FEATURES

USTRANSCOM REFLECTIONS ON 2016 AND OUTLOOK FOR 2017

By Gen Darren W. McDew, USAF, Commander, United States Transportation Command

United States Transportation Command (USTRANSCOM) continues to deliver on behalf of the Nation and I am so proud of all we have accomplished in concert with our commercial and government partners. From our support to ongoing operations in Afghanistan and Iraq to the evacuations from Turkey and Cuba, this last year has proven extremely successful but, as the end of the year approaches, we have a great opportunity to think about the future.

When looking to the future we often think about the larger challenges over the horizon but, in the near-term, I’m enthusiastic about the time and opportunities we have to address those longer-term challenges. I look forward to the opportunities 2017 will provide.

From day one, I identified cyber as the greatest challenge facing USTRANSCOM, and in turn, our larger logistics enterprise. Fortunately, we have already made great strides in raising our awareness and

Fortunately, we have already made great strides in raising our awareness and understanding of the cyber realm, and can now build on those successes. Next year, we will continue the hard work of identifying and reducing the attack surfaces in our transportation enterprise while bolstering the resiliencies of our key systems.

understanding of the cyber realm, and can now build on those successes. Next year, we will continue the hard work of identifying and reducing the attack surfaces in our transportation enterprise while bolstering the resiliencies of our key systems.

This important work requires great relationships with our partners in the Departments of Transportation and Homeland Security. Over the past year, these relationships have allowed us to elevate the cyber

dialogue, especially as it concerns national transportation. We have also advanced the important understanding that the cyber systems and infrastructure of our commercial partners are a national security resource just like those within the military transportation system.

These relationships have also helped us get after the challenges across the transportation workforce as we address the shortages and other difficulties among mariners, pilots, and truck drivers. We recognize there are no easy solutions to these challenges, but will continue to raise the dialogue on these critical issues, encourage thoughtful discourse, and advocate for innovative solutions.

In the coming year, USTRANSCOM will continue to wrestle with these difficult issues and we will only be effective to the extent we maintain and grow the partnerships we enjoy across industry and government. With that in mind, it is important to be thoughtful and engaged during the coming political transition. The unique capability our transportation enterprise provides often goes unnoticed and that can be especially true during transitions. With that in mind, we must help the new team fully understand the depth and breadth of our enterprise. I’ve been honored to have a voice in key venues over the last year and we will continue to use that access to advocate for the larger logistics enterprise at the highest levels.

The challenges our Nation’s transportation enterprise faces are long term, but in the coming year, we will have key opportunities to keep moving the enterprise forward. I have said it before and I still believe it: our Nation simply has the best force the world has ever seen. Often overlooked is the extent to which that force critically depends upon our partners in industry. No matter what you may hear others say, know this: I will bet on the USTRANSCOM team and our partners in industry every time. Together, we deliver and together, we will prevail. DTJ

SDDC STANDS R.E.A.D.Y. TO FIGHT TONIGHT

By MG Kurt Ryan, USA, Commander, Military Surface Deployment and Distribution Command

The world is filled with new and emerging challenges and threats, and the Military Surface Deployment and Distribution Command’s (SDDC) role as the Army Service Component Command assigned to the US Transportation Command remains ready to project and sustain the military’s national instrument of power, using all modes surface, to enable our Nation to win decisively when called upon.

The men and women of SDDC, together with industry, our Nation’s fourth component, are executing our daily sustainment mission exceptionally well and, after nearly 15 years of conflict, we have further strengthened our relationships. As we continue to prosecute war on a smaller scale around the world, against elusive enemies, we must take advantage of the opportunity to build upon our skills and capabilities because we simply don’t know the time or place of our next major fight. What we do know is that we must be R.E.A.D.Y. because the security environment remains volatile and uncertain. This uncertainty demands a state of readiness that affords us the ability to project power globally in support of multiple Combatant Commands, and to support them simultaneously. We must build our capabilities and change our mindset to be R.E.A.D.Y. to fight tonight. So I encourage you to think about what that means for your organizations, to the enterprise and to our current processes. For SDDC, it’s about being committed to our recently released R.E.A.D.Y. Campaign, a 3-year strategy to improve deployment readiness in support of the joint force. SDDC is R.E.A.D.Y.

R –Responsive to the warfighter E –Expeditionary in mindset A –Agile business processes D –Delivering readiness Y –Your Joint and industry partner, in defense of our Nation.

Our senior leaders demand that readiness be our #1 focus, without losing sight of building for the future and caring for our people. We have a narrow window of opportunity to accomplish the tasks asso

This uncertainty demands a state of readiness that affords us the ability to project power globally in support of multiple Combatant Commands, and to support them simultaneously.

ciated with projecting large scale combat forces globally, on short notice. Our focus, and our mindset, must turn to making our force R.E.A.D.Y. for tomorrow; building on the atrophied skills of power projection and large scale deployment readiness.

So, as we look toward the future, one thing is very clear—we must practice in peace, so we win in war. Further, we must start practicing at the “speed of war” so that we are truly ready to fight tonight when the nation calls. SDDC’s R.E.A.D.Y. Campaign will rebuild our deployment readiness. It starts with campaign year one, “Get Ready,” and will be sustained in out-year campaign years of “Stay Ready” as we work toward achieving our end state of a formation that is able to coordinate and deliver options in support of national objectives that will enable our Nation to win decisively. DTJ

ASSURED LOGISTICS IN A CONTESTED ENVIRONMENT

By RADM Dee L. Mewbourne, USN, Commander, Military Sealift Command

The recent attacks on US Navy and commercial vessels operating near the strait of Bab-Al-Mandeb demonstrate that there are—and will remain—contested waters and threats to the mariners and ships of Military Sealift Command (MSC), as well as our commercial partners. The maritime system is becoming more heavily used, more stressed, and more contested than ever before, and this is the environment in which we must operate. MSC exists to provide unfailing support to our country’s warfighters during times of peace and war. Our duty is to provide vital services to the US Navy, US Transportation Command (USTRANSCOM), and a wide variety of federal entities and foreign governments. To fulfill this obligation, ships and personnel within our command must be ready for tasking. Our complete inventory of ships are managed to maximize their life cycles and operated professionally, safely, and economically by civilian and contract mariners.

Emerging contested environments pose a significant challenge to the personnel, ships, ports and Sea Lines of Communication (SLOC) employed by MSC. The threat is no longer a “hypothetical” in the distant future. It is a reality. It is here, and we have begun to witness it across the globe.

Many of the challenges we face today and will face in the future, like delays and attrition, have not been encountered in the last few decades. Not since World War II have SLOCs transited by the US Navy been contested. The assumption that waters will be uncontested and maritime supremacy will be achieved almost immediately can no longer be made. The new planning assumption must be that unfettered access to

the global commons is a thing of the past. If we lose logistics, we lose the fight. Mariners, capital assets, and equipment that convey national will are at risk. We must account for and address the challenges to get ahead of the threats so that we are prepared to meet our nation’s requirements and provide assured global maritime logistics.

Throughout its history, MSC has contributed to American security and prosperity. To continue to meet this obligation, MSC must adapt to emerging security challenges. Advances in technology have created a commensurate reliance on its application, exposing critical vulnerabilities to nefarious actions, particularly in cyberspace. Meanwhile, the emergence of great power competition, as well as the increasing tempo of violent mischief and “Grey War” activities by state and non-state actors, all require adaptation to ensure mission accomplishment. These challenges make very clear our need to examine ways to assure logistics in a contested environment and are why MSC stood up a Contested Environment Working Group. Through active participation in joint war games and Fleet experiments, and in concert with US Navy Fleets, USTRANSCOM, and the Joint Distribution Enterprise, MSC will identify policies, processes, partnerships, and doctrine that warrant change or update to more effectively operate within a contested

environment. Through our commitment to continuous improvement, high-velocity learning, war-gaming, and innovation, MSC will be willing and capable of adapting as needed to assure mission success within our ever-changing world.

As warfare changes, MSC will work with stakeholders to develop and train with supporting platforms, capabilities, and tactics to assure global maritime services to the warfighter. Our partnerships with government, industry, labor, and academia are essential to our current and future operations, so alignment must be maintained as changes are developed.

While the challenges are many and the stakes are high, our mission is clear: to empower global warfighting capabilities. We recently released a strategic roadmap or Voyage Plan to keep heading in the right direction while considering current and future challenges. The Voyage Plan includes our vision, mission, pillars of our organization, strategic themes and our guiding principles. This is the framework we will use to chart our course so that we can best meet the many challenges that lie before us. Our vision, United We Sail, guides our team of professionals and keeps us focused on providing essential assured logistics and service support to the warfighter. That is who we are and what we do. We are ready, relevant and resolute, and committed to mission accomplishment! DTJ

SEEKING EXCELLENCE, OVERCOMING CHALLENGES

By DLA Public Affairs Office

As America’s Combat Logistics Support Agency, the Defense Logistics Agency (DLA) provides the Army, Marine Corps, Navy, Air Force, federal and state agencies, and international partners with the full spectrum of innovative logistics, acquisition, and technical solutions.

DLA’s mission is straightforward: Provide effective and efficient global solutions to Warfighters and our other valued customers. The agency’s vision of “delivering the right solution on time, every time” is realized through five goals: 1. Warfighter First – Make promises and keep them. DLA’s most daunting challenges are often encountered in support of its warfighting customers. As the Warfighter’s combat logistics provider, the agency must sustain Warfighters in an era of complex, dynamic, competing, and often urgent needs. The current budget climate presents increased challenge in balancing national priori

As the Warfighter’s combat logistics provider, the agency must sustain Warfighters in an era of complex, dynamic, competing, and often urgent needs. The current budget climate presents increased challenge in balancing national priorities and fiscal realities, and leaves little margin to absorb unnecessary risks.

ties and fiscal realities, and leaves little margin to absorb unnecessary risks. DLA must be a trusted and responsive partner to the Warfighter, able to anticipate changing and future needs. 2. People and Culture – Valued team members; resilient and ready for the challenge. In line with its goals, DLA empowers its workforce with the tools, funding, training, and other resources to enable their success. It fosters an organizational culture that supports high

levels of performance and quality at the individual and enterprise levels. 3. Strategic Engagement – Better outcomes through teamwork. Strong relationships with external partners are vital to achieve DLA’s mission. The agency works tirelessly to reinforce its close collaboration with US Transportation Command and industry partners. DLA seeks to capture opportunities to work with partners earlier and more closely to integrate life-cycle efficiencies into the design, acquisition, and long-term sustainment of major programs. The agency is also focused on strengthening and optimizing its supply chains. 4. Financial Stewardship – Affordable solutions and continued accountability. Accountability is the foundation of good stewardship. We are steadfast in maintaining our financial commitments to our customers while ensuring value, efficiency, and effectiveness in every program. We will partner with our customers to improve pric

ing transparency and to collaboratively develop solutions to minimize costs. After reaching audit readiness, we will sustain auditability. 5. Process Excellence – Always improving; finding smarter ways to do things. The agency’s determined focus on process excellence delivers quantitative and qualitative results that are repeatable and, most importantly, measurable. Its financial processes and costs are transparent and well-documented, enabling customers to participate with it to produce and benefit from cost savings.

As DLA looks to 2017 and beyond, it recognizes the uncertainty, risks, and challenges that lie ahead. The men and women who represent DLA know the enduring threats the US faces, and recognize the ever-evolving challenges placed upon the Department of Defense and Military Services. DLA plays a critical role in helping these customers meet those challenges and keeping America safe and secure. DTJ