployment process and enablers in stride with contested MDO threats. 18

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Instead of viewing the ship’s contents as cargo, joint forces can realize a strategic waterborne capability that is analogous to what the Army and Air Force achieve through airborne maneuver, but with exponentially more combat power from the heavier lift capacities of the maritime domain. Strategic maneuver of combat-ready Army formations could supply scalable, 24/7, cross-domain warfighting and C4ISR capabilities on ships.

The Army and other interagency customers of surge sealift capacity can play a critical role in ensuring sea power is up to the challenges of delivering surge force capabilities through fights, to fights. Given our volatile joint operating environment, any service- or domain-specific strategy should leverage cross-domain maneuver and fires capability in overcoming adversaries’ A2/AD capabilities.

Joint concepts call for joint combinedarms maneuver. Maritime strategic maneuver is a logical and necessary combatmultiplier for the near-term, end-to-end operational challenges of contested MDO. Maritime strategic maneuver of Army formations serves as the rapid, campaignquality follow-on to blunt forces to fully exploit joint combined-arms maneuver. Championing near-term, bolt-on/tieddown, work-around, JIIM-C approaches for expanding maritime strategic maneuver capabilities will only be hard until we almost lose a sealift ship carrying surge force cargo or a JIIM-C partner’s capital asset in the course of sustaining the fight. Combatant commanders may soon start populating their integrated priority lists with expanded strategic maneuver capability requirements, prompting the Joint Staff to champion their collective cause with OSD and JIIMC stakeholders. Simply recapitalizing ships in the standard configurations and roles, or purchasing additional legacy surge ships without making modifications enabling a degree of strategic maneuver capability, only solves a capacity problem—not the capability issues of contested MDO. Transportation efficiency decreases with combat loading’s lower stow factors, but

this approach enables dynamic reconfiguration of assets to optimize joint, crossdomain, combined arms maneuverability en route. These trade-offs and downstream effects must be considered because simply maintaining the status quo might contribute to unacceptable levels of capital and combat losses in future armed conflicts. Recent deployment operations have largely been administrative and uncontested movements with the major constraints of lift capacity; load, transit, and unload times; and available infrastructure. However, in contested environments, our adversaries target our power projection strengths with a multitude of A2/AD methods to disrupt the combatant commanders’ force flow and scheme of maneuver. Erosion of our long-standing deployment capability overmatch, and key competitive advantage, can constrain achievement of operational objectives, a sea change from an environment where power projection tasks were assumed, viewed as ancillary or a logistics function, and largely taken for granted. Along with other JIIM-C stakeholders, the Army systemically reviews and reevaluates its modernization priorities. Sustainment modernization priorities for MDO are in development and include installation readiness and strategic power projection as top priorities for readying the strategic support area. Army Field Manual 3-0, Operations, defines the strategic support area as “…the area extending from a theater of war or theater of operations to a continental United States (CONUS) base or another combatant’s AOR [area of responsibility], that contains those organizations, lines of communication, and other agencies required to support forces in operations. The strategic support area includes air and seaports supporting the flow of forces and sustainment into theater.” In addition, the Army sustainment modernization priorities cite LSCO and MDO challenges as accelerated deployment timelines, rapid transition from movement to maneuver, and strategic sourcing of Army prepositioned stocks. To combat these issues, Army modernization efforts include adapting a doctrinal foundation for LSCO/MDO, combat configured movement, increased strategic and intra-theater mobility, and movement as a critical system design consideration. See Transf. America’s... pg. 30

Military vehicles and equipment belonging to the 1158th Transportation Company of the Wisconsin National Guard are loaded on railcars at Fort McCoy, Wisconsin. US Army Photo by Scott T. Sturkol/Released.

New Tool Tackles Uncertainty in Military Logistics Planning By Matt Shipman, NC State News

ilitary deployments to austere environments—whether humanitarian missions or combat operations—involve extensive logistical planning, which is often complicated by unforeseen events. Researchers at North Carolina State University have created a model to help military leaders better account for logistical risk and uncertainty during operational planning and execution.

ENTERPRISE RESOURCE PLANNING SYSTEMS

“Every branch of the military now uses an enterprise resource planning (ERP) system that handles everything from requisitions to shipment of supplies to inventory tracking,” says Brandon McConnell, corresponding author of a paper on the new model and a Research Assistant Professor in NC State’s Edward P. Fitts Department of Industrial and Systems Engineering.

“These ERP systems make it possible to create computational models that can be used to identify the most efficient means of meeting the military’s logistical needs. “These models would be particularly valuable during expeditionary operations, in which the military is seeking to establish its presence—and its supply chain— in an environment that is subject to a fair amount of uncertainty. “The model that we’ve developed can not only facilitate the military’s ability to efficiently determine what will be needed where, but can also assess risk in near real time in order to account for uncertainty,” says McConnell, a former infantry captain in the US Army who served two tours in Iraq. A NEW PLANNING MODEL

The new model, called the Military Logistics Network Planning System (MLNPS), draws on three sources of information. First is logistical data from the ERP system. Second is operational data, such as www.ndtahq.com |

Uncertainty is rampant in military expeditionary operations spanning high intensity combat to humanitarian operations. These missions require rapid planning and decision-support tools to address the logistical challenges involved in providing support in often austere environments. The US Army’s adoption of an enterprise resource planning (ERP) system provides an opportunity to develop automated decision-support tools and other analytical models designed to take advantage of newly available logistical data. This research presents a tool that runs in near-real time to assess risk while conducting capacity planning and performance analysis designed for inclusion in a suite of applications dubbed the Military Logistics Network Planning System (MLNPS) which previously only evaluated the mean sample path. Logistical data from combat operations during Operation Iraqi Freedom (OIF) drives supply requisition forecasts for a contingency scenario in a similar geographic environment. A nonstationary queueing network model is linked with a heuristic logistics scheduling methodology to provide a stochastic framework to account for uncertainty and assess risk.

an operation’s mission, organization and timeline. Third is data on “mission specific demand,” meaning logistical requirements that are particular to a given mission and its environment. For example, a combat operation being conducted in a cold, damp environment would have different requirements than a humanitarian mission being conducted in a hot, dry environment. The MLNPS also uses two factors to assess risk and determine how risk might affect military capacities. The first factor is the likelihood that an event will happen; the second factor is what the consequences of that event will be. For example, if the likelihood of two events is identical, the model would give more weight to the event that could have a greater adverse impact on military personnel and mission performance. “The MLNPS uses all of the available data, accounts for risk, then forecasts what the logistical outcomes will look like in reality,” explains McConnell. “The MLNPS can be used as a decision planning aid, allowing leaders to test-drive plans in order to identify courses of action that will best support carrying out an operation.” The MLNPS could also be used while an operation is being executed, as part of contingent logistical planning efforts that take place as circumstances change on the ground. MLNPS CURRENT STATUS

“Right now, the MLNPS is a robust proofof-concept prototype, designed to demonstrate the potential value of powerful computational tools that can make use of ERP systems,” according to McConnell. “Existing logistical tools are both valuable and powerful. However, I’m not aware of any other methods that make use of ERP data and are also fast enough for operational use when time is of the essence.” 20

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NEXT STEPS

OVERALL VALUE

“The MLNPS uses all of the available data, accounts for risk, then forecasts what the logistical outcomes will look like in reality,” explains McConnell. “The MLNPS can be used as a decision planning aid, allowing leaders to test-drive plans in order to identify courses of action that will best support carrying out an operation.”

THE PAPER

Efforts to capture readiness-based performance metrics and model a logistical plan while including the collection of contingency (branch) plans are already underway. Current efforts are also working toward integrating alternative routing and decision points into the modeling framework.

Future efforts should expand this emphasis on readiness and provide prescriptive decision-support capability rather than the predictive outputs this research paper illustrates. Outputs should include identification or visualization of the readiness-versus-cost tradeoffs. The authors envision these ongoing efforts resulting in a risk mitigation design matrix to provide insights on how to ‘‘optimize’’ various resilient, robust, adaptive, or flexible logistics network mitigation strategies against potentially disruptive conditions or catastrophic events within an operational risk landscape (defined by event probability versus consequence).

“This research lays the mathematical and operational foundation for construction of a network-based model that captures routing alternatives and characterizes solutions for capacity planning and resiliency analysis in near-real time,” says Joseph Myers, Army Research Office Mathematical Sciences Division Chief at the Combat Capabilities Development Command’s Army Research Laboratory. “This project will provide military logistics planners with capabilities that are currently lacking in prevalent logistics planning tools.” The methods the research outlines apply to other contexts that employ an underlying stochastic queueing network model that exhibits nonstationary and/or non-Markovian (nonexponential) arrival processes. Applications include disaster relief, humanitarian operations, and understanding international commercial global supply chain disruptions. The paper, “Assessing Uncertainty and Risk in an Expeditionary Military Logistics Network,” is published in the Journal of Defense Modeling & Simulation. The paper was co-authored by Thom Hodgson and James Wilson, professors emeritus in the Fitts Department of Industrial and Systems Engineering; Michael Kay and Yunan Liu, associate professors in the Fitts Department; Russell King, the Henry Armfield Foscue Distinguished Professor in the Fitts Department; Greg H. Parlier, adjunct professor in the Fitts Department; and Kristin Thoney-Barletta, associate professor of textile and apparel, technology and management in NC State’s Wilson College of Textiles. The authors earned the 2019 Barchi Prize for best paper from the Military Operations Research Society. Support for this research was provided by the Army Research Office. DTJ

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DLA’s Supply Chain Security Strategy Strengthening Operational Resiliency By DLA Public Affairs

he Defense Logistics Agency has a new roadmap for addressing supply-chain security issues like counterfeit parts and the compromise of Commercial and Government Entity codes. Executive Director of DLA’s Nuclear Enterprise Support Office Col Scott Ritzel, USAF, and 20 subject matter experts from throughout the agency wrote the comprehensive strategy, which highlights the importance of DLA’s global supply chain, its security architecture, strategic focus areas, and how DLA leverages innovation, data management, technology and cybersecurity. DLA Director LTG Darrell K. Williams, USA, explained the significance of the strategy to the organization, “DLA’s Supply Chain Security Strategy is the roadmap for how the agency will address supply chain security challenges across the enterprise. This cross-cutting effort is fundamental to our operations and underpins DLA’s ability to support the warfighter. Interruption of DLA supply chain operations compromises our nation’s ability to deliver combat power and execute critical missions.” According to Ritzel, addressing supplychain threats typically involves numerous DLA organizations. The new strategy outlines an all-inclusive path forward for identifying, prioritizing and mitigating risks and existing threats. “We operate a global supply chain that’s vulnerable to various threats, whether it be cyber or nefarious actors who are intentionally trying to either disrupt supply 22

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DLA’s global supply chain is staggeringly expansive and consists of acquisitions, storage, distribution, and disposal primary mission-sets. It extends to 46 states and 28 countries and encompasses a myriad of complex and interconnected systems, processes, facilities, infrastructure, suppliers, transportation nodes, endusers, and employees.

chains or present themselves as legitimate vendors,” he said. “Without a strategy, we don’t have a focused effort to protect the global supply chain.” DLA’S GLOBAL SUPPLY CHAIN

DLA’s global supply chain is staggeringly expansive and consists of acquisitions, storage, distribution, and disposal primary mission-sets. It extends to 46 states and 28 countries and encompasses

a myriad of complex and interconnected systems, processes, facilities, infrastructure, suppliers, transportation nodes, end-users, and employees. Twenty-three sub-elements enable these primary components of DLA’s global supply chain. They include business processes, business systems, distribution centers, vendornetworks, industrial support, financial health, employee readiness, cybersecurity, DLA’s six major subordinate commands and nine supporting supply chains. Each of these supply chain components and sub-elements are susceptible to adversarial exploitation and disruption from a host of potential threats. THREAT SPECTRUM

Cyber-attacks are a continuous threat to DLA’s global supply chain due to the interconnectedness of its information technology-dependent operations. There are more electronic devices than people in DLA, and cyber-attackers are growing in their sophistication. Each year there are millions of attempts to access sensitive information on the DOD network. However, the threat spectrum extends far beyond cyber-attacks.

DLA’s supply chains are diverse and complex, and must be secured across the materiel lifecycle. Image by DLA.

Natural and man-made disasters and accidents can disrupt a vendor’s ability to supply DLA critical parts for the warfighter for an extended period of time. Geopolitical developments have the potential to constrain DLA’s access to allied partners, vendors, and critical resources. The proliferation of sensitive information by the unintentional mishandling of export controlled technical data can lead to an adversary’s ability to intercept US military technology. Bad-actors engaging in nefarious activities can steal the identity of legitimate suppliers, introduce counterfeit parts into DLA’s global supply chain, and disrupt the agency’s financial position. Sole-source and diminishing manufacturers can ground fleets of aircraft if they choose to discontinue operations while foreign dependencies and lack of visibility into sub-tier suppliers can lead to additional counterfeiting, cyber-attack, and espionage. ARCHITECTURE FOR A SECURE GLOBAL SUPPLY CHAIN

DLA’s overall supply chain security strategy is designed to establish an architecture that comprehensively addresses supply chain security from an enterprise perspective. The architecture consists of five broad components: 1. Threat/vulnerability identification and risk prioritization 2. Offensive risk-mitigation solutions 3. Defense risk-mitigation solutions 4. Resilient supply chain operations 5. Prevention through detection, protection and defense STRATEGIC FOCUS AREAS

To create an architecture that comprehensively addresses supply chain security from an enterprise perspective, DLA will concentrate on the following four strategic focus areas: 1. Institutionalize supply chain security across the DLA enterprise 2. Maintain integrity and access to key data 3. Partner with valid, reputable vendors who produce quality supplies and services 4. Strengthen the resiliency of systems, processes, infrastructure and people

A CLOSER LOOK STRATEGIC FOCUS AREA 3: Partner with Valid, Reputable Vendors Who Produce Quality Supplies and Services

The purpose of the third strategic focus area is to ensure that the vendors DLA partners with produce high-quality materiel for the warfighter. The accompanying initiatives are heavily focused on preventing counterfeit and non-conforming parts from entering into DLA’s global supply chain. With well-established processes in place to ensure DLA partners with valid and reputable vendors, fraudulent exploitation still exists given the sheer volume of purchases, business transactions and the automation required to support them. Further complicating this is the complexity of sub-vendor relationships that support DLA’s primary vendor base. To protect against counterfeit parts and fraudulent vendor activity, DLA engages in a number of mitigating activities. First, the agency will continue to “DNA mark” trustedsource microcircuits through DLA’s Product Test Center for Electronics in order to positively identify integrated circuit cards throughout their life cycle. The agency will also refine and implement vendor network mapping tools and Business Decision Analytics platforms to help identify subvendor relationships and enhance DLA’s ability to report suspect counterfeit activity to the Defense Criminal Investigation Service. DLA will also continue its collaborative efforts to enhance the agency’s capabilities to protect against counterfeit parts and supplier fraud through existing crossfunctional working groups. DLA is also in the process of developing enhancements to DLA’s Internet Bid Board System to strengthen the agency’s capabilities to mitigate counterfeit and fraud risk when procuring parts from an independent distributor as opposed to a trusted supplier within DLA’s existing vendor base. DLA also established a market intelligence initiative designed to give the agency a better understanding of the atmospherics within its vendor network. Fundamental to this initiative is the development of a business process focused on collecting, analyzing and disseminating actionable intelligence for specific markets of interest to help shape acquisition strategies.

The strategic focus areas represent “strategy bins” that house supply chain securityrelated initiatives, which are mapped to www.ndtahq.com |

Joseph Gensel Jr., inventory action team member, DLA Distribution Tobyhanna, Pennsylvania, researches product inventory on his tablet. Like most modern organizations, there are more electronic devices at DLA than there are people. Photo by Diana Dawa for DLA/Released.

objectives within DLA’s 2018-2026 Strategic Plan. These initiatives are the essence of DLA’s overall supply chain security strategy. They put the strategy into motion by actuating the four strategic focus areas for the purpose of achieving an architecture that comprehensively addresses DLA’s supply chain security challenges. DESIRED END STATE

DLA’s mission is to sustain warfighter readiness and lethality by delivering proactive global logistics in peace and war. Maintaining an effective supply chain security posture through Supply Chain Risk Management is fundamental to the agency’s ability to meet its mission. It is within the threat spectrum captured above that DLA must innovate to strengthen operational resiliency in support of the warfighter. DLA must continuously identify, assess, report and mitigate threats, vulnerabilities, and disruptions to its global supply chain. DLA’s end state is to establish an enterprise architecture that comprehensively addresses supply chain security challenges. An architecture that evolves as new 24

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DLA’s supply chain security architecture consists of five broad components. Image by DLA.

threats emerge, one that endures the test of time and provides uninterrupted support to the warfighter. Implementation of the strategy will require a team effort according to LTG Wil-

liams, “Supply chain disruption is not an option for the warfighter. With each of us synchronized on supply chain security, together we can thwart disruption by strengthening operational resiliency.” DTJ

PROFESSIONAL DEVELOPMENT What’s New for Transportation Academy at the 2019 Fall Meeting Irvin Varkonyi • NDTA Educational Coordinator, ivarkonyi@ndtahq.com

he Fifth Anniversary of Transportation Academy will continue to bring new instructors and classes, while also featuring the return of popular instructors and topics that remain critical to supporting transportation and logistics needs for our national security. Over 70 classes are planned in 10 topic tracks: 1. Acquisition and Finance – Learn how to buy from the government with classes on business intelligence, preparing successful proposals, stakeholder roles and acquisition strategy 2. Combatant Commanders and Security Cooperation – Leaders from several combatant commands have been invited to share their knowledge and insights 3. Commercial Logistics – Overviews of transportation modes, maritime security, tracking the resilience of supply chains, and more important subjects will be covered 4. DOD Transportation and Logistics – Hear about sustainment distribution planning, Defense Logistics Agency overview, unique DOD shipping requirements, Marine Corps RFID programs, Household Goods and Personal Property shipping 5. Innovation and Analytics – Explore transportation blockchain implementation, drones and intermodal transport, express carriers’ innovation centers, autonomous vehicles, among other topics 6. Interactive Workshops – NEW! – A full slate of limited seating workshops will cover operational processes including the Theory of Constraints (TOC), sales and operations planning, and cyber education 7. IT & Cyber – Information will be presented on cyber best practices, data, and other key cyber areas 8. Leadership and Professional Development – NEW! – Lead change with breakthrough results, stargazing seafarers and muddled mariners, and the fourth Industrial Revolution

9. Legislation and Policy – Find out how mergers are shaping the logistics landscape and hear from the Office of the Secretary of Defense (OSD) Transportation Policy 10. SDDC Workshops – NEW! – Learn about carriers, ITO, and safety Among the classes and instructors who will participate in these tracks are the following: Lt Gen Andy Busch, USAF (Ret.) of Goldratt Consulting – Leadership and Professional Development Track: Leading Change for Breakthrough Performance This course delivers a senior logistician’s leadership experiences and perspectives to get the audience thinking about improving organizational throughput. The presentation relies on two case studies where breakthrough results were delivered using TOC [Theory of Constraints] thinking. This leadership model, refined by years of personal development and reflection, will be presented as a framework for the audience to rely on in the future. In addition, the case studies will illustrate how TOC techniques proved to be the “secret sauce” that synchronized the efforts of internal and external stakeholders. Jen Knobeloch and Lindsay Carr of the USTRANSCOM Acquisition Office – Acquisition and Finance Track: Preparing Successful Proposals This session will describe how and where to look for opportunities to do business with USTRANSCOM. Discussion will focus on understanding the government Request for Proposal (RFP) and the requirement to avoid common mistakes in proposals. The class will also discuss proposal format, timeliness, and communication with the contracting officer during the proposal process. Examples of mistakes will be provided during the discussion.

Chuck Bowes of USTRANSCOM J4-LS Office – DOD Transportation and Logistics Track: Sustainment Distribution Planning and Management This two-part class will (1) Discuss USTRANSCOM’s process to assess and analyze the sustainment distribution network in its current operational state – through the lenses of Agility and Scalability the Joint Deployment Distribution Enterprise (JDDE) can proactively make changes to the network that improve resiliency; and (2) introduce USTRANSCOM’s new Nodal Health Assessment Tool (NHAT) that provides leadership with an automated ability to sense trouble in the network, advanced notice of change, and leveraged business intelligence to support decision making. Eugene Laney of DHL, Dale Chrystie of FedEx and Mahesh Sahasranaman of UPS – Innovation and Analytics Track: Transportation Blockchain This session, featuring three of the leading integrated carriers, will discuss collaboration to create standards, ensure that standards are agreed upon, and further ensure those can be used as designed on the blockchain platform which is essential for a multi-party supply chain environment. Ben Gordon of Cambridge Capital – Legislation and Policy Track: The Art of the Deal: How Mergers are Shaping the Logistics Landscapes Logistics is one of the world’s oldest professions. How is this traditional industry being transformed by mergers, acquisitions, and investments? In the last five years, multibillion-dollar companies have emerged, led by consolidators such as XPO Logistics, as well as capital-intensive technology companies like Convoy. Over 100 deals were completed in 2018. In China alone, Alibaba made three major investments headlined See Prof. Devel. pg. 30 www.ndtahq.com |

Cont’d from 75th Anniversary pg. 8 through the beautiful German forests with their families on a leisurely Sunday afternoon stroll. All registration proceeds went to the Scholarship Fund, and thousands of dollars were contributed over the years as a result of these fundraisers. Perhaps the most popular event our young members have sponsored throughout the years has been the famous/infamous A-35 Duck Race. All Forum attendees and corporate members were urged to contribute $5 to the scholarship fund to “adopt a duck.” Each little yellow duck had a number on the bottom and usually the top 10 ducks were prize winners. The races were held in such diverse locations as hotel swimming pools, small creeks, decorative ponds and lakes at Disney World, and even on a specially constructed waterway on Anchorage’s city streets lined with plastic and with the Fire Department supplying the water from their tankers. Ducks were also dropped from various hotel atrium lobbies and from the Key Bridge over the Potomac River in Washington, DC. That particular event had DC River Police Boats helping the A-35-ers retrieve the ducks from the river at the end of the race. But what may have been the most unusual race wasn’t anywhere close to water. It was a “Moose

Cont’d from Pres. Corner pg. 9 make sure folks know about this aspect of NDTA. Hats off to many NDTA Chapters who raise funding for scholarships. Sometimes those proceeds go to headquarters scholarships and sometimes those go to local chapter scholarships. It’s all good because it helps students who will likely go on to help our nation’s security. Ready about? Lee Ho! (A sailing term indicating you are moving in a different direction.) As highlighted in our National Defense Strategy, we are in an emerging period of great power competition. This is evolving mainly through the aspirations and actions of China and Russia. America’s success in world affairs is inextricably linked to our ability to deter aggression or to project power anywhere at any time. Key elements needed to meet those objectives involve the readiness of our organic and commercial surge capac26

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Nugget Drop” in the Anchorage Convention Center Lobby. We will let our readers figure what was actually dropped into a big bull’s eye target on the floor According to NDTA records, this program has had the support of the NDTA leadership and commercial industry every step of the way. It became one of the most publicized and promoted programs in the association. Over the years, the committee’s name changed from the Junior Officer Council to the Under 30 Committee then to the Action-35 Committee and finally to the Young Leaders. Regardless of what name you use, the goal never changed— to involve more young professionals in NDTA—and that goal still resonates today. DTJ

A-35 Accomplishments: • Established National A-35 Committee • Added A-35 Seat to Board of Directors • Reduced Dues for A-35 members • Started A-35 Page in DTJ • Held A-35 Mini-Forums • Instituted an A-35 Award • Spoke at National Forums and Regional Meetings

ccording to NDTA records, one of the most publicized and promoted programs in the early ‘70s was one directed at getting more young people involved in the Association. Past NDTA presidents have wholeheartedly endorsed that goal; starting with the late Thomas Goodfellow and continuing under Presidents Rob Mangold, Peter Albert and more recently General Hooker and up to General Honor today. The youth involvement initiative started under the auspices of MG Clarence Lang, USA (Ret.), a former MTMC Commander, and the NDTA Long Range Planning Committee. A test program was inaugurated in the Washington, DC, Chapter to set aside one meeting per year that was to be entirely planned and implemented by NDTA’ers under 30 years of age. From that simple beginning, the A-35 program grew to include involvement in all facets of the Association. They even sponsored their own NDTA Mini-Forum in 1972 (at, of all places, the Great Gorge, New Jersey Playboy Club!).

J/A ‘72

ity, as well as the health of our economy and industrial base. This issue presents in-depth analyses of several of these elements such as strategic focus areas, the force structure and technological advances to paint an overall picture of the state of US readiness and surge capacity in an unpredictable world. Also, in this edition—as the nation’s combat logistics support agency, the Defense Logistics Agency (DLA) manages a global supply chain—from raw materials to end user to disposition—for the Army, Navy, Air Force, Marine Corps, Coast Guard, 10 combatant commands, other federal agencies, and partner and allied nations. This issue will feature information from DLA on efforts to secure its supply chain. One topic not covered in this edition, but is an area drawing a lot of attention for government and industry, is USTRANSCOM’s Household Goods Program. USTC continues to manage through the “peak” season of demand (summertime) when

most military families move. They are doing all they can to ensure the best possible outcomes for our great servicemembers. The really big initiative is their effort to make a major contract change regarding how the program is managed. Basically, the idea is to have industry manage the program. If allowed to proceed by Congress, there will be a competitive bidding process which would attempt to determine if the capability exists within industry to manage the program and move service members. Why is Congress involved? Well, while there are many in industry that like the idea, likewise, many do not. Lots of opinions out there. There may develop the need to do another study. NDTA supports finding the right answer as to how to best serve our service members and families. No doubt there is a need to make imaginative changes. As things develop, we’ll keep folks up-to-date. Please give me a call at any time—about anything. DTJ

CHAPTER NEWS

San Joaquin Valley Chapter By Marlene Jetton

he San Joaquin Valley Chapter recently hosted their June Scholarship Awards Dinner and Officer Installation. Special guests included NDTA President VADM William Brown, USN (Ret.), NDTA San Francisco Bay Area Chapter Officers, plus the scholarship winners and their families. In total, 82 people attended the event held at the Manteca Golf Course clubhouse in Manteca, CA. Outgoing Chapter President Keith Huppert emceed the event and was also recognized for his many contributions during his tenure as president. San Francisco Bay Area President Will Martin recognized two of his chapter’s officers, Anika and Azania Dunn, for their outstanding efforts and contributions. VADM Brown was presented with a tribute of appreciation from the chapter. He then discussed the importance NDTA plays in US and world events. He commended the scholarship winners for their future endeavors as they will be our future leaders. Both chapters’ outgoing officers were recognized and then the admiral administered the Oath of Office to the new chapter officers.

Marlene Jetton, San Joaquin Valley Chapter Scholarship Chair, thanked her committee for their time and support. She reported there were 26 scholarship winners for a total of $16,700 awarded. Two winners were attending college and the remaining winners were high school seniors from nine local cities. Scholarship money was raised through two golf tournaments,

bingo nights, and raffles. VADM Brown assisted with recognizing the scholarship winners with a certificate. San Joaquin Valley Chapter ‘s new President Jimmy Hall thanked everyone for attending and making the evening a success. He closed the evening by encouraging the students and parents to participate in NDTA. DTJ

WELCOME

elcome Craig Hymes! Craig joined the NDTA headquarters staff in May as the Senior Vice President of Operations. Craig’s role is to manage the operational aspects of running NDTA headquarters, as well as overseeing chapter support, membership services, professional programs, awards, and the scholarship and intern programs. A native of Altoona, Pennsylvania, Craig graduated from Indiana Univer-

sity of Pennsylvania. He spent some time as an Ordinance Officer in the US Army Reserves before being commissioned as a Second Lieutenant in the US Army Transportation Corps. During his military service he served in many positions and locations around the world. His command positions included 100th Transportation Company, 10th Transportation Battalion and the 597th Transportation Group. Other key assignments include 82nd Airborne Division, Fort Bragg, NC; 27th Transportation Battalion, Hanau, Germany; Southern European Task Force (SETAF), Vicenza, Italy; United States Joint Forces Command (USJFCOM), Norfolk, VA; Deputy Chief of Staff G3/7 Force Management, Pentagon; Faculty Advisor, Marine Corps Command

Craig Hymes

and Staff College, Quantico, Virginia. Craig retired as Colonel in 2009 after 28 years of service. Following his retirement, Craig worked in executive roles in the defense industry. He was the Director of Transportation and as the Director of Business Development for Supreme Defense and Government Services. He then served as a Senior Consultant with LMI working with a team in support of USTRANSCOM’s Future Deployment and Distribution Assessment. Craig and his wife Kathy live in Annandale, Virginia. He has been a member of NDTA since 1993. With such a long history with the association and within the greater transportation and logistics community, Craig was a perfect fit for his new role and we are glad to have him on board! DTJ www.ndtahq.com |

CHAIRMANâ&#x20AC;&#x2122;S CIRCLE

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.

AAR CORP. + PLUS Agility Defense & Government Services + PLUS AIT Worldwide Logistics, Inc. + PLUS American President Lines, LLC + PLUS American Roll-on Roll-off Carrier + PLUS Amtrak + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boyle Transportation, Inc. + PLUS Chapman Freeborn Airchartering, Inc. + PLUS Crane Worldwide Logistics, LLC + PLUS Crowley + PLUS Deloitte + PLUS DHL Express + PLUS Enterprise Holdings + PLUS FedEx + PLUS Final Mile Logistics + PLUS Freeman Holdings Group + PLUS Goldratt Consulting North America LLC + PLUS Hapag-Lloyd USA, LLC + PLUS International Auto Logistics + PLUS Landstar System, Inc. + PLUS Liberty Global Logistics-Liberty Maritime + PLUS Maersk Line, Limited + PLUS National Air Cargo + PLUS Omni Air International + PLUS Panalpina World Transport Ltd. + PLUS SAP Concur + PLUS Schuyler Line Navigation Company LLC + PLUS The Suddath Companies + PLUS TOTE, Inc. + PLUS Tri-State + PLUS United Airlines + PLUS US Ocean LLC + PLUS Western Global Airlines + PLUS Amerijet International, Inc. Anacostia Rail Holdings Berry Aviation, Inc. BNSF Railway Bristol Associates Central Gulf Lines Choice Hotels International CSX Transportation CWTSatoTravel 28

| Defense Transportation Journal | AUGUST 2019

DGC International Echo Global Logistics, Inc. Global Logistics Providers JM Ship, LLC KGL Holding Matson mLINQS National Air Carrier Association

Norfolk Southern Corporation Sealift, Inc. Telesto Group LLC The Pasha Group Transportation Institute U.S. Bank Freight Payment Union Pacific Railroad UPS Wyndham Hotels & Resorts, Inc.

HONOR ROLL

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS AAT Carriers, Inc. ABODA by RESIDE Accenture Federal Services Adaptive Cargo Solutions, LLC Admiral Merchants Motor Freight, Inc. Air Transport International, Inc. Airlines for America Al-Hamd International Container Terminal American Maritime Officers American Moving & Storage Association American Trucking Associations ArcBest Army & Air Force Exchange Service Arven Services, LLC Associated Global Systems Atlas World Group International ATS Specialized, Inc. Avis Budget Group Baggett Transportation Company BCD Travel Benchmarking Partners, Inc. Best Western International Boeing Company Bolloré Logistics C.L. Services, Inc. CarrierDrive LLC Club Quarters Hotels

REGIONAL PATRONS ACME Truck Line, Inc. Agile Defense, Inc. Amyx Apex Logistics International Inc C5T Corporation CakeBoxx Technologies Cartwright International Cavalier Logistics Chassis King, Inc. Columbia Helicopters, Inc. Dalko Resources, Inc.

Construction Helicopters, Inc. (d/b/a CHI Aviation) Cornerstone Systems, Inc. Council for Logistics Research Delta Air Lines Duluth Travel, Inc. (DTI) Ernst & Young Estes Forwarding Worldwide, LLC Europcar Car & Truck Rental Eurpac Evanhoe & Associates, Inc. Excl Hospitality – Suburban Suites/MainStay Suites Extended Stay America Hotels FlightSafety International GeoDecisions Getac Greatwide Truckload Management Green Valley Transportation Corp. Hertz Corporation Hilton Worldwide Intercomp Company Intermodal Association of North America (IANA) International Association of Movers International Longshoremen’s Association (ILA), AFL-CIO Interstate Moving | Relocation | Logistics Keystone Shipping Co. KROWN1 FZC Kuehne + Nagel, Inc.

LMI Marine Engineers’ Beneficial Association Marriott International Martin Logistics Incorporated Mayflower Transit McCollister’s Transportation Systems, Inc. McKinsey & Company Mercer Transportation Company National Motor Freight Traffic Association, Inc. National Van Lines, Inc. Northern Air Cargo Inc. Oakwood Worldwide Omega World Travel Omnitracs, LLC One Network Enterprises, Inc. Oracle ORBCOMM PD Systems, Inc. Perimeter Global Logistics (PGL) Pilot Freight Services Port of Beaumont Port of San Diego Ports America Portus Preferred Systems Solutions, Inc. Prestera Trucking, Inc. Priority Solutions International Priority Worldwide Professional Drivers PTS Worldwide

Radiant Global Logistics Radisson Hotel Group Ramar Transportation, Inc. Roadrunner Transportation Systems Sabre SAIC Savi Savino Del Bene SeaCube Containers Seafarers International Union of NA, AGLIW Sixt rent a car LLC Skylease 1, Inc. Southwest Airlines St. Louis Union Station Hotel a Curio Hotel Collection by Hilton The Port of Virginia TMM, Inc. Toll Global Forwarding Transportation Intermediaries Assn. (TIA) Travelport TSA Transportation LLC TTX Company Tucker Company Worldwide, Inc. United Van Lines, Inc. Universal Logistics Holdings, Inc. USA Jet Airlines Vetcom Logistics Wapack Labs Corporation Women In Trucking Association, Inc. YRC Freight

Enterprise Management Systems Erudite Company HLI Government Services JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC Kansas City Southern Lineage Logistics LMJ International Logistics, LLC Lynden, Inc. MacGregor USA, Inc. Move One Logistics

NFI North Carolina State Ports Authority NovaVision Inc. Overdrive Logistics, Inc. Owner-Operator Independent Drivers Association Patriot Contract Services, LLC PITT OHIO Port Canaveral Port of Port Arthur Seatac Marine Services TechGuard Security Trans Global Logistics Europe GmbH

UNIVERSITY McKendree University University of Illinois at UrbanaChampaign

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Cont’d from Tranf. America’s... pg. 18 These Army sustainment modernization priorities underpin an expansion of strategic maneuver capability and recognize that our adversaries seek to achieve their ends before a fight breaks out. Adversaries are more likely to achieve their objectives in competition short of war where their influence is greater—gaining advantages through focused efforts, such as obtaining controlling interest in global transport companies, ships, and enabling equipment; investing in and owning critical deployment infrastructure; and adopting advancements in materials science and technologies.

NDTA members and stakeholders are uniquely positioned to help senior leaders in DOD, other US government agencies, and industry address the problems of contested deployments. Our strength lies in our integrated approach to overcome challenges through innovative collaboration, critical thinking, and focused venues for progress to strengthen our force projection capabilities and enhance national security.

If our adversaries’ competition efforts fail, they will pursue advanced capabilities to target and disrupt US military deployment and sustainment operations. This situation is exacerbated by great power competition in combination with aging US transportation enablers (e.g., sealift ships, infrastructure, industrial base and merchant mariners); our methodical deployment process; and the difficulty of changing how we deploy given policy, practice, law, doctrine, and organizational and cultural barriers. MOVING FORWARD

Understanding the effects of the 2018 NDS, contested multi-domain operations, and the ways JIIM-C stakeholders can prepare and innovate will drive critical changes across military doctrine, organizations, training, materiel, leadership and education, personnel, facilities, and policy. We are experiencing changes and improvements to best practices and systems due to disruptive attacks on commercial partners in cyberspace. Cur30

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rent and future contested operating environments exponentially increase the vulnerability of US and partner nations’ transportation enablers. However, commercially available enablers can offer secure tracking of assets and transactions across domains, military services, and even coalition partners. Blockchain technology enables the automatic processing of transactions through smart contracts and internet of things technology for more responsive supply and logistics capabilities. Commercial partner approaches can ensure compliance or workarounds and enhance readiness and resiliency, even as adversaries gain ground in challenging American force projection overmatch. We are training the next generation of transportation professionals who will plan for and navigate contested, increasingly disordered, cyber-degraded, and lethal military operating environments. NDTA members and stakeholders are uniquely positioned to help senior leaders in DOD, other US government agencies, and industry address the problems of contested deployments. Our strength lies in our integrated approach to overcome challenges through innovative collaboration, critical thinking, and focused venues for progress to strengthen our force projection capabilities and enhance national security. The annual NDTA-USTRANSCOM Fall Meeting presents JIIM-C stakeholders with the opportunity to engage and share ideas, lessons learned, and ongoing initiatives on how to overcome the operational challenges the defense transportation community faces, so lend your important voice to the dialog. DTJ 1 Summary of the 2018 National Defense Strategy of the United States of America: Sharpening the American Military’s Competitive Edge, https://dod. defense.gov/Portals/1/Documents/pubs/2018National-Defense-Strategy-Summary.pdf. 2 https://www.whitehouse.gov/presidentialactions/executive-order-coordinating-nationalresilience-electromagnetic-pulses/. 3 Megan Eckstein, “Neller: Marines Must Prepare to ‘Fight to Get to the Fight’ in High-end Littoral Warfare,” USNI News, September 21, 2017, https:// news.usni.org/2017/09/21/neller-marines-mustprepare-fight-get-fight-high-end-littoral-warfare. 4 U.S. Army Training and Doctrine Command (TRADOC) Publication 525-3-1, The U.S. Army in Multi-Domain Operations, 2028, Tenets of Multidomain Operations, p. vii. 5 Sinclair Harris, “American Sea Power at a Crossroads,” LMI Blog, May 20, 2019, https://www. lmi.org/blog/american-sea-power-crossroads. 6 Army Field Manual 3-0, Operations, October 2017, p. 1-30, https://armypubs.army.mil/epubs/ DR_pubs/DR_a/pdf/web/ARN6687_FM%203-0%20 C1%20Inc%20FINAL%20WEB.pdf.

Cont’d from Prof. Devel. pg. 25 by a $1.4 billion commitment to ZTO Express. In the US, large companies are responding by forming corporate venture groups. Ford, for instance, set up a Silicon Valley arm and made five investments in autonomous vehicle technologies. Jeff Lineberger and Jeff Derrick of US Bank – Acquisition and Finance Track: Leveraging Your U.S. Bank Freight Payment Data to Improve Supply Chain Decisions Join this session to hear the latest product innovations and discuss current issues, trends and how to leverage data to improve your payment processes. Review pertinent changes from the newly awarded TPPS contract, including the transition to a new settlement platform and enhanced functionality to better manage accounting codes and certify Call for Funds within Invoice Manager, as well as other contract changes that affect both shippers and carriers beginning 1 March 2020. Instructors will provide a start-to-finish U.S. Bank Freight Payment process refresher to highlight system capabilities. Emphasis will be placed on various business intelligence (BI) metric tools that can improve your entire supply chain process for future planning. Members of the SDDC G3 and G6 Teams – SDDC Workshops Track: Carrier Workshop This class provides an overview of a variety of transportation programs and other items of interest for carriers. Discussions will encompass domestic shipment actions to effectively execute the movement of DOD freight by rail and truck. These courses are just a small of sample of what you can expect to find at Transportation Academy. With more than 70 classes planned there will surely be something for everyone so make it a priority to participate! DTJ

DTJ INDEX OF ADVERTISERS American President Lines, Ltd.......................... 31 American Roll-on Roll-off Carrier (ARC).............. 2 Avis Budget Group............................................. 9 Bennett Motor Express, LLC............................... 3 Crowley Logistics, Inc........................................ 4 FedEx Government Services............................. 32 Landstar Transportation Logistics, Inc................ 6 Maersk Line, Limited....................................... 21

A STRONG CAPACITY TO DELIVER

American President Lines (APL) offers weekly U.S. Flag services linking North America to Asia, the Mediterranean, the Middle East, as well as U.S. territories, Guam and Saipan. Our fleet of U.S. Flag vessels are armed with the capacity and resources to deliver your mission critical supplies to those who need it â&#x20AC;&#x201C; on time and on target. To learn more about how we support the U.S. military, visit www.apl.com/usflag

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We’ve got your six. You can count on FedEx. We pride ourselves on providing innovative solutions for all our customers, but it takes on special meaning when we deliver for the men and women of the U.S. Armed Forces. For fast, reliable service for your urgent shipments, trust FedEx. FedEx. Solutions That Matter.

| Defense Transportation Journal | AUGUST 2019