Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

March 2015

www.ndtahq.com

Credentialing Aids Vets’ Futures PLUS Gaining Support from the Hill & Public SOLDIER FOR LIFE: The US Army Transportation School’s Workforce Credentialing Programs TROOPS TO IMPORT/ EXPORT SPECIALISTS: Potentially Filling a Need in the Industry CONGRESSIONAL ENGAGEMENT: Keys to Success ACCEPTANCE IS A TOOL OF A STRONG HOMELAND DEFENSE

March 2015

FEATURES March 2015 • Vol 71, No. 1

SOLDIER FOR LIFE: 6 The US Army Transportation School’s Workforce Credentialing Programs

PUBLISHER

RADM Mark H. Buzby, USN (Ret.) MANAGING EDITOR

Sharon Lo | sharon@ndtahq.com CIRCULATION MANAGER

Leah Ashe | leah@ndtahq.com

TROOPS TO IMPORT/ 10 EXPORT SPECIALISTS Potentially Filling a Need in the Industry

By Brian Waters and Pam Brown

PUBLISHING OFFICE

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

CONGRESSIONAL ENGAGEMENT: 12 Keys to Success

By Kurt R. LaFrance

GRAPHIC DESIGN & PRODUCTION MANAGER

Debbie Bretches

ADVERTISING ACCOUNT MANAGER

Jim Lindsey

ACCEPTANCE IS A TOOL OF A 14 STRONG HOMELAND DEFENSE

By Michael Breslin

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

Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (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

DEPARTMENTS PRESIDENT’S CORNER | RADM Mark H. Buzby, USN (Ret.) . . . . . . . . . . . . . . . . . . . . . . 3 CHAPTER SPOTLIGHT | Washington, DC Chapter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 CHAIRMAN’S CIRCLE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 HONOR ROLL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 BOOKSHELF IDEAS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 INDEX OF ADVERTISERS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

2 |

Defense Transportation Journal

|

MARCH 2015

PRESIDENT’S CORNER Setting the Course RADM Mark H. Buzby, USN (Ret.) NDTA President

N

ow well into the New Year, I hope that all our readers had enjoyable holidays. Certainly, some of the lowest fuel prices in years were a nice way to start the New Year for both private travelers and commercial users of refined petroleum products.

Much of my focus over the holidays was on reviewing our Association’s goals and priorities for 2015. I know that many of you in leadership positions were doing the same thing as part of your long term strategies.

Since coming on board as President, I have had a question in my mind virtually every day that I have walked into the office: in its 71st year, is NDTA still relevant to the constituency that it serves?

With all of the various trade organizations and lobby groups out there vying for attention and resources, how does NDTA stack up . . . are we kidding ourselves here??

My predecessor Ken Wykle had the same thoughts in the back of his mind too, and last year began a regular conversation with our corporate membership to seek input on that question of meeting our constituents’ needs. I have continued to do so as well, and to those of you whom I have spoken with so far, I thank you for your candid feedback.

Overwhelmingly, the response has been POSITIVE—that NDTA is real “value added” and a key enabler that helps industry to better understand the future needs of the government and the Defense Transportation System, and vice versa. I heard the same message from the government side at all levels—they greatly value the opportunity for face-to-face coordination and discussion of issues in an open venue.

So that makes me feel better about today, but what about tomorrow, next week,

or next year? Armed with those thoughts, we started looking at our mission statement and our stated vision, and determined that they still provide an accurate, high-level articulation of what NDTA is all about, and strategically the direction we should travel. From there, we were able to bore in on where we believe we need to focus as an Association this year and arrived at the following priorities: 1. Actions which best support our ultimate customer—the warfighter 2. Facilitate the clearest possible level of understanding between government and industry 3. Expand education and training opportunities to our industry With these Priorities in mind, I would submit that the following goals will move us toward continued relevancy as we strive to meet our Association’s mission this year: 1. Sharpen alignment with our constituents: USTRANSCOM, its components, DOD agencies, SecDef Staff, Joint Staff, and the commercial logistics/transportation/personnel support industry through regular dialog in NDTA-sponsored venues 2. Expand our membership/customer base to other non-DOD governmental customers that share transportation/ logistic requirements 3. Establish a strong educational support program to provide tailored education and training opportunities to members and member corporations—premiere “NDTA University” at the Fall Meeting 4. Plan and execute a relevant, high-value-to-constituency, co-sponsored Fall Meeting in Washington, DC with the theme “Delivering Readiness Amid Risk—Together”

5. Focus on increasing value of NDTA membership to individual transportation/logistics/personnel support professionals, especially young members Only five goals, but a lot of work! Each one of us has a role to play in successfully pursuing these goals and contributing where you can. As Woody Allen is quoted as saying, “80 percent of life is just showing up,” and that would be my request—show up . . . participate!

Especially in pursuit of our number one goal—sharpening the alignment of all stakeholders in the Defense Transportation System—participation in the various committee meetings, Executive Working Group meetings, Transportation Advisory Board, and Fall Meeting keeps us all in a better position to understand problems and work through them.

To our individual membership, I would ask you to consider where your unique talents and energy could be applied to help further our goals and keep NDTA sailing fair. I guarantee that along the way, you will be enriching yourself personally and professionally.

As Captain John Paul Jones said, “Come sail with me!”

Until next time – Yours aye, Buz

WELC

ME

NEW CORPORATE

MEMBERS as of February 28, 2015

SUSTAINING • Travelport REGIONAL PATRONS • CeLeen LLC

corporate member upgrades CHAIRMAN’S CIRCLE PLUS • Panalpina SUSTAINING • ATS Specialized, Inc. • SkyLink Air & Logistic Support (USA) II, Inc.

www.ndtahq.com | 3

CHAPTER SPOTLIGHT

NDTA Headquarters Staff RADM Mark Buzby, USN (Ret.) President

Maritime Administrator Visits the DC Chapter

COL Jim Veditz, USA (Ret.) Senior Vice President, Operations

By Sharon Lo

Patty Casidy VP Finance Lee Matthews VP Marketing and Corporate Development Leah Ashe Manager, Database Sharon Lo Director of Public Relations Rebecca Jones Executive Assistant to the President Carl Wlotzko Coordinator, Banquet & Special Events For a listing of current Committee Chair-persons, 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 For a Media Kit and Archives, visit www.ndtahq.com/education_dtj.htm Sharon Lo, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 sharon@ndtahq.com

4 |

Defense Transportation Journal

|

N

DTA’s Washington, DC Chapter is known for excellent speakers at its monthly luncheons. February was no exception as the chapter welcomed Maritime Administrator Paul “Chip” Jaenichen. Mr. Jaenichen stated that the organic and national logistics capabilities the United States has through its commercial partners in support of the Department of Defense (DOD) is second to none. Key to this is maintaining the US Merchant Marines, who have provided a lifeline to our troops since our country began and who continue to provide critical logistics support today.

With rising conflict around the world a strong Merchant Marines is crucial.

However, the US flag Merchant Marine is in serious decline and this should be cause for concern.

The Maritime Security Program (MSP), administered by the Maritime Administration (MARAD), includes 60 commercial ships that support the DOD. In addition, it provides vessel capabilities such as logistics management services, global infrastructure, and the Merchant Mariners. The purpose of MSP is to provide assured access for DOD to be able to globally project US Armed Forces in support of national security, national emergencies, and humanitarian missions.

The cost for MSP is a congressionally authorized $186 million a year. It is estimated that without the MSP DOD would have to spend $65 billion on capital logistics costs and another $9 billion in annual operating costs to replicate the sealift capability the program provides.

Another MARAD program, the Ready Reserve Force, includes 14 ships of the Military Sealift Command and costs approximately $400 million per year across both organizations. MARAD relies on the licensed and proficient Mariners sailing commercially to be able to man vessels in reserve status. These vessels can be ready to operate within five days’ notice.

There are concerns for MSP though.

MARCH 2015

Since 1990 the number of US flag liners has declined by 50 percent, with half of this decline occurring just over the last three years.

Today the conditions to support a US flag fleet are decaying. Over the last several decades our nation has established a firm dependence on foreign flag, flag of convenience vessels, and foreign shippers that comes at the expense of the US Merchant Mariner, US flag companies, and our domestic shipbuilding and repair industry. Over the last three years, the amount of government preference cargo has declined by 61% which leads to the drop in US flagships. MSP is at a vulnerable state and providing comparable sealift capabilities would be prohibitively expensive for the DOD. If we do nothing, we will end up relying on foreign nations to transport our military’s cargo.

The team at MARAD decided to put together a national maritime strategy to take a serious look at what’s needed to sustain a viable US Merchant Marine.

MARAD sought feedback from a variety of stakeholders to develop a list of tenants that make up the strategy, as well as options for implementing the strategy. A document will be put out for public comment soon and Mr. Jaenichen encouraged the audience to provide feedback. Mr. Jaenichen also asked the audience to read the Department of Transportation report Beyond Traffic, detailing population and demographic growth, logistics and trade projections, and including a framework for keeping up with increasing demand on the supply chain. He concluded that together we have to educate and influence decision makers to ensure a national maritime strategy that makes sense and allows us to meet future needs. DTJ Mr. Jaenichen’s full speech is available by logging into the members only section of the NDTA website www.ndta.com. For information on upcoming DC Chapter events go to www.ndtadc.org.

Behind your operation, is our operation.

On the front line, each situation is different; every environment unique. No one knows what challenges today’s mission will bring, but it’s important to be prepared, and equipped to handle anything.

Our long-standing relationship with the military has proven that APL has what it takes to deliver essential supplies to our troops, on time and on target. And we’ve been proud to offer our unsurpassed service to the U.S. Government for more than 160 years.

With multiple weekly U.S. Flag services linking North America to Asia and Europe plus feeder routes within the Middle East, we make sure mission critical equipment reaches those who need it, so they can complete their Moving Business mission with confidence.

Forward To learn more about how we support those who serve, visit www.apl.com

apl.com www.ndtahq.com | 5

SOLDIER FOR LIFE The US Army Transportation School’s Workforce Credentialing Programs

T

oday the Army projects its combat power to locations throughout the world using a joint deployment process in all environments utilizing multiple modes of transportation. This requires detailed & timely planning, accurate documentation and data provision, visibility throughout the process, immediate and rapid response, the simultaneous execution of multiple actions, an in-depth knowledge of regional nodes and regulatory guidelines, and immense personal courage and sacrifice; all hallmarks of military logisticians and skills that are sought-after in commercial transportation environments.

Throughout their careers, military professionals strive to learn new skills and de6 |

Defense Transportation Journal

|

velop their abilities. The US Army’s Soldier for Life (SFL) program is designed to enable soldiers, veterans, and their families to leave military service “career ready,” and find an established network of enablers connecting them with the employment, education, and healthcare support required to successfully reintegrate into civilian society. As part of this program, the Army is working with civilian industry, trade associations, unions, other federal departments, veterans groups, and the academic community to explore civilian credentials and licensing. The Army’s credentialing program goal is to establish professional credentialing opportunities for soldiers.

Credentials enhance Total Force Readiness

MARCH 2015

by helping soldiers learn to enhance their military skills with the best practices of business. Soldiers are able to keep pace with the latest developments in civilian industry within their military skill set. Credentialing promotes lifelong learning opportunities throughout a soldier’s Lifecycle of Service.

Credentialing opportunities fill the role of professional self-development in a soldier’s military occupational specialty. Most credentials have increasing levels of difficulty; as a soldier progresses in their career, they can use their new skills and experience to demonstrate what they have learned while increasing their professional knowledge.

The Combined Arms Support Command (CASCOM) is at the forefront of

Nothing Happens... until something moves

We call it

Logistics.

At Universal, we offer outstanding and diverse freight options. The Universal Government and Emergency Services Division provides the planning, procurement and on-site project management to execute complex projects to deliver cost effective solutions to challenging missions.

Our team provides a single point of contact for the United States Government and its affiliates, utilizing our vast portfolio of service offerings to meet our customer objectives.

• Transportation Services • Value Added Services • Intermodal Services • Specialized Services

Call 855-887-4468 or visit www.goutsi.com

www.ndtahq.com | 7

assessing its soldiers’ skills to enhance developmental opportunities and ease the transition from military to civilian careers through professional credentialing programs. Credentialing increases a soldiers’ ability to find rewarding jobs when they leave active duty and enhances skills while still serving. CASCOM’s credentialing initiative is in support of the Army’s Soldier for Life program, and the Presidential Task Force on Veteran Employment Opportunities. The task force’s focus is on promoting civilian credentialing for service members to enhance their employment possibilities. Efforts by CASCOM at Fort Lee, Virginia have led to the development and testing of over 78 credentialing programs and the enrollment of over 17,000 soldiers. Currently over 14,000 soldiers have received certifications or civilian licenses.

As part of CASCOM, the US Army Transportation School (USATSCH) is helping to increase opportunities for their transportation soldiers by developing a credentialing program for all 88 series military occupational specialties— whether a service member is separating after four years or retiring with more than 20 years. In-service credentialing provides transporter soldiers verifiable credentials and experience that is readily recognized by industry, improving the profession and smoothing transition from military life to becoming a civilian transportation professional.

In May, 2011, the Department of Transportation’s (DOT’s) Federal Motor Carrier Safety Administration finalized the Commercial Learner’s Permit Rule.

Within that rule is a provision that gives State Driver Licensing Agencies (SDLA) the authority to substitute two years of commercial motor vehicle safe driving experience in military equivalents of commercial motor vehicles for the skills test portion of the commercial driver license skills test. This new provision is called the Military Skills Waiver (MSW) and affects 88M soldiers across components. Currently, 50 States & the District of Columbia accept this waiver. This provision also ties into the Soldier for Life program as it aides soldiers with their transition from the military. For reserve component soldiers, it allows them to use their skills to obtain jobs while still in the military. On 8 July 2014, the Federal Motor Carrier 8 |

Defense Transportation Journal

|

Combined Arms Support Command, Fort Lee, VA.

Safety Administration extended the application period for the military skills test waiver from 90 days after discharge to one year after discharge. To date, over 7,300 Commercial Driver’s Licenses (CDLs) have been issued to 88M Soldiers across the 50 states via the MSW. In addition, USATSCH Office of the Chief, Reserve Affairs (OCRA) worked with the state of Virginia in the development of the “Troops to Trucks” program.

This ground breaking concept put the Military Skills Waiver into action enabling service members to obtain Virginia CDLs via the MSW. Since initiation in July 2012, over 368 service members obtained CDLs across the state of Virginia.

The state also tied its Employment Office Veterans Preference Identification to the “Troops to Trucks” program, earmarking over 56,837 job opportunities for transitioning soldiers. “Troops to Trucks” operates on six military bases in Virginia, and the Army points to Virginia’s program as an example for other states looking to develop programs of their own.

On 8 January 2013, members of the US Army Transportation School met with the Federal Railroad Administration (FRA) to discuss FRA credentialing for the Army’s Rail Operations personnel (88U). Rail credentialing establishes the US Army as a Class III Railroad, which in turn enables all Army rail operating personnel (engineers) to use their military certification to enter into the commercial railroad industry. This credentialing also allows Army rail personnel to conduct rail operations in response to

MARCH 2015

An 88M Non-Commissioned Officer admiring a Commercial Tractor.

national emergencies, if requested. The US Army Transportation Corps’ Rail elements operate on or near several military installations and, in some cases, provide rail services to private industry for profit.

In December of 2014, the credentials of military locomotive engineers and conductors were accepted by the FRA, and recognized as equal or exceeding the certification for any Class III Railroad.

On 18 December 2014, the USATSCH hosted Senator Tim Kaine (D-VA) at the Maritime & Intermodal Training Division (MITD) on Joint Base Langley-Eustis, VA, to showcase Army credentialing efforts within the maritime Military Occupational Specialties (MOS 88L – Watercraft Engineer and 88K – Watercraft Operator). Soldier for Life credentialing efforts by MITD focus on cross-walking MITD maritime course material with US Coast Guard (USCG) National Maritime Center (NMC) Merchant Marine License requirements, and have seen the addition of 12 new maritime credentials for 88K/L soldiers and 880A/881A warrant officers. These efforts have increased

The Army owns 113 Locomotives and Operates 2,500 miles of Track.

Senator Tim Kaine (D-VA) Operating the Landing Craft Mechanized (LCM-8) in the MITD Small Craft Bridge Simulator.

the maritime credential total for Army mariners to 28 credentials that support the award of a USCG Merchant Marine Document and/or License. These efforts show a cost savings between $4,000 dollars for a junior enlisted 88K/L Soldier, and upwards to $22,000 dollars for a senior warrant officer.

Another way that USATSCH is supporting military professional credentialing of its service members is through the Certified Export Specialist (CES) course offered by the National Customs Brokers and Forwarders Association of America (NCBFAA). This is a certification pro-

gram which is designed to help trade professionals involved in the export industry become competent and knowledgeable in current export regulations. In November of 2013, under an agreement with USATSCH and in support of 88N Transportation Management Coordinators and 882A Mobility Warrant Officers, the NCBFAA Educational Institute (NEI) waived the 10-year experience requirement for their Certified Customs Specialist (CES) Course and examination. As well, NEI reduced tuition rates by 52% for their on-line course. [Read more on this credential page 10!]

We are beginning work on our next credentialing effort for Army cargo handling specialist. These Soldiers operate material handling equipment, conduct inland terminal cargo transfer operations, and perform ship upload and discharge operations. We are seeking assistance from the various industry partners and port authorities in determining what credentialing opportunities are available to these soldiers.

“These programs are the epitome of a ‘win-win’ situation for all participants,”

States Army Colonel Nancy Grandy, Assistant Commandant of the US Army Transportation School. “We support the continued engagement of industry and academic partners in the development of accreditation and licensing across the Army transportation spectrum to meet their goals as well as ours—particularly when it means that our soldiers transition skills from the Army to the needs of commerce.”

The hallmark of credentialing is that it translates soldiers’ skills into language civilian employers can understand. Employers who understand the skills of veterans generally hire veterans. Credentials demonstrate to employers a mastery of skills critical to the needs of business and industry, increases the number of jobs available, and helps soldiers achieve higher salaries. The USATSCH’s leadership in certification and licensing, and its cooperation and collaboration with the US Department of Transportation is evident in currently expanding national programs, and it will not stop there.

“We need feedback from the civilian transportation community,” said COL Grandy. “Contractors, companies and government-led agencies want to employ our soldiers, and we want to fulfill credentialing needs while our soldiers are serving. It’s not our primary mission,” she said, “but it supports our primary mission, our recruiting, our retention, and our promise to our soldiers.”

Parties interested in what Transportation Corp soldiers have to offer, and those that have in-service credentialing issues, remedies or feedback, are welcome and encouraged to contact the Department Directors within the USATSCH: Mr. Jeff Skinner – Army Driver Standardization Office (ADSO) 804-765-1955 jeffrey.e.skinner4.civ@mail.mil Mr. Don Topping – Maritime & Intermodal Training Division (MITD) 757-878-4100 donald.a.topping.civ@mail.mil

Army Line Haul capabilities very much mimic those found in commercial fields.

Ms. Helena D’Amario – Deployment & Deployment Systems Department (DDSD) 804-765-1939 helena.m.damario.civ@mail.mil

DTJ

www.ndtahq.com | 9

TROOPS TO IMPORT/EXPORT SPECIALISTS: Potentially Filling a Need in the Industry

By Colonel (Retired) Brian Waters, Business Analyst, SMC³, and Vice President, NDTA Atlanta Chapter and Pam Brown, Vice President, Future Forwarding, and Chairman, Atlanta International Forwarders & Brokers Association

H

uman resource experts will tell you there is no such thing as a recession-proof career. However, some professions are more insulated from the economy than others. In a declining economy, a company’s cash position may reduce inventories and purchasing power.

On the other hand, a declining dollar makes exports more desirable to foreign producers. As a result, even in a downward trending economy, freight continues to move. As the economy rebounds, freight movement tends to accelerate, as we are beginning to see in the United States.

The same is true for job opportunities in the logistics industry. The need for skilled logistics professionals did not cease during the recession, and the numbers of projected requirements for logistics professionals in the coming years is staggering. A recent research paper produced by the Georgia Center of Innovation for Logistics identifies an emerging talent gap between the supply and demand for trained and qualified logistics professionals.1 They cite US Department of Labor statistics showing a growth of approximately 270,200 new logistics-related jobs that will need to be filled each year through 2018. Stated another way, over the next four years, there are a projected one million logistics jobs being created in the US. This is just to keep up with projected industry growth.

The growth is quickly out-pacing the ability of the education community to 10 |

Defense Transportation Journal

|

produce a trained and ready logistics work force. The same research paper projects the nation’s educational institutions can only meet 28% of the demand for filling these logistics jobs in the coming years. Admittedly, many of these jobs do not have degree or professional certificate requirements as a condition of employment. Nonetheless, job seekers holding logistics degrees or professional certificates hold significant leverage in qualifications and desirability for hiring.

According to the findings of Logistics Management’s (LM) 30th Annual Salary Survey, young logistics managers are being wooed by competitive offers from large companies that come close to matching those of hightech, finance, and engineering industries.2 In December 2012, Pam Brown, at the time President of the Atlanta International Forwarders and Brokers Association, attended the NDTA Atlanta Chapter’s monthly luncheon. The talent gap was a matter of discussion, particularly as it pertains to Certified Export Specialists (CES) and Certified Customs Specialists (CCS).

Pam was not aware of the similarities between the skill sets and training of these professionals and those of military traffic management coordinators. After additional research and conversations with NDTA Atlanta Chapter Vice President Brian Waters, Pam, and Federico “Kiko” Zuniga, Director of the National Customs Brokers and Forwarders Association’s Educational Institute (NEI), it was decided to pursue the

MARCH 2015

idea of allowing military traffic coordinators to obtain professional credentials and certification while on active duty or upon transitioning to civilian life. A white paper was developed and presented to NDTA Headquarters and, eventually, to the Army Transportation School at Fort Lee, VA. The military traffic management career field closely parallels the CES and CCS profession. While the missions and working environments may differ, they share a foundational skill set that seems to be a good match for transitioning service members.

According to the NEI, an Export Specialist facilitates trade from the US to foreign destinations. They require competence and knowledge in the current export regulations and the ability to keep pace with the rapidly changing market within the transportation field. Their job duties are varied, and encompass all areas of trade. Some job duties may include advising companies in transportation options and documentation and legal requirements for specific countries.

They can choose to be commodity subject matter experts or trade lane experts.

A Customs Specialist facilitates trade from foreign destinations to the US. They are experts in the current import regulations, with the ability to keep up with the rapidly changing import industry. They understand the importation process, and maintain the ability to be an operations specialist in a fast paced environment. They help importers comply with the US Customs regula-

tions, as well as the requirements set forth by the US Department of Agriculture, Food & Drug Administration (FDA), and other government agencies. They can choose to be commodity experts, or specialize in specific government regulations.

Similarly, an Army Movement Noncommissioned Officer (88N20) requests and coordinates transport capability to meet a movement mission; prepares transportation movement documents and related forms for the type of shipment and mode of travel; monitors all freight, cargo, and materiel shipments to ensure accountability; requests, coordinates, and monitors movement schedules and programs; ensures transport capability is appropriate, cost effective, and meets mission requirements; operates automated data processing equipment to document movement information; responds to shipment inquiries, discrepancies, and routine transactions.

Traffic managers with military experience possess many of the same skills with the added benefit of gaining increasing levels of responsibility early in their careers.

Lee Hardeman is President of LHCB, a large international customs brokerage with

a network of agents in over 200 cities in 55 countries around the world. He is a former Air Force Officer with 30 years’ experience in the commercial traffic business.

He states “Many, if not most, ex-military members are used to applying government regulations in real situations, and I have found they are ideally suited for a career in transportation, both domestic and international.”

Lee agrees that gaining professional certification while on active duty or in the transition process would give anyone an advantage in the job market. “Careers would include freight forwarder, customs broker, carrier (air, land, or ocean), warehousing, and cargo operations in general. Taking the CCS or CES in preparation for separation would be a very smart move in that these certifications demonstrate not only knowledge of the field but also a level of dedication that, as an employer, I would find very appealing. Further, one of the most difficult aspects of transitioning into a civilian job that I personally experienced is that some industries do not share a commitment to personal and professional ethical practices that is required in the military. Because of

the regulatory environment and oversight of our industry by Customs and Border Patrol, the Federal Maritime Commission, Federal Aviation Administration, and the myriad other government agencies, I found there is less unethical behavior in our industry, making for an easier transition.”

In 2013, the Army Transportation School and the NEI collaborated to begin a pilot program that would allow some active duty soldiers to gain credentials as a CES. In the program, soldiers are taking the CES Certification preparatory course. Topics covered include Export Controls, Documentation, Destination Country Controls, and Letters of Credit, just to name a few. The NEI agreed to offer military traffic management coordinators constructive credit toward the requirement for 12 months experience in the US export business. Upon completion of the course soldiers can take the certification exam that, upon successful completion, will allow them to place professional credentials on their resume.

So far, the pilot program is showing signs of success. There are now 12 soldiers continued on page 24

Fall in line.

As time rolls on, roll out for a little R&R – well deserved. Enjoy up to 25% off with BCD # V053905 plus $25 off a weekly rental with coupon # MUWZ084. Give yourself a break, that’s an order.

Find additional offers when you reserve at budget.com/recgov or by calling 1-800-527-0700.

Terms and Conditions: Offer valid on a compact (group B) and above, excluding specialty (group X) vehicles. Dollars off applies to the time-and-mileage charges only on a minimum five-day rental period. Saturday night keep required.

Taxes, concession recovery fees, vehicle license recovery fee, customer facility charges ($10/contract in CA) may apply and are extra. Optional products such as LDW ($29.99/day or less) and refueling are extra. Offer valid at participating Budget locations in the contiguous U.S. and Canada. One offer per rental. An advance reservation is required.

May not be used in conjunction with any other coupon, promotion or offer, except your BCD discount. Offer subject to vehicle availability at time of reservation and may not be available on some rates at some times. For reservations made on budget.com, dollars off will be applied at time of rental. Renter must meet Budget age, driver and credit requirements.

Minimum age may vary by location. An additional daily surcharge may apply for renters under 25 years old. Renter must present proof of U.S. Government affiliation at the time of rental. Rental must begin by 12/31/2015. ©2013 Budget Rent A Car System, inc. A global system of corporate and licensee-owned locations.

100621-01

www.ndtahq.com | 11

KEYS TO SUCCESS

By Kurt R. LaFrance Director, Legislative Affairs, US Transportation Command

A

s the old adage goes, “with great challenges, come great opportunities.” This holds true when working with Congress to achieve legislative objectives. Despite the highly polarized political environment on the Hill between parties, and even within parties, it is still possible for executive branch agencies and US commercial entities to engage successfully with Congress to address common concerns. As members of the nation’s transportation enterprise, we all share a common interest in persuading Congress to do the right thing to enhance the governmental and commercial sides of the enterprise. Here is a roadmap for that success.

As anyone who has worked with Congress understands, the 535 independently minded members of Congress form a daunting institution. Understanding who works for whom, which committees have jurisdiction for any particular issue, and how members’ equities affect their approach to issues and legislation can be an insurmountable task, or at least a difficult one. Since members’ and staffers’ time are so limited, it is critically important to approach a members’ office or committee with full knowledge of their 12 |

Defense Transportation Journal

|

Consistent messaging is the most effective way to make your case with Congress. That means all parties involved— industry and government—are telling staff the same thing. But be careful; building consensus within industry and government, then lobbying Congress for an expected result, is a clear violation of the Anti-Lobbying Act. jurisdictional role and their ability and willingness to help.

First, there are three necessary assumptions, partly intuitive, but needing to be stated. Number one: every member has an agenda. The agenda may be parochial, in that it benefits the member’s district or a set of their constituencies; or, it may be altruistic, in the best interest of the nation or the jurisdictional boundaries of their committee work. In either case, it is necessary to know what that agenda is and how a particular transportation issue may affect it.

MARCH 2015

Second, in the end, after all the arguments are presented, it’s about the money. Even “policy” objectives in legislative proposals culminate in a spending issue for Congress—it’s what they do because that’s what the Constitution demands of them. For example, take the proposal this year to allow 100% disabled veterans to fly on space available aircraft, increasing the potential pool of Space-A flyers by hundreds of thousands.

A majority of House members supported the policy proposal, but after consideration in the informal conference committee, the language never made it into the National Defense Authorization Act (NDAA) due to potential, but unstated, costs.

Third, and most importantly, perception is reality. Let’s face it—Congress is ultimately a political institution where members vote on issues they believe their constituents sent them to Congress to advocate. Their response to those issues, based in fact or otherwise, will be the score on the test they must pass in the next election. Those of us dealing with Congress must understand if we are speaking to their perception or to their reality. The recent transition of USTRANSCOM’s Global Privately Owned Vehicle (POV) Contract

(GPC-III) to an untested company is an insightful example. While the contract itself was an unqualified achievement for the US government in terms of accountability and best value, early and persistent performance shortfalls called into question the decision to transition to a new contract. The perception among constituents (e.g., military members who suffered from that underperformance) that GPC-III was “a bad contract” led many members of Congress to form the same opinion. It took months of effort with staffers and members to reverse the perception that the contract was flawed.

Transportation issues in particular pose a unique challenge for industry and government when dealing with Congress. Crossjurisdictional lines of responsibility create a complexity within Congress that requires precise navigation and an effective network in order to make the right contacts at the right times. Above all else, relationships matter; and relationships with the right personal and professional staffs are paramount.

Elected members are the focal point within their offices and committees, but it is the staffs who advise them on what issues they should support and who develop the justification within their committees for moving that legislation. For example, it took nearly three years of fairly intensive staff engagement to secure the reauthorization of the Maritime Security Program (MSP), first to reauthorize the program’s existence through 2025, then to authorize a stair-stepping increase to the MSP stipend in the following legislative cycle. The engagement within Congress crossed jurisdiction in three areas—the Armed Services Committees, the Transportation Committees, and the Appropriations Committees in both the House and Senate, and required industry and government advocacy throughout the process. Personal relationships with staffers, particularly on the Armed Services Committees in whose bill the language appeared, was instrumental in its final approval. Get the staffers on your side, and probability of success increases dramatically.

Consistent messaging is the most effective way to make your case with Congress.

That means all parties involved—industry and government—are telling staff the same thing. But be careful; building consensus within industry and government, then lobbying Congress for an expected result, is a clear violation of the Anti-Lobbying Act. Nonetheless, educating and

informing Congress about the impact of proposed legislation, or proposing legislation independently, without any industry-government consensus, is allowed and part of the legislative process. Industrygovernment forums such as NDTA meetings, Executive Working Groups and others, are effective and resourceful ways to discuss issues of common interest.

MSP also serves as a valuable example of the importance of an incremental approach to legislation. Congress, by its nature, is

there is no change to the BCA and prospects are unlikely it will ever be reversed.

The same logic applies to transportation concerns. Many laws regarding the industry (Food for Peace cargo preferences, long-haul trucking policies in the Service Contract Act, Fly CRAF, etc.) have stood the test of time and are generally beneficial to industry and DOD. Any change to those laws (Firm Fixed Price cargo preference reduction to 50%) causes disruption within industry and requires an adjustment period that is often

Industry-government forums such as NDTA meetings, Executive Working Groups and others, are effective and resourceful ways to discuss issues of common interest. reluctant to change existing law, and usually does so only after careful consideration and time for opposing views. When the cameras and microphones are turned off, the legislative process is a deliberate and thoughtful one in most cases. In that regard, it is usually beneficial to let Congress consider incremental changes rather than wholesale deletions and reinsertions of US Code. Building justification and support for a well-defined problem (e.g., authority to increase the MSP stipend over 10 years) within committees and with select members who have a vested constituency will increase the likelihood of success. For MSP, “targeted” engagement with members who sat on both the Armed Services and Transportation Committees was instrumental in achieving success, as they had strong equities for change in both their maritime industry and Defense oversight roles. Attempting to change large portions of US Code, or to add voluminous extensions, give detractors many more opportunities to oppose “good ideas.” Building a strategy based on an incremental approach over several legislative cycles requires patience, but is much more likely to succeed than a major policy shift in one year.

Since changing existing law is enormously difficult, it is important only to seek changes to law that will have the desired long-term effect. In other words, be careful what you ask for. When the Budget Control Act (BCA) was passed and signed into law in 2011, the conventional wisdom was that Congress would immediately change it when they realized that the resulting sequestration was too disastrous to allow it to stand. Yet, three years later,

unpredictable. For the Civil Reserve Air Fleet (CRAF) for example, DOD believes it needs no additional authorities to manage that sector’s support to DOD, so a concerted effort from industry in recent years to create a cargo preference in law resulted in some Congressional pushback. The only effective change to date has been the inclusion of existing Fly CRAF language from Title 49 into Title 10, with limited, if any expected impact. Congress wants to understand better the implications of changing a long existing set of standards before disrupting one of the most effective set of policies for industry-government interaction.

As we approach the “Year of Sealift,” and face daunting challenges in governmentindustry transportation relationships across the enterprise, engaging Congress effectively is more important than ever. Soon, for example, we will be making the case for Ready Reserve Force recapitalization, which may require a change to existing law allowing for purchase of foreign vessels and potentially increasing shipbuilding production within the US. The most effective means for success with Congress is to follow the guidelines above—speak with one voice, start with staff at the right contact points, think incrementally and long-term. While industry and DOD will not always agree on legislation or policy changes, using forums such as NDTA will allow for recognizing common interests which can then be successfully applied to congressional engagement.

We define the transportation enterprise as all the entities in industry and government who perform transportation and continued on page 24

www.ndtahq.com | 13

T Acceptance is a Tool of a Strong Homeland Defense

By Michael Breslin

14 |

Defense Transportation Journal

|

MARCH 2015

errorism, extremism and transnational crime are at the forefront of international issues confronting America’s policy makers. This threat detracts from limited resources and affects the American psyche. The United States has expended great resources and human capital to defend its homeland and vital interests. Since former President George W. Bush declared war against terrorism, the US has applied its instruments of power to varying degrees of effectiveness in an effort to promote its national interests, prevent terrorism, protect its citizens, and defend its homeland. The tragedy and lasting impact of the September 11, 2001 attacks against America are not solely represented by the innocent lives lost that day; America itself awoke a different nation the morning after. The attacks struck at the core of America’s vital interests. More importantly, they also struck at the center of every American’s perceived sense of safety and security.

The revolving nature of the extremist threat both foreign and homegrown dictates the development by the United States of new non-traditional counter measures.

America’s strategic policy to combating extremism and terrorism is over a decade old. An area of great concern lies in the attitude of most Americans, the average citizen, towards these threats. A relative complacency has evolved over this last decade. Public and citizen awareness and acceptance of a new era is a strong tool in our nation’s homeland security framework that should not be overlooked.

Public acceptance that terrorist activity against the homeland will occur at some point, despite optimal efforts, past and present successes of its law enforcement, armed forces and intelligence communities, is a necessary component of a robust homeland security strategy. American resiliency is legendary. It is strong enough to provide a firm foundation upon which public acceptance of a new normal, as a tool against terrorists can be built.

Domestic challenges, economic downturns and diminishing resources necessitate the re-examination of US homeland security and defense strategy. America has invested substantial amounts of resources and power towards defeating terrorism.

However, the return on this investment is debatable and somewhat waning. Extremism and terrorism are evolving and

will not be defeated in the traditional sense. There will be no peace negotiation between America and extremists, albeit foreign or domestic. We face an unconventional enemy with diffused sources of power and influence. A certain level of risk of attack to the United States will always be present and should be accepted by its citizenry. A false sense of safety is detrimental to homeland security and complacency contributes to this false sense.

It would appear dangerous for the American public to have unrealistic expectations of complete safety and security. These may lead to demands on the homeland security apparatus that are impractical, burdensome and costly, thereby potentially increasing the country’s vulnerabilities and risk exposure. Extremists and radicalized lone actors are empowered by the asymmetrical nature of this war and access to low cost technology. Globalization enables the communication, travel, financing, coordination and engagement of terrorist actions against America. The globalization process has exponentially extended terrorism’s reach, impact and projection of power. The rapidity of change, interconnectedness of the global economy and advances in information technology contribute to the terrorist’s actual and perceived exploitation of America’s vulnerabilities. Terrorists operate on the fringe of the international system.

Their disregard for traditional modes of conduct enable their exploitation of the United States’ adherence to international mores, nation and individual rights, sovereignty, and the projection and use of all forms of power.

The potential loss of life and negative economic ripple effects of a terrorist act in America influences the psychology of the American public. Americans expect their government to protect them from all danger. This expectation is costly and unrealistic due to the enemy’s resiliency and dispersed level of power. Use of unconventional techniques and ability to employ countermeasures to traditional American manifestations of its national power require policy makers to re-think the nation’s strategic approach to homeland security and defense. In so far as the need for the public to be accurately

informed as to whether terrorism poses an existential threat or not, the time for a change in public perception and level of acceptance of the threat posed by terrorism is past due.

Homeland security and advancement of US vital interests is extremely complex.

It involves the acceptance, actions and collaboration of personnel across all branches of government. Foreign partnerships are also a vital element to any successful US strategic approach to the problem of extremism and terrorism. The financial expenditures and domestic policy tradeoffs involved add to this complexity. The United States has applied its instruments of national power to varying degrees of effectiveness in an effort to combat terrorism, as evidenced by the Iraq and Afghanistan wars and the creation of the Department of Homeland Security.

Homeland security and advancement of US vital interests is extremely complex. It involves the acceptance, actions and collaboration of personnel across all branches of government. Foreign partnerships are also a vital element to any successful US strategic approach to the problem of extremism and terrorism. The financial expenditures and domestic policy trade-offs involved add to this complexity.

The years since the 9/11, attacks have taken a substantial toll on the United States. A toll measured in dollars spent, diminished economic prosperity, lives lost, alliances damaged, freedoms curtailed and a degrading of our nation’s collective sense of safety and comfort. It is impossible to define this current war on terror in conventional ways and similarly apply conventional methods against it.

Decisive victory against extremism and terrorism is not possible given the nature of the enemy and America’s free society.

Americans are not willing to sacrifice their values and transform the nature of America. Extremist ideology thrives on the ability to exploit the seams in the in-

ternational system’s balance of power. The extremist uses cultural, religious and political differences to diffuse their base of power, financial and popular support.

The continued expenditure of America’s limited resources at the expense of its long-term economic footing is a cause for alarm. The revolving nature of the threat to the homeland, adaptability of the enemy and its use of asymmetrical tactics require America’s flexibility in both strategy and mindset. Public acceptance of a certain risk factor is perhaps an asymmetrical response to the fear sown by terrorism. Terrorism and extremist ideology do not pose a significant threat to America’s long-term viability. The terrorist threat however, is not one to discount.

The US should remain active in its counterterrorism initiatives and employ all elements of its national power against the network of terrorists dispersed across the world and towards those who would wreak havoc from within. The United States should continue to rely heavily on its military, diplomatic, informational, military and economic (DIME) power towards the implementation of its national security strategy. Military power, homeland security, and technological superiority may not be enough to safeguard American sovereignty. Equally vital to this relationship is the US judicial, law enforcement, public and private sector capabilities and resources.

The US should employ asymmetrical forms of power and law enforcement techniques against homeland security threats.

Strong national security is enhanced by a vigorous homeland security strategy. Having stated the need for a continued review of what has been part of the past, a revised homeland security strategy should incorporate a strong strategic information campaign aimed at educating the public and heightening their level of risk acceptance in relation to the resources supporting homeland security. America’s citizens, in both its public and private sector can be effective strategic partners in America’s efforts to defend its homeland and vital interests.

Vigilance and continued national focus on the prevention of attacks against the homeland is paramount. A clear understanding by the public that in all probwww.ndtahq.com | 15

ability attacks will occur is an important piece of the homeland security puzzle.

This honest, yet difficult dialogue between the individual citizen and government will help define more realistic societal expectations and aid in the process of realistic resource allocation. Presently there exists a stark gap between our nations’ total capacity and tolerance level of a terrorist attack on the homeland.

Prioritized funding is a part of a successful strategy against the threat of terrorism and how the United States should further address the issues at hand. If resourced properly and in recognizing the vital role that all citizens play in providing the type of support needed, America’s intelligence and law enforcement will be able to enhance their capability to leverage international partnerships with investigative techniques to identify and disrupt potential plots in America and abroad.

Policymakers must properly align America’s national security strategy with all realms of national power, of which, we simply as citizens make up a large percentage and have substantial power. The economic aspect of any terrorist threat and efforts to mitigate it are crucial. Al-Qaida’s original strategy to bankrupt the United States using low cost terrorist activities to illicit enormously expensive responses and cause huge negative impact on the American economy is an important lesson for all of us to learn. Policymakers should direct America’s power towards maintaining the economic viability of the US for the benefit of the global community.

With an anticipated acceptance and understanding that America and her citizens will likely be the victim of another terrorist act, it should be clear that the US must engage in a strategic communication campaign to educate this fact

to its citizens and the need to be properly prepared. Regardless of whether the impact of an attack will pose a long-term existential threat to the US or its vital interests, the American public must fully understand the issues and prepare for the possible eventuality of a terrorist act.

The conveyance of this message and acceptance is a long-term, but essential approach to homeland security.

Challenges to America’s security interests in a globalized environment render traditional methods to combat terrorism relatively ineffective from a cost and long-term benefit analysis. This is true because there can be no decisive victory against a decentralized enemy that is free from the constraints of any sovereignty and universally accepted behaviors. The interdependence of economic and political relationships across the globe exposes America’s vulnerabilities yet offers it endless opportunities. Public acceptance of both a threat and global alliances is a tool that can be used in furtherance of a safe, secure and prosperous nation.

Recognizing that homeland security is a complex challenge, involving the actions and collaboration of personnel across all branches of government, domestic concerns, economic downturns, limited resources, and partisan politics, necessitate the application of sound business practices throughout the federal government.

The aftermath of the September 11, 2001 attacks not only revealed the vulnerability of the United States to terrorism, it also provided a conduit for a public call to action. Americans demanded an immediate and decisive federal response. It is against this backdrop that the Department of Homeland Security (DHS) was created.

The Homeland Security Act of 2002 led to the creation of DHS thereby merg-

ing twenty-two distinct agencies and over 220,000 federal civil servants under the jurisdiction of the new cabinet level agency. This unification was designed to contribute to a seamless methodology to homeland security and represents a means of security that requires total citizen support and funding, resulting in a more efficient and effective use of personnel, resources, and taxpayer funding.

The Department of Homeland Security operates in an environment of rapid change, increased risk, multidimensional threats, fiscal constraints, and competing demands. It has evolved over time to become one of the foremost law enforcement organizations in the areas of cyber crime, network intrusions, and critical infrastructure protection. A resilient America is not an option; rather it is a requirement in the aftermath of 9/11. Resiliency is a core principle in our nation’s National Strategy for Counterterrorism. Additionally, it should also serve as a foundation to our nation’s homeland defense and security strategy. Awareness of DHS requirements listed below, though public record may not be known by the average citizen.

DHS plays an essential role in securing American national interests. Nevertheless, the Department must also compete for funding and public support in this tenuous environment. The financial expenditures and domestic policy trade-offs involved in the debate over the acceptable level of homeland security, is a rigorous one. The risks, direct and indirect costs of security add to this multifaceted national conversation. A cost benefit analysis of the billions of dollars and unaccounted human capital spent on homeland defense since 9/11 is exceptionally difficult to conduct.

The current risk based construct used by the DHS to prioritize security risks and

Department of Homeland Security: Various External Challenges • • • • • • • • •

16 |

95,000 Miles of Shoreline 5,500 Mile Border with Canada 2,000 Mile Border with Mexico 500 Million People Cross per Year 127 Million Vehicles 211,00 Vessels 429 Commercial Airports 829,000 Planes 95% of US Imports Arrive by Sea

• • • • • • • • •

|

MARCH 2015

Defense Transportation Journal

Critical Infrastructure – 52,000 “Items” 170,000 Public Water Systems 104 Commercial Nuclear Plants 2,800 Power Plants 66,000 Chemical Plants 20,000 Miles of Major Railroads 590,000 Highway Bridges 11.5 Million Trucks 2.5 Million Rail Cars

• 2 Billion Miles of Telecommunications Cable • 2 Million Miles of Pipelines • 80,000 Dams • 87,000 Food-processing Plants • 361 Commercial Seaports; 750,000 Workers • 11 Million Import Containers

the level of applicable funding is subject to much variance. It is largely the effect of threat, vulnerability, and consequence as shown by the following simplified formula; (R=T x V x C ).3 The apparent lack of appropriate metrics by which the DHS may measure the benefits gained from the preventive measures employed in completing their mission is a complex problem.

The difficulty in employing risk-based analysis for an informed homeland security and resource strategy is a thorny matter for the national leadership. Congressional leaders have demanded action in this regard. The proper balance between reduced financial costs of security with the provision of acceptable public protection is a delicate balance to strike. The problematic nature of linking resource decisions with threat based analysis due to the unavailability of the right metrics, information, and/or capacity is troublesome. The following excerpt describes this challenge: “. . . the data to make the risk equation work in the case of terrorism and other homeland security risks are practically never available.

Consequently, in practice, risk management seems more symbol than science or art.” 4 Globalization has presented the United States a myriad of challenges, depicted by a world overflowing with complexity, hybrid threats, technological innovation, interconnectivity, and limited resources.

There is an inherent tension between American’s desire for safety and security, the value placed on individual rights, and government responsibility to protect its citizens. The strain between homeland defense and privacy seems all-encompassing, influencing domestic and international policy, as well as budget priorities.

Within the current domestic political and economic context, the public and its elected leaders must continue thoughtful debate over the amount, duration, and levels of funding for homeland defense initiatives. What remains in question is the long-term preference and funding commitment of homeland security by the American public and elected government officials. The transformation of DHS is difficult and time intensive. Its primary focus however is to secure America. It is entrusted with the immense task of securing5 multiple facets of American society and its focal points of economic growth.

Homeland defense and security resourcing decisions take place within a

political context. The gap between actual risks versus the impact fear plays on the populace often result in an unbalanced approach to financial and resource allocation. Public opinion often rules the day over factual based risk assessment. Inconceivable, difficult and vastly unpopular homeland defense and security resourcing decisions require moral courage.

Although there are many contributing factors to a robust and effective homeland security strategy, one such facet should include an informed public. Every citizen is obligated to understand the threat our nation faces and strike the proper balance between debilitating fear and passive ignorance. Every American has a role to play in ensuring the safety and security of our nation; “protecting the nation is a shared responsibility and everyone can contribute by staying informed and aware of the threats the country faces. Homeland security starts with hometown security.”6 Security is everyone’s responsibility. A resilient public is a vital component to a strong homeland defense. The challenge lies in how to adequately convey this message to the masses in a manner that does not cause widespread panic or dilute its significance with sensory and information overload. This is where private sector companies play a crucial role. It is in the best interests of the private sector to ensure they operate in a secure and safe environment.

Both which are contributing factors in business development and profit earnings.

A simple three-pronged approach by NDTA members is suggested, utilizing homeland security programs and resources that are readily available and in many cases used with much success. This tactic incorporates a Proactive Security Strategy, Education/Awareness Programs and Public Private Partnerships.

1

PROACTIVE SECURITY STRATEGY

The premise to this approach is the core belief that safety and security is a collective responsibility which encompasses more than just law enforcement and military personnel. Security, although a primary function of the public sector, is only improved when all stakeholders; private sector employees and average citizens view it as an integral part of their lives, one for which they play a critical role.

Safety and security, implemented as an enterprise wide approach as opposed to

the traditional stove piped one is part of a proactive security strategy.

Associations with federal, state, local, community and academic groups will help provide NDTA members additional tools, resources and information required to adequately prepare and educate its workforce for incidents of terrorism and violence. This proactive approach of engagement and education will aid in the effort to strengthen employee resilience.

The threat to homeland security is a dispersed and an eternally present fact of reality. Corporate security programs would benefit from a shift towards a more consolidated and cohesive strategy. An element of employee participation is important to the success of any safety and security strategy. Employees and the companies for which they work all share a vested concern; namely the health, safety and security of the environment in which they live and work. This stakeholder mentality should be a guiding principle in all NDTA member safety and security programs.

A proactive and comprehensive program should obtain employee consensus and instill in them, regardless of status within the organization, a sense of ownership and personal interest in relevant safety and security issues. Corporate social responsibility principles utilized by many successful companies provide an example by which NDTA members may integrate their safety and security programs into an enterprise wide business model. The understanding and acceptance of individual responsibilities and the collective repercussions for failure to implement such, are significant tools from which a private sector’s proactive security strategy may rely.

This approach to security necessitates the strategic methodology of the active and effective engagement with internal and external corporate partners.

Comprehensive security risk assessments should be conducted, regardless of the size and scope of the business. These risk assessments should identify threats and potential adverse impacts to the company and/or employee. Companies should raise the awareness of the importance of their proactive safety and security programs. Sustainable measurements should be established and executed to help ensure program effectiveness.

Lastly, NDTA members may benefit from the establishment of Threat Manwww.ndtahq.com | 17

agement Units (TMU) utilized by many law enforcement agencies. This proactive approach to safety and security encompasses both intelligence and investigative gathering techniques to identify, evaluate and mitigate threats to the workforce. A successful TMU will incorporate a training aspect to its core functions, one that teaches employees to recognize signs of workplace stressors and potential violence.

2

EDUCATION/AWARENESS PROGRAMS

If employed properly, companywide education programs will help raise awareness of the threats faced by not only the nation but also the specific industry, community and individual. They will also help change public perception and build resilience. In an open society, threats often hide in plain view. The threats posed by terrorists, selfradicalized individuals or lone actors are plenty and influence all facets of society.

It is for this reason, the need to educate the public of the existence and prevalence of these emerging threats is so important. The shortage of funding and personnel is a common concern among both the public and private sector. One way to help close this gap is with effective partnerships and training.

Proactive safety and security programs should incorporate employee awareness programs on issues ranging from active shooter training, work place violence, homegrown violent extremists and white supremacy groups, to lessons learned from terrorist attacks both domestic and abroad. The distribution of companywide newsletters, fliers, power point presentations and electronic bulletins, which contain topics germane to safety and security, with helpful links to government wide and local resources, would aid in the overall education and building a resilient workforce. Two resources worthy of mention which should be viewed by NDTA members for potential replication in their security and safety programs is the United States Army’s Ready and Resilient Campaign7 and employee training on Suspicious Activity Reporting (SAR).

The Army has invested considerable resources into the formulation and implementation of a plan to build and sustain personal resilience across the Army enterprise. This campaign incorporates tools by which the Army may create a culture of personal resilience among its workforce, both 18 |

Defense Transportation Journal

|

soldiers and civilian. It includes the cultural and structural change required as well as the integration of personnel training and development programs each synchronized to help build a more resilient employee.

So too, may NDTA members benefit from similar resilient training programs.

The second notable resource available to NDTA members is the Nationwide SAR Initiative (NSI)8. This is a collaborative effort between the United States Department of Justice, United States Department of Homeland Security, state and local law enforcement. A key component of this initiative is the availability of training, educational resources and networking opportunities between government and the private sector.

An example of a helpful product published by the NSI is two-page bulletin entitled “10 Ways to Integrate Suspicious Activity Reporting into Your Agency’s Operations9.”

This document outlines ten simple ways NDTA members may enhance their safety and security programs and in the process, help build a more resilient workforce.

The efficiency and cost effectiveness of corporate security programs will improve if employees across all departments receive training on observable indicators that may be signs of suspicious or unusual activity.

The timely recognition of these signs will help in providing a more secure community, place of business and homeland.

3

PUBLIC-PRIVATE PARTNERSHIPS

The third and final course of action proposed is the supplementing of NDTA member safety and security programs with the full advantages of robust partnerships with both private and public sector counterparts. The expansion and proper utilization of public-private partnerships (PPPs) is a compelling safety and security tool. This tool is effective when used to strike against the myriad of threats to the homeland.

PPPs can also leverage quite effectively and efficiently, the combined resources, personnel and expertise of many at both the operational and strategic level, for the sole use and benefit of corporate members. The combination of financial constraints, limitless threat environment and in some cases unrealistic public expectations, only serves to stress the exigency for the utilization of PPPs. Public-private partnerships offer a streamlined approach by which government and private sector industry collaborate towards

MARCH 2015

the mitigation of security threats. This provides for cost savings and increased efficiencies. Thereby, a safety and security program that is fully engaged in the PPP model, simultaneously contributes to the organization’s return on investment. NDTA member safety and security programs can reap the benefits and increase employee resilience from partnerships with multi-disciplinary entities to include academia, local and community organizations.

The strategic and economic importance of the nation’s critical infrastructure and the prevalence of private sector ownership, estimated at 85%10, makes the use of PPPs a safety and security necessity. The lines between homeland defense and security often intersect, thereby making PPPs a vital instrument of national security.

NDTA member safety and security programs that incorporate a goal of maintaining a resilient workforce have a variety of successful PPP models from which to emulate. The growing interest and early success of the business-oriented Emergency Operations Centers (BEOC) model serves as one such example. The Federal Emergency Management Agency (FEMA) currently leads this enhanced and innovative effort.11 This collaboration between the government and private sector partners offers an ideal forum by which industry specific information is shared, mutually beneficial and cooperative relationships developed, local capacity and resilience for dealing with the onset and aftermath of disasters strengthened.

Academia and the business community developed the BEOC concept. Its applicability and appeal to NDTA members is the fact that it operates on a computer-generated platform. Information and services provided virtually offer a broader reach. This is a cost effective method of the publicprivate partnership approach.12 The BEOC model offers the private sector an opportunity to strengthen employee resilience.

NDTA member safety and security capabilities can be augmented by the value obtained from information sharing, situational awareness and best practices.

The utilization and commitment to the public-private partnership concept will enable NDTA members to maintain and strengthen cross agency and sector cooperation. Once pre-established prior to terrorist or emergency events, these developed partnerships will pay huge dividends.

None of the three techniques briefly described above; proactive security strategy, education and public-private partnerships are mutually exclusive. They work better if used in tandem, each one reinforced by use of the other. Complacency towards the threat faced by the nation poses a danger to homeland security. Public perception and acceptance in the wake of terrorist threats against the homeland can either hinder or strengthen the nation’s collective vulnerability. The first most crucial step

Public perception and acceptance in the wake of terrorist threats against the homeland can either hinder or strengthen the nation’s collective vulnerability. The first most crucial step in this regard is acceptance that although vigilance and preparation are paramount, terrorist activity will in fact strike again. in this regard is acceptance that although vigilance and preparation are paramount, terrorist activity will in fact strike again.

In the decade since the September 11, 2001 attacks, a paradigm shift has occurred. The potential for imminent terrorism against the homeland or America’s interests abroad is the new normal.

Throughout American history, resiliency is what enabled the country to sustain countless obstacles, however devastating, rebuild and emerge stronger than before.

Resiliency is the lifeblood of the nation.

This resilient spirit will enable America to absorb and overcome any setback. American values, its core principles and way of life will persevere. DTJ BIBLIOGRAPHY Bellavita, Christopher. Changing Homeland Security: Twelve Questions from 2009.

Homeland Security Affairs, Volume VI, NO. 1. January 2010. pp. 1-16.

Busch, Nathan E., and Austen D. Givens.

“Public-Private Partnerships in Homeland Security: Opportunities and Challenges.”

Homeland Security Affairs 8, Article 18 (October 2012) http://www.hsaj. org/?article=8.1.18 Coburn, Tom. Member, Homeland Security and Governmental Affairs Committee: Safety At Any Price: Assessing the Impact of

Homeland Security Spending in US Cities.

Washington, DC. December 2012.

Diebel, Terry L. Foreign Affairs Strategy: Logic for American Statecraft. New York: Cambridge University Press, 2007.

Global Trends 2025: A Transformed World, National Intelligence Council, Office of the Director of National Intelligence, November 2008. www.dni.gov/nic/NIC_2025_project.

National Security Strategy, Washington, The White House, May 2010.

National Strategy For Counterterrorism, Washington, The White House, June 2011 O’ Hanlon, Michael E. Budgeting for Hard Power. Washington, D.C.: Brookings Institution Press. 2009: pp. 101-125.

Quadrennial Homeland Security Review (QHSR), Executive Summary. Department of Homeland Security. February 2010. pp. i-iv. www.dhs.gov/xlibrary/assets/ Quadrennial Homeland Security Review Report: A Strategic Framework for a Secure Homeland. February 2010. pp.1- 77.http:// www.dhs.gov/xlibrary/assets/QHSRreport.pdf United States Army’s Ready and Resilient Campaign Summary, March 2013, pp.

1-15. http://usarmy.vo.llnwd.net/e2/c/ downloads/285588.pdf United States Department of Homeland Security, Federal Emergency Management Agency, National Business Emergency Operations Center Fact Sheet, September 2013. http://www.fema.gov/media-librarydata/20130726-1852-25045-2704/fema_ factsheet_nbeoc_final_508.pdf United States Department of Homeland Security, Federal Emergency Management Agency, National Partnership-Business Emergency Operations Center Alliance. http://www.fema.gov/pdf/privatesector/ beoc_partnership.pdf United States Department of Homeland Security Overview fact Sheet, DHS 101: Awareness Forum. http://www.dhs.gov/ xlibrary/assets/qhsr_report.pdf.

United States Department of Homeland Security: Implementing 9/11 Commission Recommendations, Progress Report 2011.

P6. http://www.dhs.gov/xlibrary/assets/ implementing-9-11-commissionreport.pdf Williams, Cindy. “Strengthening Homeland Security: Reforming Planning and Resource Allocation” (Washington, DC: IBM Center for the Business of Government, 2008). pp.

1-48. http://www.businessofgovernment.org/ sites/default/files/Willimas BOG. Nationwide SAR Initiative. http://nsi.ncirc. gov/(X(1)S(onklp4n24adk1q0ebonz1wz2))/ default.aspx

Nationwide SAR Initiative, 10 Ways to Integrate Suspicious Activity Reporting into Your Agency’s Operations, March 2013. http://nsi. ncirc.gov/(X(1)S(lldda1tpnevylwgxsix2kyvj))/ documents/10_Ways_to_Integrate_SARInto_ Your_Agencys_Operations.pdf Trindal, Joseph. “A Major Step Forward: Private Sector Resilience Coordination” (Domestic Preparedness.Com, July 24, 2013.) http://www. domesticpreparedness.com/Industry/Private_ Sector/A_Major_Step_Forward%3A_Private_ Sector_Resilience_Coordination/ END NOTES

1 Williams, Cindy. “Strengthening Homeland Security: Reforming Planning and resource Allocation” (Washington, DC: IBM Center for the Business of Government, 2008). pp.

1-48. www.businessofgovernment.org/sites/ default/files/Willimas BOG.pdf 2 National Strategy For Counterterrorism, Washington, The White House, June 2011 3 Bellavita, Christopher. Changing Homeland Security: Twelve Questions From 2009.

Homeland Security Affairs, Volume VI, NO 1.

January 2010. pp. 1-16.

4 Ibid. p. 4.

5 United States Department of Homeland Security Overview fact Sheet, DHS 101: Awareness Forum. http://www.dhs.gov/ xlibrary/assets/qhsr_report.pdf.

6 United States Department of Homeland Security: Implementing 9/11 Commission Recommendations, Progress Report 2011.

P6. http://www.dhs.gov/xlibrary/assets/ implementing-9-11-commissionreport.pdf 7 United States Army’s Ready and Resilient Campaign Summary, March 2013, pp.

1-15. http://usarmy.vo.llnwd.net/e2/c/ downloads/285588.pdf 8 Nationwide SAR Initiative http://nsi.ncirc.gov/ (X(1)S(onklp4n24adk1q0ebonz1wz2))/ default.aspx 9 Nationwide SAR Initiative, 10 Ways to Integrate Suspicious Activity Reporting into Your Agency’s Operations, March 2013. http://nsi. ncirc.gov/(X(1)S(lldda1tpnevylwgxsix2kyvj))/ documents/10_Ways_to_Integrate_SAR_Into_ Your_Agencys_Operations.pdf 10 Busch, Nathan E., and Austen D. Givens.

“Public-Private Partnerships in Homeland Security: Opportunities and Challenges.”

Homeland Security Affairs 8, Article 18 (October 2012). http://www.hsaj. org/?article=8.1.18 11 United States Department of Homeland Security, Federal Emergency Management Agency, National Business Emergency Operations Center Fact Sheet, September 2013. http://www.fema.gov/media-librarydata/20130726-1852-25045-2704/fema_ factsheet_nbeoc_final_508.pdf 12 United States Department of Homeland Security, Federal Emergency Management Agency, National Partnership-Business Emergency Operations Center Alliance. http://www.fema.gov/pdf/privatesector/ beoc_partnership.pdf

www.ndtahq.com | 19

PROFESSIONAL DEVELOPMENT NDTA University at the NDTA-USTRANSCOM Fall Meeting Irvin Varkonyi, President, NDTA DC Chapter ivarkonyi@scopedu.com

T

he NDTA-USTRANSCOM Meeting, held in St. Louis, MO the past two years will be held in Washington, DC September 28-30, 2015. It will feature a continuation of the successful meeting model implemented with USTRANSCOM as well as new programs, including the inaugural NDTA University consisting of professional development sessions and higher education presentations.

The program will leverage a variety of resources within the military, professional associations, and universities with the goal of enhancing awareness of the latest developments in education and training in supply chain and travel management.

NDTA University is in its preliminary planning stage. A variety of topics covering cargo and passenger subjects is expected to be developed. Unlike general sessions that you’ve seen at past meetings, NDTA University sessions will be interactive miniworkshops with an instructor or team of instructors. The topics chosen will appeal to Action Officers and senior leaders who we expect will direct subordinates to attend these sessions because of the benefit to attendees and their respective Services.

In part, NDTA University will replace NDTA’s Defense Travel and Government Transportation (DTGT) Meeting, which will not be held this year. To recognize the time which will be required by attendees, NDTA will seek sponsorship from a university to award Continuing Education Units (CEUs) to attendees. A CEU is a unit of credit equal to about ten hours of participation in an accredited program designed for professionals with certificates or licenses to practice various professions. A CEU will be important for those attending the NDTA-USTRANSCOM Fall Meeting in fulfilling current or future credential programs.

The NDTA University will be aligned with the NDTA-USTRANSCOM Fall Meeting’s theme, “Delivering Readiness 20 |

Defense Transportation Journal

|

Amid Risk—Together.” Potential topics may include: optimizing operational performance while minimizing operational vulnerability; collaboration among stakeholders and others; determining how we expect suppliers to execute DOD contracts in a resource constrained environment and when faced with global competition; understanding the means by which a supplier trades off security for lower cost or more efficiency with greater vulnerability; determining the costs for the optimum solution.

There are many organizations available to hold sessions at NDTA University. For cargo movements, these may include: • Center for Joint and Strategic Logistics – based at National Defense University with LTG (Ret.) Chris Kelley replacing the retiring LTG (Ret.) Chris Christianson.

• Office of the Secretary of Defense – how do new DOD programs apply to the transportation and logistics industry?

• Society of Logistics Engineers – SOLE offers certifications to the active duty and civilian government workforce.

• Defense Acquisition University – DOD’s premier institution to train and educate the defense acquisition workforce.

• Institute of Defense and Business – based at the University of North Carolina, this is a longtime provider of executive education programs for the DOD. • Penn State University – leading university awarding supply chain degrees and offering executive education programs to DOD. • APICS DC Metro – affiliated with APICS, the Association for Operations Management, offers industry leading certification programs in supply chain management and production/inventory management.

• University of Maryland – another

MARCH 2015

leading university awarding supply chain degrees and housing the Department of Homeland Security’s National Consortium for the Study of Terrorism and Responses to Terrorism.

For passenger and travel education, potential organizations may include: • Defense Travel Management Office – the DOD Center for Travel Excellence can cover new programs’ operational requirements.

• General Services Administration – GSA Travel Training, offered around the country, can review the components of its training programs.

• Wharton Global Professional Leadership Program – provides the only master’s-level accredited course offered within the business travel industry.

We welcome our DTJ readers’ additional suggestions for programs and/or topics to be covered at NDTA University.

We expect there may be additional programs at NDTA University which will benefit young professionals. NDTA sponsors mentor/protégé programs at various chapters, the largest of which is the DC chapter with over 40 mentors and protégés, who gather monthly at the offices of Maersk Shipping. How do young professionals, be they active duty or civilian, develop their career paths?

This and other questions can be offered at NDTA University.

The NDTA University reflects NDTA’s and USTRANSCOM’s commitment to ensure a well-trained, professional workforce. This is a unique opportunity at the Fall Meeting for active duty, civilian, and commercial logistics and transportation professionals to engage in learning sessions which will enhance their collaboration and accomplishments in support of our warfighters. It’s not too early to block off these dates! DTJ

CUT AT LINE & MAIL OR FAX TO: National Defense Transportation Association | 50 S. Pickett St., Suite 220, Alexandria, VA 22304-7296 | (FAX) 703-823-8761

Costs are minimal, but the rewards are great! >> Contact NDTA for more information at 703-751-5011 or visit www.ndtahq.com << NDTA MEMBERSHIP

Maybe you know someone who would like to join. The

National Defense Transportation Association (NDTA) is a nonpolitical and non-profit educational Association composed of government, military, and industry professionals dedicated to fostering a strong and efficient global transportation and logistics system in support of national security. Membership in NDTA affords opportunities to serve and educate the community in your area of expertise as well as other special benefits.

CORPORATE MEMBERSHIP

Corporate membership in NDTA provides increased exposure and networking opportunities for those companies wanting to do business with the US government or military. Membership should be a key part of any business plan where the defense and government transportation, travel, and logistics system is the target market.

Position/Title

When you join NDTA as a corporate member, your company’s executives will have the opportunity to share ideas with top military, government, and industry officials at NDTA events.

These events are conducted and attended by high-level military decision-makers, defense and other government officials, and industry leaders—the individuals who are setting and influencing the transportation, travel, and logistics agenda for the future.

Organization

APPLICATION FOR MEMBERSHIP

Mailing Address

Name

APPLICATION FOR MEMBERSHIP Name

City

State Zip

Position/Title

Work Phone

Email

Organization

Birth Date

Chapter Affiliation

Mailing Address

Sponsor

City

Membership Type

Work Phone

State Zip Email

$400.00 – LIFE $110.00 – Regular (3 Years)

Fax

$40.00 – Regular (1 Year) $30.00 – SPECIAL RATE Young Leaders (35 years or younger) Gov (GS 10 & below)/ Military (Pay grade 03 & below + enlisted grades) Retired (Not employed)

Membership Type $9,500.00 – Chairman’s Circle Plus (Global or national company with multiple operating entities) $6,200.00 – Chairman’s Circle (Global or national operating company) $1,200.00 – Sustaining Member (National or Regional operating company)

$15.00 – Students

$550.00 – Regional Patron (Small Business or local operating company)

Amount Remitted $_____________________

Amount Remitted $_____________________

Donation to the Foundation $_____________________

Donation to the Foundation $_____________________

Check #_________

Discover

Visa

MasterCard

American Express

Card No.

Check #_________

Discover

Visa

MasterCard

American Express

Card No. Expiration Date

Expiration Date

Cardholder’s Name

Cardholder’s Name

Signature

Signature

www.ndtahq.com | 21

Nâ&#x20AC;&#x2122;S CIR RMA CL AI E H C

AAR CORP. + PLUS Agility Defense & Government Services + PLUS AIT Worldwide Logistics, Inc. + PLUS American Roll-on Roll-off Carrier (ARC) + PLUS APL Limited + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boyle Transportation, Inc. + PLUS CEVA Logistics + PLUS Choice Hotels International + PLUS FedEx + PLUS Final Mile Logistics + PLUS Hapag-Lloyd USA, LLC + PLUS Innovative Logistics, LLC + PLUS Interstate Moving | Relocation | Logistics + PLUS Landstar System, Inc. + PLUS Leidos + PLUS Liberty Global Logistics-Liberty Maritime + PLUS Maersk Line, Limited + PLUS National Air Cargo + PLUS Omni Air International + PLUS Panalpina + PLUS Panther Expedited Services, Inc. + PLUS Supreme Group USA, LLC + PLUS TOTE, Inc. + PLUS Universal Truckload Services, Inc. + PLUS

International Shipholding Corporation Lockheed Martin Matson Navigation Company Inc. National Air Carrier Association Norfolk Southern Corporation Ports America

Aeroscraft BNSF Railway Bristol Associates Crowley Maritime Corp.

CSX Transportation DHL Global Forwarding Fikes Truck Line

22 |

R & R Trucking Raith-CTS Logistics SAIC The Pasha Group U.S. Bank Union Pacific Railroad UPS

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.

Defense Transportation Journal

|

MARCH 2015

HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS 1-800-PACK-RAT A Team Logistics LLC AAT Carriers ABF Freight System, Inc. Accenture Federal Services Advantage Rent A Car Air Transport International, Inc. Airlines for America Albert Moving Al-Hamd International Container Terminal American Maritime Officers Army & Air Force Exchange Service ARTEMIS Global Logistics & Solutions Arven Services, LLC Associated Global Systems Atlas International ATS Specialized, Inc. Avis Budget Group aVolt Incorporated Baggett Transportation Company Barling Bay, LLC Best Western International Bollore Africa Logistics C.L. Services, Inc. C2 Freight Resources, Inc. Carlson Rezidor Hotel Group CGI Chalich Trucking, Inc. Chamber of Shipping of America Coyne Airways Coyote Logistics, LLC Crane Worldwide Logistics, LLC CRST Logistics, Inc.

REGIONAL PATRONS Acme Truck Line, Inc. AFBEN, Inc. Agile Defense, Inc. Airbus Group, Inc. Alaska Marine Lines Alaska West Express American Moving & Storage Association American Trucking Associations Amyx Association of American Railroads Boeing Company C5T Corporation CakeBoxx Technologies Cargo Experts Corp.

Cavalier Logistics CeLeen LLC Ceres Terminals Incorporated

Cubic Global Tracking Solutions, Inc. CWT SatoTravel DAMCO Delta Air Lines DHL Express Echo Global Logistics, Inc. Engility Corporation Enterprise Database Corporation Estes Forwarding Worldwide, LLC Executive Moving Systems, Inc. Express-1, Inc. FlightSafety International Fluor FMN International, Inc. GE Aviation General Dynamics/American Overseas Marine GeoDecisions Greatwide Truckload Management Green Valley Transportation Corp.

Hertz Corporation Hilton Worldwide Horizon Lines, LLC Hub Group, Inc. IBM Institute of Hazardous Materials Management Intercomp Company Intermarine, LLC Intermodal Association of North America (IANA) International Auto Logistics International Longshoremen’s Association (ILA), AFL-CIO International Organization of Masters, Mates & Pilots

J. B. Hunt Transport, Inc. Kansas City Southern Keystone Shipping Co. KGL Holding Knight Transportation Kuehne + Nagel, Inc. Labelmaster LMI Lockheed Martin Aeronautics Logistic Dynamics, Inc. M2 Transport Marine Engineers’ Beneficial Association Martin Logistics Incorporated Mayflower Transit McCollister’s Transportation Systems, Inc. McLane Advanced Technologies Menlo Worldwide Logistics Mercer Transportation Company National Van Lines, Inc. Network FOB, Inc. Northern Air Cargo Inc. Ocean Shipholdings, Inc. Omega World Travel Omnitracs, LLC One Network Enterprises, Inc. ORBCOMM Pilot Freight Services PODS Port of Beaumont Port of San Diego Posidon Pratt & Whitney Preferred Systems Solutions, Inc. Prestera Trucking, Inc. Priority Solutions International Priority Worldwide Services

Ramar Transportation, Inc. Roadrunner Transportation Systems Savi SBA Global Logistic Services Seafarers International Union of N.A. (SIU NA) Sealed Air Corporation Sealift, Inc. Secured Land Transport SEKO Logistics SkyLink Air & Logistic Support (USA) II, Inc. Southern Air Southwest Airlines Co. SRA International, Inc. Teradata Corporation Textainer Equipment Management (U.S.) Limited Titan Services TQL Transportation Institute Transportation Intermediaries Assn. (TIA) Transportation Management Services Travelport Tri-State Motor Transit Co. (TSMT) TTX Company Tucker Company Worldwide, Inc. United Airlines United Van Lines, Inc. UniTrans International, Inc. USA Jet Airlines UTi Aerospace and Defense Group Volga Dnepr Airlines Winston & Strawn LLP Women In Trucking Association, Inc.

CGM-NV a NovaVision Company Chapman Freeborn Airchartering Chassis King, Inc. Crystal Forwarding Dalko Resources, Inc. DPRA, Inc. Enterprise Holdings Enterprise Management Systems Europcar Car & Truck Rental FlightWorks Fox Rent A Car Hanjin Intermodal America, Inc. Hospitality Logistics International JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC LMJ International Logistics, LLC M/S Securlog (Private) Limited, Pakistan

MacGregor USA, Inc. MCR Federal, LLC Mi-Jack Products Military Sealift Command (MSC) Miramar Transportation Naniq Global Logistics LLC National Motor Freight Traffic Association, Inc. NCI Information Systems, Inc. NFI North Carolina State Ports Authority Oakwood Worldwide Overdrive Logistics, Inc. Overwatch, Inc. (a division of Avalon Risk Management) Owner-Operator Independent Drivers Association Pak Shaheen Freighters (Pvt) Ltd. Patriot Contract Services, LLC

Philadelphia Regional Port Authority PITT OHIO Port of Port Arthur Portus Reckart Logistics, Inc. REUSA-WRAPS Reusable Logistics Solutions, LLC Seabridge, Inc. Seatac Marine Services Southeast Vocational Alliance TechGuard Security Tennessee Steel Haulers The Cartwright Companies Trailer Transit, Inc Trans Global Logistics Europe GmbH TRI-STATE Expedited Service, Inc. Utley, Inc. YRC Freight www.ndtahq.com | 23

continued from page 11

Start Everything Finish Nothing Start Everything Finish Nothing: The Curse of Modern Management by Rolfe G. Arnhym (Digalign, LLC, 2014), ISBN-13: 9780990979807, 206 pages, Paperback $16.19.

I

n what is being recalled as the largest peacetime troop movement of its time, retired US Army LTC Rolfe G. Arnhym successfully transferred more than 10,000 officers, men, cadets, midshipmen, relatives, supporters, and officials when he conceived and executed the first relocation of the Army-Navy football game across the nation from Philadelphia to the Rose Bowl in Pasadena, CA. In his new book, “Start Everything Finish Nothing: The Curse of Modern Management,” Arnhym documents for the first time a full case study of the inaugural movement of the Army-Navy game out of Philadelphia in 1983—a tradition that continues to this day when the game is played in a venue outside Philadelphia every five years. “It had never been done before,” commented Arnhym, a 1953 graduate of the US Military Academy at West Point, NY. “But, as military officers are taught, that did not mean it could not be done. So, we did it.”

The retired infantry officer, who commanded the successful defense of Danang, Vietnam during the Tet Offensive in 1968, is at the peak of a lifelong career as

DTJ INDEX OF ADVERTISERS APL..................................................... 5 ARC..................................................... 2 Bennett............................................C2 Budget............................................. 11 FedEx................................................C4 Landstar...........................................C3 Universal........................................... 7

24 |

Defense Transportation Journal

|

an executive leader in business and government. As CEO of the Pasadena, CA, Chamber of Commerce, Arnhym was the first to conceive the idea of moving the game out of Philadelphia in 1983.

Today, he is a Chair at Vistage, the national, highly-acclaimed leadership development organization with more than 18,000 members in businesses ranging from entrepreneurial startups to established firms with revenues in the billions.

“He had the vision, developed the plan, and made it work,” commented US Army COL (Retired) Wesley Gillman, recalling how he participated in the historic event as a cadet at West Point. “This should not come as any surprise—he has been doing this for his entire life.”

Written in a fast-paced, energetic, commanding style that reflects the personality of the author, Arnhym’s book details how he applied classic leadership skills to achieve exceptional levels of accountability and dedication leading to organizationwide execution that ultimately resulted in achievement of all objectives—lessons every leader can appreciate and emulate.

The 14-chapter, 206-page soft-cover book is available at Amazon.com, or can be ordered directly from the author at http://starteverythingfinishnothing.com/.

You can also visit the author on Facebook at www.facebook.com/starteverythingfinishnothing. DTJ

continued from page 13

distribution functions. It’s time now to add to that definition—Congress is also part of the enterprise because of the key role they play in setting policies and enacting laws which chart the course for the future. Engaging with Congress as partners in the enterprise at the right time and place, and with the right focus, will strengthen relationships and increase the likelihood of legislative success. DTJ The views expressed in this article are that of the author and do not reflect the views of the Department of Defense or the US Government.

MARCH 2015

enrolled in the course that consists of 106 modules. The course takes time and effort to complete, especially when juggling the education with daily job requirements.

Soldiers expressed enthusiasm about the possibility of gaining credentials and having a desirable and welcoming career field to enter upon transitioning.

Benefits for the military Services are significant. Soldiers receive best of industry training and credentials along with increased knowledge of technical tasks. Credentials are entered as a part of a soldier’s permanent military records and provide a potential career path. The career path can be both personally and professionally rewarding. A recent survey shows that average salaries in the industry are quite competitive: • Certified Export Specialist: $50,0003 • Export Manager: $67,0004 • Certified Customs Specialist: $54,0005 • Customs Manager: $62,0006 • Senior Manager Export Controls: $82,0007 Working together on the initiative, the NEI and NDTA see great potential for the industry and the military. Both organizations are working through the administrative mazes to learn how the programs can be recognized by the Department of Defense and Veterans Administration to allow Tuition Assistance and GI Bill funds to be applied to NEI training and certification tests. This could accelerate the program’s interest as the industry’s talent gap can tap the potential of dedicated and talented Service members who are entering a new phase in their careers. Adding high quality talent to the available talent pool is a winning situation for all concerned. DTJ 1 Georgia Center of Innovation for Logistics, “The Logistics of Education and the Education of Logistics: Exploring Supply and Demand of the Logistics Workforce,” October 30, 2012.

2 http://www.logisticsmgmt.com/article/30th_ annual_salary_survey_reeling_in_the_talent 3 http://www.simplyhired.com/salaries-kcertified-export-specialist-jobs.html 4 http://www.simplyhired.com/salaries-kexport-manager-jobs.html 5 http://www.simplyhired.com/salaries-kcertified-customs-specialist-jobs.html 6 http://www.simplyhired.com/salaries-kcustoms-manager-jobs.html 7 http://www.simplyhired.com/salaries-ksenior-manager-export-controls-jobs.html

STAR SOLUTIONS Landstar provides a broad range of unique capabilities and solutions for your most demanding transportation and logistics needs.

Whether it’s an entire Army Brigade Combat Team (BCT), AA&E, or humanitarian relief supplies, Landstar delivers. Our carriers can handle virtually anything that can move. Landstar is thoroughly experienced in responding to the specialized needs of local, state and federal governments, whether the move is domestic or overseas. We understand the need for accessibility, immediate response and on-time, safe delivery – and we have the technology and expertise to make it happen. Regardless of weight, size or sensitivity, we have the right

equipment and the people who know how to handle it. Landstar has long served the government, including the U.S. Department of Defense, with an outstanding performance and safety record.

Landstar is ready to put our vast resources to work for you. Just one phone call delivers access to complete over-the-road, expedited, air and logistics services through a network of more than 1,300 independent sales agent locations and more than 30,000 available truck capacity providers.

Safe. Reliable. Flexible. That’s the Landstar solution.

1-800-443-6808 • www.landstar.com TRANSPORTATION MANAGEMENT SOLUTIONS•TRUCKLOAD•LTL•HEAVY HAUL/SPECIALIZED•RAIL INTERMODAL•EXPEDITED•AIR•OCEAN

In the air, on land, and at sea.

We’re proud to serve those who serve. With access to more than 220 countries and territories, FedEx Express has the expertise and global connections to move your shipments quickly and reliably around the world.

FedEx. Solutions That Matter.®

©2014 FedEx. All rights reserved.