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FEATURES August 2020
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Vol 76, No. 4
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BRINGING THE US ARMY’S COMBAT 8 POWER TO EUROPE: It takes a Global ‘Team of Teams’ to Accomplish a Transportation Mission on This Scale By 598th Transportation Brigade
PORT OF SAN DIEGO COMPLETES PHASE ONE 11 OF TENTH AVENUE MARINE TERMINAL MODERNIZATION PROJECT By Marguerite Elicone
THE 2020 SURFACE FORCE 14-21 PROJECTION CONFERENCE
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Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.
DEPARTMENTS INSIDE NDTA | COL Craig Hymes, USA (Ret.)............................................................ 6 PRESIDENT’S CORNER | VADM William A. Brown, USN (Ret.)....................................... 7 CYBERSECURITY LESSONS FROM THE FIELD | Ted Rybeck.......................................22 IN MEMORIAM................................................................................................24 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi......................................................26 CHAIRMAN’S CIRCLE.......................................................................................28 HONOR ROLL..................................................................................................29 WELCOME | Annie Keith.....................................................................................30 INDEX OF ADVERTISERS.................................................................................... 30
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We encourage contributions to the DTJ and our website. To submit an article or story idea, please see our guidelines at www.ndtahq.com/media-and-publications/submitting-articles/.
NDTA Headquarters Staff VADM William A. Brown, USN (Ret.) President & CEO COL Craig Hymes, USA (Ret.) Senior VP Operations Patty Casidy VP Finance Lee Matthews VP Marketing and Corporate Development Annie Keith Operations Manager Leah Ashe Manager, Database Rebecca Jones Executive Assistant to the President & CEO For a listing of current Committee Chairpersons, Government Liaisons, and Chapter & Regional Presidents, please visit the Association website at www.ndtahq.com. EDITORIAL OBJECTIVES The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense logistics and transportation and the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense transportation, logistics, and distribution by providing readers with: • News and information about defense logistics and transportation issues • New theories or techniques • Information on research programs • Creative views and syntheses of new concepts • Articles in subject areas that have significant current impact on thought and practice in defense logistics and transportation • Reports on NDTA Chapters EDITORIAL POLICY The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation and logistics. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA. EDITORIAL CONTENT Archives are available to members on www.ndtahq.com. Sharon Lo, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 slo@cjp.com
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| Defense Transportation Journal | AUGUST 2020
Inside NDTA NDTA Foundation Scholarship Committee By Craig Hymes Senior Vice President, Operations, NDTA
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his time of year, good news arrives in a letter delivered to a special group of students studying the logistics and transportation career fields. The letter begins with the statement, “Congratulations! The NDTA Scholarship Committee has met, and you were selected to receive an NDTA Foundation Academic Scholarship ....” This is fantastic news for the recipients, their parents, and the NDTA family, but there is more goodness to this story than the award notification letter, and that begins with NDTA volunteers. At NDTA, volunteers form the core of our strength as an organization. It has been that way for years. NDTA has a long history, spanning over 75 years, of volunteers willing to step in and roll up their sleeves to make a difference in a variety of ways, but always because of love of country. NDTA volunteers are everywhere—they form the NDTA Board of Directors, chair and participate in our many committees, lead and support our Chapters, and they keep the wheels turning at all of our meetings and symposiums. Volunteers are just part of our DNA. They are special people who give of themselves to make NDTA the remarkable organization that it is. The chair and members of the NDTA Foundation Scholarship Committee are a perfect example of the kind of volunteers we have at NDTA. Each spring, they individually review and assess each of the twenty to thirty scholarship applications that NDTA receives under the NDTA Foundation Scholarship Program. Then, they come together as a committee to make qualification decisions, establish the order of merit lists, and recommend the individual allocation of Foundation scholarship funds to the winners. Promoting education for undergraduates in the fields of logistics, transportation, supply chain, distribution, and passenger travel is a tenet of NDTA and the primary reason for the NDTA Foundation, chaired by Larry Larkin. In fact, this year marks a 37-year history of providing academic scholarships. If you add them all up, the
value of those awards equals hundreds of thousands of dollars. More important is the help those scholarships provide to our future professional leaders. Simply put, all this wouldn’t happen if it were not for the work of our Scholarship Committee. Each year NDTA Headquarters receives a number of awardee thank-you letters directed to the NDTA President and CEO. While that is as it should be, we must also remember to thank our Scholarship Committee members for their dedicated service! Currently, we have six scholarship committee members, led by Mickey Frank, Chairman of the NDTA Foundation Scholarship Committee. Most of the current committee members have been serving for over a decade. All are NDTA members, and each is a logistics and transportation career professional. They are a mixture of University Professors and educators, former military professionals, and NDTA headquarters staff. Additionally, committee members have a variety of industry experience. Ask them, and they will each tell you that participation in this program fulfills a deep desire to help others and specifically to provide opportunities to our youth who promise to be tomorrow’s future government and industry leaders. It has been said that today’s youth are not given much guidance or direction when it comes to a career path in logistics and transportation. The NDTA Foundation Scholarship shines a light on that path, and involvement through the scholarship committee is a rewarding way to provide college students with a helping hand. It’s nice for students to get a little career rudder steer, particularly in the form of a scholarship that helps with the cost of education. Although there have been many who have served with distinction in the past, let me introduce you to our current serving Scholarship Committee members and provide a brief message they wanted to See Inside NDTA pg. 30
PRESIDENT’S CORNER Keep Moving Forward VADM William A. Brown, USN (Ret.) NDTA President & CEO
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oday I want to say thank you to all the great Americans that are keeping this country moving in the face of an adversary we did not anticipate. I have often heard and talked about our country’s ability to face enemies “at a time and place of our choosing.” As it turns out, like December 7, 1941, the attack on Pearl Harbor, we have to be ready to face challenges we did not choose. That four-year campaign in the Pacific, along with the campaign in Europe, demanded much of our country. The Defense Industrial Base had to kick into gear and convert production lines. Companies had to retool, work fast, and innovate. We are seeing the same thing today. COVID-19 has impacted everyone in our global society. Just understanding what we are up against has been a challenge. COVID-19 has been a lever, a forcing function, to solve problems we have not faced previously. It is right to consider and analyze the origins of this ravage—and what we take away from it is important. But in the meantime, many folks are serving out there on the front line. It is personal to me because my wife, Sharon, who took every precaution imaginable, somehow contracted COVID-19 at the end of June while working as an essential worker—yes, doing tax returns in the Pentagon. Thankfully she is getting better now, but I know she went through a lot—and it is a lonely
road to walk by oneself. I appreciate the medical teams, first responders, grocery workers, cleaning crews, and, of course, transporters on the road, rail, sea, and air. All of whom fought and are still fighting through difficult conditions. As logisticians, we are learning what operating through a “contested environment” is all about. Like solving geographic access denial complications to rotate ship and aircraft crews—this is just one example. Sourcing, prioritizing, and delivering Personal Protective Equipment (PPE) has seen its share of impediments. But we are knocking those obstacles down. A third example is the devastating effect the pandemic has had on economies everywhere. Our industry partners have faced downturns never experienced before. But the message from industry to the Department of Defense (DOD) during the crisis has consistently been, “We are there for you.” So, thank you for not sitting still during this crisis! Thanks for moving forward. H.W. Osterkamp said, “All gave some; some gave all.” His words resonate today. Break, Break. Speaking of moving forward in the face of challenges, get ready for the 2020 NDTA-USTRANSCOM Fall Meeting—Virtual. We had the choice to cancel the 2020 Fall Meeting or to learn how to achieve the same effects, virtually. USTRANSCOM sees the importance of
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holding the Fall Meeting even if we cannot do it in person. The leadership team, led by GEN Lyons and VADM Mewbourne, has been fully committed to the effort. It will take some creativity and some thinking out of the box, but we can do it! I think you will be surprised by how good the experience can be when you actively participate. Please join in. I know the government team will be showing up! The Surface Force Projection Conference—Virtual successfully illuminated the complexity of large-scale deployments. When you have the opportunity, please take the time to listen to our five speakers from the conference. We were particularly pleased to have Congressman Rob Wittman (R-VA) address the conference. We also held NDTA’s annual Transportation Advisory Board in a virtual format. This venue provides the opportunity for C-suite-level executives comms directly with the Commander, US Transportation Command, his staff, and subordinate commanders. I appreciate the reports provided by our Committee Chairs and other members to GEN Lyons. Likewise, GEN Lyon’s direct feedback and insights into the Department are invaluable. Stay safe, healthy, and keep movin’! DTJ
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Bringing the US Army’s Combat Power to Europe: It takes a Global ‘Team of Teams’ to Accomplish a Transportation Mission on This Scale By 598th Transportation Brigade, Military Surface Deployment and Distribution Command, Public Affairs
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ince 2014, the US Army has deployed brigade-sized, combat-capable units from the United States to Europe in support of an ongoing operation called Atlantic Resolve. The primary purpose of Atlantic Resolve is to enhance deterrence and to conduct activities that increase the United States’ ability to respond to potential crises across the European theater. Participating Army units, which come from locations throughout the US, deploy for nine months, during which time they train closely with European allies and partners. At the conclusion of their deployment, the units return to the US. At any given time, approximately 6,000 US Soldiers are participating in Atlantic Resolve, making it one of the most visible demonstrations of the United States’ strong commitment to NATO [the North Atlantic Treaty Organization] and Europe. The most recent iteration of Atlantic Resolve started in July 2020 and involved the deployment of the 101st Combat Aviation Brigade (CAB), 101st Airborne Division (Air Assault) from Fort Campbell, Kentucky. The 101st CAB is equipped with approximately 50 UH-60 and HH60 Black Hawk helicopters, 4 CH-47 Chinooks, 25 AH-64 Apaches, more than 1,800 vehicles, and 2,000 Soldiers. It takes a highly experienced and wellcoordinated ‘Team of Teams’ to bring Army combat power like this to Europe. In fact, an operation of this magnitude and complexity represents a tremendous opportunity to enhance the global deployment and distribution capabilities of the US, its allies, its partners in commercial industry, and regional port authority professionals. The ‘Team of Teams’ supporting Atlantic Resolve includes the Military Surface Deployment and Distribution Command (SDDC) and the Military Sealift Command (MSC), which represent the Army and Navy components of US Transportation 8
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A UH-60 belonging to 101st Combat Aviation Brigade is offloaded from the ARC Endurance at the Port of Alexandroupoli, Greece. The 101st CAB is deployed for nine months as a regionally allocated force supporting Atlantic Resolve, focused on strengthening bonds between allies and partners, increasing interoperability and building readiness. The ARC Endurance is the largest vessel to ever dock at the Alexandroupoli port. The vessel discharge operation is coordinated by the 598th Transportation Brigade, SDDC. The onward movement and integration of the 101st materiel into the European theater is led by the 21st Theater Sustainment Command. US Army photo by SGT Jesse R. Pilgrim/Released.
Command (USTRANSCOM), respectively. Within SDDC, the 598th Transportation Brigade (TBDE), headquartered in Sembach, Germany, executes mission command of seaport operations in Europe, to include those in support of Atlantic Resolve. The 598th accomplishes this mission working closely with the 21st Theater Sustainment Command (TSC), the senior sustainment organization in Europe, responsible for the onward movement and integration of US Army forces across the theater. During July, the 101st CAB deployed the majority of its Atlantic Resolve equipment to Europe through seaports in La Rochelle, France, and Alexandroupoli, Greece. Notably, both ports presented new opportunities for the transportation and movement professionals of the 598th, 21st TSC, and MSC. The MSC-contracted vessel, M/V ARC Endurance, brought the 101st CAB’s materiel to both European ports within a span of only 14 days, delivering the initial portion of the CAB’s gear to La Rochelle on July 7th, followed by the
discharge of the CAB’s remaining equipment in Alexandroupoli on July 21st. “This iteration of Atlantic Resolve was unique in a number of ways,” said COL Joshua D. Hirsch, 598th TBDE Commander. “For example, this was the first time since the 1960’s that the US Army had used the port in La Rochelle to move materiel on this scale. This required the 598th team to establish new partnerships and relationships with commercial industry, port authorities, and our French military allies to ensure a successful operation. The result was extremely positive. The port operation not only brought the 101st CAB effectively and safely into La Rochelle, we also worked very well with the French logisticians and transporters and built a great foundation that will benefit us all going forward.” LTC William Prince, Jr., 838th Transportation Battalion Commander, a subordinate unit of the 598th, directed operations at the port itself and reinforced the positive outcome of the effort. “French logisticians, transporters and military police, along with civilian port leaders in La Rochelle, were
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critical to our success. We learned new ways to communicate and increased our interoperability with our French partners across the board. This is a highly capable port and the French team was extremely professional.” At Alexandroupoli, as part of ongoing efforts to deepen the US-Greece military relationship, the US Army and US Navy had removed a sunken dredger called the “Olga” from the port in 2019. As allied and partner nations continue training in the region, Alexandroupoli and ports in Greece will be of significant importance for the flow of personnel and equipment into Europe. “We had conducted successful operations with our teammates in Greece during the prior two years,” Hirsch said. “Over time, we’ve made significant investments in improving the port, and our ability to bring the 101st CAB into Alexandroupoli reinforced our relationship with the Hellenic Armed Forces and the local port authorities, and is evidence of a very strong Greece-US partnership.” LTC Scott F. Wyatt, 839th Transportation Battalion Commander, also highlighted the importance of the port. “Really, what we’re doing is showcasing two different things,” said Wyatt. “One is the ability of US forces
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to project power throughout Europe and into Eastern Europe particularly. The second thing we are doing is to showcase the abilities of the port at Alexandroupoli. It’s a very historic port and a very capable port.” Expanding partnerships at ports like La Rochelle and Alexandroupoli not only supports operations like Atlantic Resolve but also furthers the larger, strategic goals of the US and its allies. “One of our objectives is to expand the range of ports which can support the deployment of US, allied, and partner forces in Europe,” said Hirsch. “We want to diversify the number of ports we can work with. This provides additional options for land force commanders and is critical to enhancing the strategic readiness of Army forces and to our ability to maneuver in the theater. Both La Rochelle and Alexandroupoli reflect this effort.” In support of this goal, the US regularly assesses numerous European ports for their ability to support the reception, staging, and onward movement of military units. Coordination with NATO allies and partners to use these ports maintains access for large-scale movements and helps identify
infrastructure improvements that expand military mobility as a whole. The 101st Combat Aviation Brigade will now move from the ports in La Rochelle and Alexandroupoli to train alongside NATO and partner nation forces across the theater. In addition to the complexity of the port operations themselves, the ‘Team of Teams’ also successfully adhered to a range of COVID-19 health and safety restrictions throughout the operation. “Every aspect of our operation is conducted with COVID prevention measures foremost in our minds,” said Hirsch. “Our Soldiers from the US are tested and enter quarantine prior to arriving in Europe and we adhere to all of the COVID-related restrictions in our host-nation countries. We realize the seriousness of the COVID environment and we are committed to being good and COVID-safe guests.” DTJ More information about the ‘Team of Teams’ and Atlantic Resolve can be found at: www.sddc.army.mil/pages/default.aspx www.eur.army.mil/AtlanticResolve/ www.21tsc.army.mil/ www.msc.navy.mil/ www.army.mil/101stairborne
Port of San Diego Completes Phase One of Tenth Avenue Marine Terminal Modernization Project By Marguerite Elicone, Marketing/Public Relations Rep, Port of San Diego
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he Port of San Diego recently completed the first phase of a multi-phased project to modernize its Tenth Avenue Marine Terminal. The project, which had been years in the making, broke ground in January 2018. To help fund the project, the Port applied for a Transportation Investment Generating Economic Recovery (TIGER) grant, now known as Better Utilizing Investments to Leverage Development (BUILD) grant from the US Department of Transportation. The TIGER grant program was the most competitive transportation grant program in the nation. The Port successfully competed against 38 ports and numerous agencies who collectively submitted applications for 20 times more funding than was available. In October 2015, the Port was awarded $10 million. With the TIGER grant funding, the Port was able to begin work on the project that will ultimately maximize the terminal’s cargo potential and bring in additional business, jobs and money for the region. The first phase was completed in June 2020 at a cost of approximately $24 million. Referred to as the Modernization, the project removed two obsolete warehouses and created much-needed laydown area for project cargo. It also included improvements to utilities, new lighting and pavement. In addition, modular office space, utility enclosures and restrooms were added, as well as on-dock rail improvements. The Tenth Avenue Marine Terminal has 24 new acres of prime staging and laydown area for the Port of San Diego’s continued commitment as a strategic commercial port. The Port collaborates with the Military Surface Distribution and Deployment Command’s 596th Transportation Brigade and coordinates with the 834th Transportation Battalion on the expeditious movement of military equipment and personnel. The Port has demonstrated its efficient marine operations and global readiness by
enabling the dynamic force via ship, rail, truck and air activities. Its strategic commercial port operations at the Tenth Avenue Marine Terminal from Fiscal Year 2018 through Fiscal Year 2020 accounts for $1.5 million in revenues consisting of 61,000 metric tons and a total of over 2,800 units of cargo. The Modernization project includes significant environmental components. These include future acquisition of 36 pieces of zero and near-zero emissions freight equipment such as forklifts, stackers and yard trucks. It will also improve the terminal’s environmental sustainability by reducing intra-terminal truck trips and cargo re-handling associated with the operational conflict created by fixed infrastructure. Additionally, an exemplary stormwater treatment system project was developed with a team approach to maximize stormwater capture on the marine terminal. This best management practice was designed and constructed to maximize treatment while allowing it to be implemented in a cost-effective manner. As an environmental champion of San Diego Bay and its surrounding areas, these
environmental components are integral to the project. Adjacent to the Port’s Tenth Avenue Marine Terminal is the neighborhood of Barrio Logan. It is an historic, culturally significant community that has been identified as a “Community of Concern.” The Port worked closely with the community, as well as the regional Environmental Health Coalition, to address neighborhood issues and environmental concerns with the project. As a result of the collaboration, the project will provide a cleaner, smarter cargo terminal that emits less pollutants. This project supports and is consistent with the Port of San Diego’s adopted Climate Action Plan to reduce emissions generated from port operations. The Modernization is the first phase of a larger, market-driven project that supports the Port of San Diego’s specialty cargo advantage by providing laydown space and flexibility for each cargo type. The longterm redevelopment plan envisions three distinct cargo nodes within the existing footprint of the terminal and is focused on current core specialties of project, roll-on/ roll-off, and break bulk cargo such as military equipment, wind energy parts, shipwww.ndtahq.com |
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building steel, and vehicles; refrigerated containers for fresh produce such as bananas or other produce; and dry bulk cargo such as soda ash, aggregate and cement. Future phases of the plan include increasing dry bulk storage capacity known as the Consolidated Bulk Facility, which
Comprised of two terminals, the Tenth Avenue Marine Terminal and the National City Marine Terminal, it is a natural, deep-water, protected harbor that is uncongested and due to the temperate climate, ideal for handling all types of cargo year-round.
may include a new, 100,000 square-foot dry bulk structure or an equivalent vertical storage facility. It also includes making enhancements to the terminal’s existing conveyor system, refurbishing the existing molasses tanks, updating an on-dock rail
facility with additional rail trackage and increasing Heavy Lift crane capacity. The project is phased through 2034. Even before the first phase of the Modernization was completed, the Port was able to see the benefits. Shortly after the first transit shed was demolished, the Port secured a three-year contract with G2 Ocean, a break bulk shipping company based in Norway. The new liner service brought steel, coil, yachts and fertilizer to be processed at the Tenth Avenue Marine Terminal. The contract with G2 brings approximately $350,000 a year in revenue to the Port of San Diego. The Port is working on securing a new liner service to and from Asia. Additionally, Zucarmex, a Mexican sugar producer, signed on with the Port and is part of our long-term breakbulk and project cargo strategy. Another example of the project’s success was a shipment last summer of massive drill bits, motors and project pieces for the Los Angeles Basin’s Metro Transportation Project. It’s notable that the products were destined for Los Angeles, but shipped to San Diego, demonstrating the Port’s capability with large project cargo.
The Modernization project has been recognized with several awards including from the American Society of Civil Engineers in 2020 for Outstanding Airport and Port Project; from the Construction Management Association of America in 2020 for Transportation Projects under $15 million; and from the California Stormwater Quality Association in 2019 for Outstanding Industrial Stormwater BMP Implementation Project. The Port of San Diego has leveraged its natural advantages to become a leading, West Coast specialty port. Comprised of two terminals, the Tenth Avenue Marine Terminal and the National City Marine Terminal, it is a natural, deep-water, protected harbor that is uncongested and due to the temperate climate, ideal for handling all types of cargo year-round. Due to its strategic location, the Port of San Diego services goods movement two and from Mexico, Central and South America. The Port of San Diego plans to hold a ribbon-cutting ceremony in the coming weeks to commemorate the completion of the Modernization’s first phase. DTJ
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SURFACE FORCE PROJECTION CONFERENCE Enabling Dynamic Force Employment Through Global Port Readiness
July 29-30, 2020 | Virtual Conference By Sharon Lo, Managing Editor, DTJ & The Source
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he 2020 Surface Force Projection virtual conference took place on July 29-30. The conference was presented by the National Defense Transportation Association (NDTA) and Christopher Newport University’s Center for American Studies (CNU CAS), in collaboration with the Military Surface Deployment and Distribution Command (SDDC), the US Department of Transportation’s Maritime Administration (MARAD), and the American Association of Port Authorities (AAPA). The theme of this year’s conference was Enabling Dynamic Force Employment Through Global Port Readiness. VADM William A. Brown, USN (Ret.), President & CEO, NDTA, and BG Heidi Hoyle, USA, Commander, SDDC, moderated the event. “The conference brings together US government and industry subject matter experts in logistics and transportation to examine the challenges associated with the dynamic force employment of forces and equipment in support of US national security objectives,” said Brown during introductory comments. Hoyle commented on the importance of such forums, “Venues like this are very critical to flattening the relationship between the Department of Defense and industry, and ensuring that we’re postured to support these combatant commanders so that we can meet the needs of anticipated requirements.”
Videos from the Surface Force Projection Conference are available at: www.ndtahq.com/multimedia-archive/videos/
The Surface Force Projection Conference summary material, produced by NDTA, is intended to provide an overview of presentations and should not be considered verbatim. This information does not necessarily represent the official position of the US government or any of its entities, or NDTA. We regret any errors or omissions. For more information regarding the meeting, please visit NDTA’s website at www.ndtahq.com.
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| Defense Transportation Journal | AUGUST 2020
Projecting Power Through Logistics
Congressman Rob Wittman, (R-VA01) Representative for Virginia 1st Congressional District US House of Representatives
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ittman is the ranking member of the House Armed Services Committee’s Seapower and Projection Subcommittee and Co-Chair of the Congressional Shipbuilding Caucus. The subcommittee has worked to ensure that the nation’s priorities, related to transportation and strategic assets within the Navy, Marine Corps, and Air Force, are well addressed by this year’s National Defense Authorization Act (NDAA). In particular, the subcommittee has sought to enhance US underseas strike capabilities. “Our attack submarines, that is specifically our Virginia class submarines, are extraordinarily important as to the Navy’s asset elements of what it needs to do to maintain underseas superiority,” said Rep. Wittman. “This year’s original President’s budget proposed to fund only one Virginia-class submarine and we know with the upcoming retirements of Los Angeles-class submarines that
building Virginia-class submarines at a greater pace is absolutely necessary because we dip down below—well below—the requirement for attack submarines.” To address that dip, one additional Virginia-class submarine was added to the NDAA this year. In addition, a pathway was created for a more efficient build for the Columbia-class submarines, which is the replacement for the Ohio-class submarine and an important piece of the US nuclear triad. In this scenario, efficiencies were gained by prefunding the first two submarines in that class to obtain economies of scale in purchasing equipment and materials for those submarines. The US logistics fleet, better known as the Ready Reserve Fleet (RFF), is aging and in need of replacements. Ships in the RFF are approaching an average of 44-years old. Wittman reported that this year an additional four ships were authorized to be added to the RFF. Adding these ships is critical, however more needs to be done to speed up the effort to build these capabilities. He also commented on tanker security. “We have to make sure that we have a security program for our tankers,” said Rep. Wittman. “Our tankers go to deliver fuel to our ships and our aircraft, but they are also vulnerable. We know that if you take out the supply of fuel, there is only so long that aircraft can fly off the deck of aircraft carriers, [and] there’s only so far ships can go without fuel, so making sure that we secure our tankers is incredibly important.” He added that tanker security is being addressed in this year’s NDAA.
Underscoring the importance of logistics to the military, Wittman commented, “Logistics, while not making the headlines, is the most important part of what our military has to do to ensure success of its operations. We hear many times about tactical capability and even about the larger strategic capability, but if you can’t sustain your operation with supplies and with fuel then no matter how good your combat systems are then you will fail ultimately in your objective—and that is, when called upon, to defeat the enemy.” Airlift capabilities require having the assets necessary to get members of the Air Force to the fight. One element of this is the ability to sustain those assets as they travel long distances, which necessitates reliable tanker aircraft. The Defense Department has been in the process of constructing new, replacement tanker aircraft, the KC-46A. This aircraft will replace the KC-135s and KC-10s, which are aging and in dire need of being replaced. However, the program has proven deficient. This year’s NDAA will reduce the number of aircraft being purchased to the minimum allowed in the contact to provide time to correct issues with the program. “This year I think we go a long way in putting the pieces together of building additional readiness, of building additional capacity and capability within our forces,” said Rep. Wittman about the proposed NDAA. “I want to make sure that we are always in a position to win, if called upon, but to be strong enough to deter aggression by our adversaries—that’s the way we maintain a safe and secure world.”
A Maritime Perspective of Surface Force Projection Challenges and Maritime Community’s Response
RADM Mark H. Buzby, USN (Ret.) Administrator US Maritime Administration
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eflecting on the conference theme, Enabling Dynamic Force Employment Through Global Port Readiness, Buzby said that “to do that, it really takes a strong maritime industry across the board.” He
described several key elements that collectively strengthen the maritime industry to support national and economic security requirements: port and infrastructure investments, shipyards and the US industrial base, mariner education and training, domestic offshore energy production, Jones Act shipping, international shipping and global logistics, sealift recapitalization and readiness, and the response to COVID-19. He reported that MARAD is very pleased with the relationship it has with America’s 16 strategic ports. These ports, which primarily serve as economic gateways, maintain constant readiness for the deployment of US military forces worldwide. Despite
challenges presented by the COVID-19 pandemic, Buzby was unaware of any port closures and commended the remarkable response of the ports which kept commercial and military cargo moving. Congress has provided excellent support to the ports industry. One way they have done this is through the authorization of The Port Infrastructure and Development Program. In its inaugural year, the program made 15 awards of grants ranging from $10.5 to nearly $44 million. In total, $280 million was awarded. Many of the improvements made through these funds helped to enhance intermodal capability and connectivity at the ports. Now in its www.ndtahq.com |
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second year, the program is expected to award $220 million. Small shipyards are also receiving financial support aimed at improving their infrastructures, modernizing, and increasing efficiency. Education and training of the maritime workforce are essential facets of MARAD’s mission. But, attracting young people to the industry is a challenge. “Where we used to just focus on Kings Point and the six state maritime academies, we’re really finding that we have to focus much earlier and much lower, down to the high schoollevel and even earlier,” said Buzby. The Jones Act, which turns 100 this year, remains under attack by critics. However, those negative remarks are not gaining much traction. It appears that Congress well understands the benefits of the law. The COVID-19 pandemic has only underscored how critical it is for the US to have control of its own supply chain and the movement of vessels around the country. “Internationally, MSP [the Maritime Security Program] really was critical again during this COVID crisis for keeping a large
portion of the American Merchant Marine American. In many cases, the three legs that most international shipping relies upon— cargo preference cargo, commercial cargo, and the Maritime Security Program stipend—in many cases, they lost two of those three legs, and the MSP stipend was kind of it. So, I think again that proved its worth and the necessity to have such a program which quite frankly is a real bargain,” said Buzby. He added that the program, which has been reauthorized by Congress until 2035, “is a key part of our sealift program that we rely upon to ensure we have assured access to enough sealift for this country.” The other piece related to safeguarding assured access is the government-owned fleet, which is currently in need of recapitalization. The ships in this fleet average 46-47 years of age, and are increasingly unreliable. MARAD is working on specific recapitalization programs and plans with Congress, the Navy, and US Transportation Command (USTRANSCOM). COVID-19 has been a great challenge to every segment of the maritime industry.
For ports, cargo volumes fell sharply. “By most estimates, we’re going to be probably another year or two to really fully recover back to a level of business that we enjoyed—which was quite high—before the onset of COVID,” said Buzby. “Certain elements of the industry have been hit harder than others. Containers have been doing probably better than most, heavy lift and breakbulk took some pretty heavy rolls, ro-ro probably the heaviest roll in terms of impact, and that’s slowly beginning to come back.” He credited the ability to keep the industry moving and capability available throughout the pandemic to the level of cooperation and focus of everyone in the industry. In addition, maintaining an open dialogue among all parts of the industry facilitated timely actions. That cooperation and communication will continue. Buzby closed by thanking the audience for their efforts during the crisis, which preserved the capability to move US forces around the world in times of crisis and to keep the economy strong in times of peace.
A Discussion of USTRANSCOM’s Support to Surface Force Projection and Associated Challenges and Initiatives
VADM Dee L. Mewbourne, USN Deputy Commander, USTRANSCOM, Moderator with USTRANSCOM Panelists: • Bruce Busler, Director, Joint Distribution Process Analysis Center • Brig Gen Michelle Hayworth, USAF, Director of Command, Control, Communication, and Cyber Systems (TCJ6) • Andy Dawson, Senior Supply Chain Project Manager • Robert Brisson, Deputy Director of Operations
“U
STRANSCOM is central to our nation’s ability to project military power from the continental United States. It’s a key tenant to the American way of war. Being able to project our forces anywhere in the world at a time and place of our choosing is a force mul16
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tiplier and represents a strategic competitive advantage for the United States,” said Mewbourne. “We know power projection starts at home with the domestic transportation industry connecting ports to strategic ports via highways and rail. You are a component of our primary strategic advantage—the ability to project power and to influence the globe.” Expanding on the importance of this relationship, Mewbourne stated, “Moving things has always been a team sport. Without the steadfast and continued dedication of each member of the team, our ability to leverage the nation’s transportation system to project power across the globe would not be what it is today. On the government side, we have the National Port Readiness Network, which is a multiagency government body whose focus is ensuring the readiness of the commercial strategic seaports to meet DOD’s [Department of Defense] needs. This network is very effectively chaired by MARAD and includes [US]TRANSCOM, the Coast Guard, SDDC, MSC [Military Sealift Command], FORSCOM [US Army Forc-
es Command], and others. However, most importantly, we rely significantly upon the support from our many commercial partners, specifically the commercial seaports, the commercial rail and truck carriers, and the stevedores and longshoremen and others that I may have missed. Through our resilient relationships with each of you, the DOD is enabled to win decisively.” USTRANSCOM is working on the Mobility Capabilities and Requirements Study 2020 (MCRS-20), as requested by Congress. To better reflect the National Defense Strategy (NDS), this study incorporates a focus on great power competition, with an emphasis on China and Russia and the ability of other great powers to contest the ability of the US to operate. “The contested environment has become quite a compelling topic to include both cyber and kinetic activity that could potentially degrade our ability to operate,” said Busler. USTRANSCOM is also looking at the capacity and networks of seaports, as well as their role in power projection. A recently submitted report to Congress, required by the NDAA, provided an assessment of all
major commercial ports. USTRANSCOM used input from port operators to help formulate the current conditions and future capacity of the ports. The report also looked at how port revenues are generated, and the DOD and federal support for ports. The other major element USTRANSCOM looked at was port readiness. As an adjunct to the mobility study, the command provided Port Look 2020, which looked closely at pacing demands on the East, Gulf, and West Coasts of the US. “Oftentimes people don’t realize we flow cargo off of all three coasts [sic] for any major power projection requirement, and then we’ll focus on the dominant coast once the flow is underway. But to do that, we have to look at the pacing demand and then how we workload each of the seaports,” explained Busler. “From that, we look at the combination of coastal outputs, look at the East Coast, Gulf Coast, and West Coast. And, to have resiliency in our port sizing besides the overall capacity—which is typically described as throughput for each of the ports to about 120 percent of the overall requirement— and that way, we ensure that we have enough primary seaports.” Seaports readiness looks at the highway, rail, and water access to the port, as well as access features of the installation and including staging areas to support multiple brigade combat teams to be stationed there. Currently, all strategic seaports have either designated capacity or have identified alternative regional capacity to meet DOD needs. Ports that have specific areas of deficiency are working on or identifying projects to address these issues. Notwithstanding, Busler said that by and large port capacity is adequate for power projection with one notable exception. Concern exists over the Port of Alaska because of the proximity of military capabilities that have to flow through a single port. Congress has asked USTRANSCOM’s opinion on what to do if a single port is incapable of performing its mission. This is driving the command to examine the confluence of primary and secondary ports. “Our position is that if a port would be degraded, whether it’s by a natural disaster or by a man-made event in the case of a crisis, for example, cyber activity, our preference is to have that port have enough resilience to overcome that. But if it doesn’t, we would then go to a secondary port—either another primary port or
an alternate port—to continue the deployment flow,” said Busler. “Only where we have constraints like where there’s a single port within that region that we would be more concerned, and we elevate that concern through the declaration of risk.” In their efforts to reshape the world, China and Russia have conducted activities below the threshold of conflict in both the information environment and cyberspace domain. “I think we’re all well aware of how congested that cyberspace domain is,” said Hayworth. “Our adversaries every day are attempting to take actions that would degrade our nation’s ability to project and sustain combat power at a time and place of our choosing.” She added that because USTRANSCOM exists to ensure the nation can project and sustain that combat power, cyber mission assurance remains one of the command’s top priorities. A 2018 global threat report determined the average cyber incident “break out time” was one hour and 58 minutes. This number indicates the amount of time it takes an intruder to jump from the initially compromised system laterally to other machines within the network. “So, this is how much time [sic] our cyber defenders have on average to detect that initial intrusion, to investigate it, and then clear that adversary from the domain before they have the chance to achieve their objectives—one hour and 58 minutes. It’s not very long to do all of those activities,” Hayworth explained. To that end, USTRANSCOM has drafted a Cyber Domain Mission Assurance Strategy that outlines many of the actions the command will take to increase its cybersecurity posture. These actions can be categorized into four major lines of effort: Cyber Security looks to harden command and control nodes, as well as all IT and mission systems; Understanding the Operational Environment seeks to understand USTRANSCOM’s missions and how mission submission systems rely on the network in order to identify critical nodes and attack surfaces; Evolving the Relationship with USTRANSCOM’s Commercial Partners, and specifically working together to mitigate cyber vulnerabilities; and Developing a Cyber Security Culture to ensure that humans are not a “weak link” within the network. Dawson provided an update on USTRANSCOM’s Transportation Management System (TMS) program, in which the command executed a prototype to assess
commercially available transportation, logistics, and supply chain software. This allowed the command to examine its current processes, current management of deployment and distribution data, as well as some readiness data to see how these items are currently managed and consider how they could be managed in the future with a TMS. The prototype has implications for USTRANSCOM and its interactions with the commercial industry related to its
A 2018 global threat report determined the average cyber incident “break out time” was one hour and 58 minutes. This number indicates the amount of time it takes an intruder to jump from the initially compromised system laterally to other machines within the network.
portfolio, cyber, financial management, and operations. Dawson shared several insights gained from the program, “we saw the ability to integrate inherently the activities to the left of the strategic power projection, and the power of integrating [sic] that deployment data from fort to port, activities at the port, and then from port to the theater of operations.” He added that the ability to consolidate global requirements and movement requirements was another result. “We saw the ability to bring things together, not only those movements that were in execution but those that were in the planning process as military planners started to plan that move,” Dawson stated. “It was almost near consensus of those that participated in the prototype of the better In-Transit Visibility we were able to see of cargo moving through the Defense Transportation System. That was enabled by our system integrator, who worked with us to build a dashboard to virtually see within minutes what was occurring at echelon throughout the deployment process.” An analysis of the program is currently underway. Once completed, a recommendation will be made to the Commander of USTRANSCOM on whether the TMS is applicable to the command and, if so, the scope in which it should proceed. www.ndtahq.com |
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USTRANSCOM’s systems originated from the combination of three stovepipes—an Air Force stovepipe in Air Mobility Command’s systems, an Army stovepipe in SDDC’s systems, and a Navy stovepipe in MSC’s systems. “When all three of those pieces of the services came together to be the components of TRANSCOM they took with them their stovepipe capabilities, and we’ve been operating this way. In some cases, we’ve got programs of record that do global c2 [command and control] that are built on 20-year-old infrastructure, built on 20-year-old software,” said Brisson. “Those types of things increase cyber vulnerabilities, come with costs for extended service warranties, and all things like that.” USTRANSCOM and its component commands are now examining programs piece-by-piece and making determinations on where to allocate funds to secure the most critical cyber vulnerabilities within these systems. Brisson described the command’s Digital Modernization Strategy, which is built upon four main lines of effort. The first is a shift from a program of record focus to a capabilities-based focus. This entails tasks such as eliminating redundancies between the three stovepipes. The second line of effort is to manage information to enable enhanced decision making across the IT structure. This involves building an enterprise data architecture that’s accessible to everybody that needs access to it both in and out of the IT structure. Doing so would allow for more effective information sharing in support of the NDS. The third line of effort is to build a framework that facilitates innovation. “We in the [US]TRANSCOM headquarters can’t do this on our own. We have innovation going on inside of our components that every day makes us a better organization. But what we have to do at the command, at this headquarters-level, is put some design principles and things like that in place,” said Brisson. Such a baseline architecture would provide a solid foundation for innovations. The fourth and final line of effort is to cultivate talent for a ready digital workforce. USTRANCOM’s workforce skews slightly older demographically. Providing proper and adequate training and opportunities for advancement to its workforce will ensure they have the tools necessary to be successful in a more digitalized, modernized enterprise. 18
| Defense Transportation Journal | AUGUST 2020
A Discussion About Power Projection and Mobilization
MG Kurt J. Ryan, USA Deputy Chief of Staff, G-4, FORSCOM
T
he Army Training and Doctrine Command (TRADOC) published The US Army in Multi-Domain Operations (MDO) pamphlet 525-3-1 in December of 2018. It has become a framework and concept for Army training and modernization through 2028. “[This concept] helps us see ourselves a little better, it helps us see our potential adversaries that we may compete against, and then we train to, and prepare, and build to that,” said Ryan. The pamphlet describes the multi-domain operational environment, including the air, land, maritime, and cyber domains. It also lays out the need to be prepared to fight and win under a persistent and all-domain attack. Potential adversaries described in the pamphlet mirror those defined in the 2018 NDS. The NDS places primary importance on the ability to fight and win against near-peer competitors, with near-peer competitors being the primary adversaries of concern. The Army, particularly the Army Futures Command, is using this document to identify what will be needed in future weapon systems, capabilities, and formations. The concept
provides insights into dynamic force employment and the need for the US to maintain its strategic comparative advantage globally. It also describes adversaries’ goals—their desire to separate the US from its partners and allies; to deny America the ability to project instruments of power militarily, informationally, diplomatically, and economically; and to deny the US the ability to sustain globally deployed forces, in part by contesting critical air, sea, and land Lines of Communication (LOCs). The document ends with three core tenets of MDO: calibrate force posture, multi-domain formations, and convergence. Calibrated force posture is the ability to keep forces stationed forward in the Combatant Commands (COCOMs), then be able to rapidly deploy an initial immediate response force, followed by contingency response forces. The immediate response force is quick by air, while the contingency response forces provide mass by sea and air. The document stresses the importance of building multi-domain operations formations. The Army is currently in the process of doing this, to include building multi-dimensional task forces and other capabilities to provide the Army overmatch and capabilities where they may be lacking. It introduces the concept of convergence. This is the rapid and continuous integration of capabilities in all domains, the electromagnetic spectrum, and the information environment that optimizes effects to overmatch the enemy through cross-domain synergy and multiple forms of attack all enabled by mission command and disciplined initiative. “The document, quite frankly, has asked me to or cause me to ask a couple questions. First, how do we at Forces Command, as the force provider, assist in delivering capabil-
Soldiers assigned to 2nd Infantry Brigade Combat Team, and the 25th Combat Aviation Brigade, 25th Infantry Division work together to load a UH-60 Blackhawk Helicopter about a cargo ship in preparation for movement to the Joint Readiness Training Center at Fort Polk, Lousiana on Pearl Harbor, Hawaii, on August 29, 2020. US Army photo by SSG Alan Brutus/Released.
ity to our point of need?” said Ryan. “The Joint Deployment Distribution Enterprise (JDDE) is the United States Army’s lift to the fight. We can’t get there by ourselves. We have very limited capability to self-deploy, and frankly, self-deployment for the United States Army is inside the continental United States—it’s by convoy to places in support of NORTHCOM [US Northern Command].” The pamphlet also caused Ryan to consider sustainment challenges in a contested or denied operating environment. This includes challenges that may apply specifically to sealift, airlift, rail, trucking, power projection platforms, or the capacity to produce throughput and output through port systems. Forces Command is a four-star headquarters stationed at Fort Bragg, North Carolina. It mission commands all Army conventional forces in the continental US. Established in 1942, its mission is to train and prepare a combat-ready globally responsive total force comprised of active soldiers, the US Army Reserves, and Army National Guard. Through this mission, FORSCOM helps build and sustain readiness to meet Combatant Commanders’ requirements. For FORSCOM, readiness involves three things—people, equipment, and training. The command’s people include the 745,000 soldiers assigned and living in the continental US, and the 185,000 soldiers currently rotating deployed forward to 140 countries across the globe. Those soldiers come back to the US to reset, refit, retrain, and then become available to future COCOM requirements. Eighty-five percent of the US Army’s equipment resides inside the continental US. For it to be relevant, it has to be able to project and go to and meet COCOM requirements. Training includes
training in a multi-domain environment and in large-scale combat operations. Before 2016, training concentrated on counter-insurgency operations in support of the long wars. FORSCOM training is for individual small unit collective crew all the way to Army-level commands. FORSCOM executes its mission through
Before 2016, training concentrated on counter-insurgency operations in support of the long wars. FORSCOM training is for individual small unit collective crew all the way to Army-level commands.
mission command of a number of training activities. This includes training at home stations, as well as at the command’s two compact training centers. Those are the Joint Readiness Training Center in Louisiana, which focuses on light fighters, and the National Training Center in California, which focuses on combat-heavy formation striker and armor formations. It also trains through a series of warfighting exercises. “Critical to our mission is to exercise mobilization—mobilization in support of large OPLANs [Operation Plans] or rotational force requirements to COCOMs annually,” said Ryan. “We do that through rehearsals of concept and actual mobilizing and standing up mobilization force generation installations—nine of them—to test the capacity and the throughput of those mobilization centers if we have to do it to scale.”
Emergency Drill Readiness Exercises (EDRE) are a key element of FORSCOM’s ability to build deployment capability. These exercises stress the JDDE, and strategic support areas, particularly power projection platforms. “And if you’ve ever been through a no notice Emergency Drill Readiness Exercise of Forces Command, it stresses the commands because they are no notice, they are unannounced, and they have to move with speed and deploy their formations very rapidly to their designated location,” described Ryan. FORSCOM also exercises and trains through rotational force deployments to COCOMs and large exercises such as Defender Europe, Defender Pacific, and other smaller-scale exercises globally in support of Combatant Commanders, theater security, and cooperation programs. “Bottom line: All this training, all these processes, help build ready forces that rotate to and through our COCOMs and then return back to home station,” said Ryan. Describing some of the command’s recent deployment activities, he added, “Forces Command, the United States Army, is always in motion. It is exercising a high operational tempo of deploying and deployed forces, and I see really no change in that in the near future.” Ryan concluded his remarks by complimenting the role SDDC’s Port Diversification Program has played in helping to build readiness, not only in the JDDE but also in FORSCOM. “It allows Forces Command to get to seaports that they may not have flown through in 20 or 25 years,” he said. “And we need to keep putting that demand on our ports because we will need them all in time of great power competition. When we have to flow large forces to our Combatant Commands, we will need each and every one of them.”
Challenges and Opportunities for European Theater Mobility
W RADM Peter G. Stamatopoulos, SC, USN Commander, Naval Supply Systems Command (NAVSUP) and 49th Chief of Supply Corps, former Director of Logistics, US European Command (EUCOM)
hat separates the United States is its ability to force project anytime, anywhere across the globe. The FORSCOM and SDDC, along with the entire USTRANSCOM enterprise, provide that vast capability. While many consider EUCOM a mainly ground-oriented fight, that is only part of the picture. “In 21st-century warfare, it takes a complete and whole joint force to be able to meet the challenges that we have here, so although a ground fight in Europe is very very important so is the maritime domain
to effectuate that, the air domain, and now of course more complicated domains such as space, cyber, and the likes of EMEW [Electromagnetic/Electronic Warfare] so it’s really challenging us.” Europe is America’s number one trading partner, and both enjoy massive economies. COVID-19 has created a contested environment. It has provided insight into what happens when an environment becomes contested and the effects on commerce. Europe is also closely tied to the US due to our shared history fighting on the www.ndtahq.com |
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European continent during World Wars I and II. Following WWII, the US also made considerable investments in Europe through the Marshall Plan. America has a lot invested in Europe, and the continent is vital to the US. The North Atlantic Treaty Organization (NATO) has published its first military strategy in six decades, a massive accomplishment for the organization. The document closely mirrors the US National Defense Strategy and provides a complete view of Europe. NATO and the Supreme Head-
if one nation is attacked and article five is evoked, all countries will muster their support to push back and quell the adversary that is threatening or that has perpetrated an incursion onto one of the allied nations. This is an incredibly important element of the organization and a big part of its success. However, it takes a lot of momentum and politics to be able to get all 30 nations aligned with one another to evoke article five. Because of the deliberate process in NATO and the time it can take to respond, the opportunity to deter an aggressive ac-
A soldier from the 1st Armored Division’s 2nd Armored Brigade Combat Team guards tracked vehicles awaiting movement in support of DEFENDER-Europe 20 at the Port of Beaumont, Texas February 18, 2020. DEFENDER-Europe 20 is the first in a series of exercises the US Army has planned in Europe and the Pacific over the next five years. US Army photo by Kimberly Spinner.
quarters Allied Powers Europe (SHAPE) have also created a concept for the defense and deterrence of the Euro-Atlantic area. “Another huge win for NATO because it really now starts to focus those allies into that 360-degree view of Europe and the adversaries and threats that it is subject to,” said Stamatopoulos. He added that threats include those that can be seen, those that are largely unseen (i.e., cyber and space), and economical. In terms of threats, NATO is looking at publicly acknowledging that Russia is an adversary. In addition, the member countries recognize the risk of violent extremist organizations that come primarily from Africa and Northern Africa, and within Europe. As it has for 70 years, NATO remains strong. It is the most significant peace generating alliance in the world, and it is in the best interest of the US for that to continue. Article five of the NATO treaty calls for collective defense. This means that 20
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In the case of war or other contingency, access to move freely across the continent would be critical. That is one of the drivers behind a new Joint Support Enabling Command (JSEC) that was recently established by NATO and SHAPE.
tion from happening or to respond to aggressive actions may be lost. “When we look at the European theater, in my view, it’s really about trying to stop an adversary from making an incursion, stop World War Six from starting before it even kicks off,” said Stamatopoulos. “To do that, we’ve got to be able to present a credible deterrence and a credible defense.” That credible deterrence and defense is a function of the ability to rapidly deploy and position
forces across the continent, to dissuade adversaries. This theater mobility has five main elements: infrastructure; command, control, and coordination; access to ports, rail, and barges; US organic capability; and commercial capacity. These elements would prove critical should another major war occur in Europe—such a scenario is the largest force flow projection in DOD. Infrastructure includes seaports, airports, airfields, Ground Lines of Communication (GLOC), railroads, barges, staging bases, naval bases, and fuel infrastructure. Infrastructure in Europe is good with quite a few options for seaports, which the US is continually exercising to demonstrate its ability to deploy. There are many airfield options, as well as extensive GLOCs. Due to the size of a potential force flow deployment, should one ever become necessary, a lot of commercial shipping activity would be required to support DOD. During COVID-19, the European GLOCs started to get stressed out. Ports also experienced some stress concerning longshoremen, workers, and things of that nature. Some slowdowns occurred, but no full stops. “But through our commercial shippers, we could still get goods and services across Europe in a matter of days,” said Stamatopoulos. Drivers from commercial ground shippers even provided DOD with timely and accurate information on issues like route delays and closed border crossings during COVID-19. Their actions supported continued operations and sustainment of forces that still had to operate during the pandemic, as well as the care and feeding of US Soldiers, Sailors, Airmen, Marines, and their families dependent upon defense commissaries and exchanges. Stamatopoulos commented that it was “just a phenomenal logistic effort that was done by our commercial partners that were out there.” In the case of war or other contingency, access to move freely across the continent would be critical. That is one of the drivers behind a new Joint Support Enabling Command (JSEC) that was recently established by NATO and SHAPE. “It is a three-star command, led by a German three-star officer, that is now responsible for helping both NATO and US forces as they arrive on the continent to be able to move across the continent,” explained Stamatopoulos. Though the JSEC is new, there are high hopes for its ability to provide access when necessary, and it is expected to become a key player in military movement control. DTJ
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CYBERSECURITY LESSONS FROM THE FIELD By Ted Rybeck, Chair, Benchmarking Partners, & Chair, NDTA Cybersecurity Best Practices Committee
W
hat does it take to be a champion of cybersecurity for the Defense Industrial Base? Especially in this time of recovery from a global pandemic, cybersecurity hinges on alignment. Success depends on three factors: a shared vision of the end game, cross-functional credibility, and a disciplined innovation process. Starting with this edition and continuing for two years, the Defense Transportation Journal will address each of the three factors by sharing cybersecurity lessons from the field based on experiences of industry leaders large and small. Every organization understands that we connect in an ecosystem of employees, customers, and suppliers that extends from our supplier’s suppliers to our customer’s customers. We also recognize that cybersecurity relies on precautions that extend across these connections. In short, cybersecurity is a team sport. Having said that, too many organizations in the US and worldwide lack a shared vision of the end game, cross-functional credibility, and a disciplined innovation process. When Atlanta was hit with a cyberattack, that was “Atlanta’s problem” and barely stayed as a national topic of attention for
This series will detail the cybersecurity know-how of small organizations, the kind of organizations that are just familiarizing themselves with NIST.
more than a day...even though whole segments of Atlanta’s critical infrastructure were shut down including parts of the systems for the city’s courts, police, and human resources. The same thing happened as those cyberattacks spread to municipalities and companies across the US that lacked the resources to cope with the bitcoin ransoms, let alone the systemic attacks. Against that backdrop, a global pandemic reminds us how much we depend 22
| Defense Transportation Journal | AUGUST 2020
on coordinated mobilization. To address this need, we will detail how the smallest, most resource-constrained companies can be best practice leaders without a big budget. We will focus on the experiences of companies with less than 50 employees that make up the vast majority of the 300,000+ businesses in the narrow definition of the Defense Industrial Base and the 30 million+ businesses in the US overall. To match those concepts of operation, we need: • Local businesses and global businesses to become glocal businesses jointly leading the next generation of collaboration best practices • A strong, shared vision of the end game that has now been established as the Cybersecurity Maturity Model Certification (CMMC) • Cross-functional credibility to say this is not an IT problem but is the responsibility of the entire CEO team across all market categories • A disciplined innovation process like the one the National Institute of Standards and Technology (NIST) has provided Companies like Maersk created a role model for this kind of alignment with their business preparedness and response to the global NotPetya attack. Maersk made its resiliency a core competitive differentiator of its business model and spent hundreds of millions of dollars to do that. Smaller organizations also felt the pain of that attack as collateral damage. For example, consider the small hospital serving as the primary care facility for the entire area around Princeton, West Virginia. The Princeton Community Hospital lost all network access to patient records and overall operations. That left clinicians taking notes and ordering medications by hand while shutting down normal human resources and finance functions completely. The Princeton Community Hospital continues to exist today, but they lacked a nationwide playbook for how “the rest of us” establish business continuity protocols like Maersk. The problem with the Defense Industrial Base is not the autonomy of small businesses, but rather their lack of participa-
“We need to address the Defense Industrial Base cybersecurity challenges systemically and collaboratively with our partners. Working together, we can build a common understanding of the threats we face, and share best practices and lessons learned that will allow us to deter our adversaries by denying them opportunities and imposing cost on their malicious cyber activities.” — GEN Steve Lyons, USA, Commander, US Transportation Command “Transportation service providers are challenged to address cyber risks to systems at the application layer and in the industrial control systems associated with a vast global infrastructure. We will need to continue to work together to assimilate threat information and ensure common and consistent approaches to mitigating these threats against the Defense Industrial Base.” — Ms. Lynn Schug, Executive Director for Command, Control, Communications and Cyber Systems, and Deputy Chief Information Officer, US Transportation Command “For the overall Defense Industrial Base, cybersecurity progress comes along with continued measurement and training to stay ahead of the threats. You can’t manage what you can’t measure.” — LTG Darrell Williams, USA (Ret.), former Director, Defense Logistics Agency “Continuing to strengthen the Defense Logistics Agency supply chain requires leadership at each company as part of the overall Cybersecurity Maturity Model Certification process.” — Mr. Michael Scott, Vice Director, Defense Logistics Agency “We need a full-court press to incentivize the Defense Industrial Base, which includes mitigating cybersecurity risk, to keep pace with national and global resource demands prioritized against the National Defense Strategy—now and into the future.” — Lt Gen Giovanni Tuck, USAF, Director for Logistics, Pentagon Joint Staff “We’ve come to a crossroads where our future depends on each of us in the industrial base upskilling as non-traditional learners. That includes even the smallest businesses.” — Gen Darren McDew, USAF (Ret.), former Commander, US Transportation Command, and current Co-Chair of the Special Committee to Review the Federal Aviation Administration’s Aircraft Certification Process
U.S. SMALL BUSINESS ADMINISTRATION
2019 Small Business Profile 2019 Small Business Profile UnitedStates States United United States United States 30.2 Million 30.7 million Small Businesses Small Businesses
99.9%99.9% of United States Businesses Of United States Businesses 30.2 MillionSmall 30.7 million Businesses Small Businesses 99.9%99.9% of United States Businesses Of United States Businesses EMPLOYMENT Source: US Small EMPLOYMENT Business Administration
1.81.9million million
net new jobs EMPLOYMENT EMPLOYMENT Net New Jobs
U.S. SMALL BUSINESS ADMINISTRATION REGULATION
RESEARCH
OUTREACH
REGULATION
RESEARCH
OUTREACH
30.2 MillionSmall 59.9 million Business Employees Small Business Employees 47.3% 47.5% of United States Employees Of United States Employees 30.2 MillionSmall 59.9 million Business Employees Small Business Employees 47.3% 47.5% of United States Employees Of United States Employees DIVERSITY TRADE DIVERSITY TRADE
8.78.0 million million minority-owned DIVERSITY DIVERSITY Minority-Owned business employees Businesses 8.78.0 million million minority-owned Minority-Owned business employees Businesses
280,229 287,835 small business TRADE TRADE Small Business exporters 280,229 287,835 Exporters small business Small Business exporters Exporters
1.81.9million million tion in a coordinated response. In the US Industrial Base had never heard of NIST.) net new jobs Net New Jobs system, small businesses are not the probWe will focus on how these smaller orgaOverall United States Economy Overall United States Economy lem. Small businesses are America’s strength nizations can be role models within the Overall United States Economy • Multiple economic indicators consistently signaled a strengthening USnonummy economy in 2018. In thetincidunt third quarter of 2018, Lorem ipsum dolor sit Economy amet, consectetuer adipiscing elit, sed diam nibh euismod ut laoreet Overall United States as long as they mobilize effectively. realities their budgets. In the same thedolore Unitedmagna States aliquam grew at an annual rate ofvolutpat. 3.4%. The States’s 2017of growth rate 2.2% was up tation from the 2016 way erat 1.1 million Ut United wisi enim ad minim veniam, quisof nostrud exerci ullamcor• Government-led Multiple economic indicators signaled adistrengthening USFranklin economy in 2018. In thetincidunt third quarter of 2018, rateper of 1.6%. (Source: BEA) Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod ut laoreet suscipit lobortis nisl utconsistently aliquip ex ea commodo consequat. economies receive Ben brought local tradespeople thedolore Unitedmagna States aliquam grew at an annual rate ofvolutpat. 3.4%. The States’s 2017veniam, growth rate 2.2% was up tation from the 2016 erat 1.1 million Ut United wisi enim ad minim quisof nostrud exerci ullamcorrective onBEA) how they cytogether every Friday night to figure adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam eratwas out • The employment situation in United States continued to improve. In February 2019, the unemployment rate rateConsectetuer of policies 1.6%. (Source: per suscipit lobortis nisl utthe aliquip exaddress ea commodo consequat. volutpat. Consectetuer adipiscing elit,(Source: sed diam. 3.8%, down from 4.1% in February 2018. CPS) bersecurity from the top-down driven by to improve. what wasutgoing well for community busielit, sed diamStates nonummy nibh euismod tincidunt laoreet dolore magna aliquamrate eratwas • TheConsectetuer employmentadipiscing situation in the United continued In February 2019, the unemployment Employment volutpat. Consectetuer adipiscing elit,(Source: sedwill diam. state-controlled enterprises. That not nesses and what could be going better, this 3.8%, down from 4.1% in February 2018. CPS) Employment be the US approach, and we would not be • United series willsmall share specific experiences of evStates businesses employed 59.9 million Employment Figure 1: Employment by Business Size (Employees)
Dolor sit consectetuer adipiscing elit, sedindiam oramet, 47.3% of the private workforce, 2016. eryday progress. good at it even if we tried. America’s sucEmployment Figure 1: United States Employment by Business Size people, nonummy nibh 47.5% euismodemployed tincidunt ut laoreet 120M • (Source: United States small businesses 59.9 million SUSB) Figure 1: Employment by Businesson Sizedistributed (Employees)
We will draw real caseselit,ofsedcompanies cess120M by design Dolor sit consectetuer adipiscing (Source: SUSB) dolore magna aliquam. people, oramet, 47.3% of theon private workforce, indiam 2016. Figure 1: Unitedwill Statesdepend Employment by Business Size • Firms with fewer than 100 employees have the largest nonummy nibh 47.5% euismod tincidunt ut laoreet 120M 100M as ofanSUSB) amalgam under the name DIB-Co. leadership. Any failures in that distributed (Source: share small (Source: SUSB)Figure 1 provides dolore magnabusiness aliquam.employment. 120M Lorem ipsum dolor sitwith amet, consectetuer adipiscing Firms with fewer than 100 employees have the SUSB) largest details on firms employees. (Source: 100M more than 500 Each issue will include micro-case installleadership will be targeted by adversaries. • further 100M elit, of sedsmall diambusiness 58.9% nonummy nibh Figure euismod tincidshare employment. 1 provides 80M • Private-sector employment increased 1.1% during the 12Lorem ipsum dolor sitwith amet, consectetuer adipiscing (Source: SUSB) (Source: unt utdetails laoreet dolore. further on firms employees. SUSB) 100M series will detail ments of how this company transformed This the than more than 500cybersecurity month period ending in February 2019. This was below 80M elit, sed diam 58.9% nonummy nibh euismod tincid80M during the 12-only theitself. increaseLike ofemployment 1.8% duringincreased the prior1.1% 12-month period. many businesses, DIB-Co know-how of small more organizations, the kind • Private-sector 60M (Source: SUSB) unt ut laoreet dolore. than 500 month period (Source: CPS) ending in February 2019. This was below 80M 100 to just 499 familiarizing 60M learned of NIST in the last few months. of organizations that are the of 1.8% during the quis priornostrud 12-month period. 60M Utincrease wisi enim minim veniam, • The number ofad proprietors increased in 2017 byexerci 1.9% rel100 to 499 40M (Source: CPS) But now DIB-Co, in this actual example, themselves with NIST. (Until recently, tation ullamcorper 1.1 million suscipit lobortis nisl ut 100 to 99 499 ative to the previous year. (Source: BEA) 60M 20 to 40M Utnumber wisi enim minim veniam, quisin nostrud exerci aliquip ex ea commodo consequat. (Source: SUSB) The ofad proprietors increased 2017 by 1.9% rel100 to 499in the Defense • has already become a pacesetter for cyberthe 40M vast majority of firms • Small businesses created 1.8 million net jobs in 2016. 20 to 99 20M tation ullamcorper 1.1 million suscipit ative to the previous year. (Source: BEA) lobortis nisl ut 20 to 99 fewer than 20 20 to 99 fewer than 20 fewer than 202010 2005
Firms employing fewer than 20 employees experienced aliquip ex ea commodo consequat. (Source: SUSB) • the Small businesses created1.2 1.8million million jobs in small2016. largest gains, adding netnet jobs. The Dolor sitwere amet, elit,experienced sed diam Firms employing feweremploying than 20adipiscing employees est gains in consectetuer firms 100 to 499 employees, 2000 2015 20M nonummy nibh 33.3% tincidunt ut laoreet the largest gains, adding 1.2 million netSUSB) jobs. The smallwhich added 259,591 neteuismod jobs. (Source: 0 0 fewer Dolor amet, consectetuer adipiscing elit,employees, sed diam (Source: SUSB) magna erat volutpat. gainssit were inaliquam firms employing 100 to 499 2000 2005 than 20 2010 2015 estdolore 2000 2005 2010 2015 nonummy nibh tincidunt ut laoreet which added 259,591 neteuismod jobs. (Source: SUSB) 0 Business Profiles are produced by the US Small Business Administration’s The Small Office of 33.3% Advocacy (http://advocacy.sba.gov). Each re(Source: are SUSB) dolore magna aliquam erat volutpat. 2000the most up-to-date 2005 government 2010data to present 2015 port incorporates a unique snapshot of small businesses. Small businesses defined
40M 20M
20M 0
security improvements despite the company’s long road ahead to comprehensive cyber-readiness. On this journey, DIB-Co will go from being unaware that they are part of the Defense Industrial Base to recognizing that dozens of their customers are suppliers to the iconic giants of US defense logistics. Over the next two years, DIB-Co’s goal is to make cybersecurity an integral part of the company’s competitiveness. In the 1970s, American car companies argued that they had to make the hard tradeoff between profitability and quality. In contrast, Japanese automakers during that period argued that profitability was impossible without quality. American automakers transformed themselves to that qualityfrom-the-start perspective. Today, many American members of the Defense Industrial Base see a tension between their choice of focusing on efficiency or cybersecurity. This series will reposition cybersecurity as a discipline that makes efficiency possible across the Defense Industrial Base and the US economy as a whole. DIB-Co’s future depends on that transformation. DTJ
for this profile as firms employing fewer than employees. Net Administration’s small business job change, employees of minority-owned businesses, TheLorem Small Business Profiles are produced by the500 US Small Business Office ofeuismod Advocacy (http://advocacy.sba.gov). Each reipsum dolor sit amet, consectetuer adipiscing elit,ofsed diam nonummy nibh tincidunt laoreet dolore and share statistics are based on the 2016 Statistics USaBusinesses (SUSB), SurveySmall of ut Entrepreneurs (ASE), and port exporter incorporates the most up-to-date to present unique snapshot of2016 smallAnnual businesses. businesses are defined magna aliquam erat volutpat. Ut government wisi enim addata minim veniam, quis nostrud exerci tation ullamcorper suscipit lobortis nisl ut 2016 International Trade Administration (ITA) data, respectively. for this profile as firms employing fewer than 500 employees. Net small business job change, employees of minority-owned businesses,
Lorem ipsum dolor sit amet, consectetuer adipiscing elit,ofsed diam nonummy nibh euismod laoreet dolore exshare ea commodo consequat. andaliquip exporter statistics are based on the 2016 Statistics US Businesses (SUSB), 2016 Annual tincidunt Survey of ut Entrepreneurs (ASE), and magna aliquamTrade eratAdministration volutpat. Ut wisi enim adrespectively. minim veniam, quis nostrud exerci tation ullamcorper suscipit lobortis nisl ut 2016 International (ITA) data, SBA Office of Advocacy 1 United States Small Business Profile, 2019 aliquip ex ea commodo consequat.
SBA Office of Advocacy
1
United States Small Business Profile, 2019
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IN MEMORIAM COL Dennis L. Edwards, USA (Ret.)
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DTA has lost one of its most dedicated supporters: COL Dennis (Denny) L. Edwards, USA (Ret.). He was 80 years old. Born in Vinton, IA, Denny met his wife Karen in high school. They attended the University of Iowa together where Denny earned his Bachelor’s degree in Business Administration. The couple married in 1964 and last year celebrated their 55th anniversary. Denny subsequently went on to earned a Master’s degree in Transportation from Michigan State University. His military education includes Army Infantry and Transportation schools, as well as Joint Staff and Logistics colleges. Denny joined NDTA as a member upon his commissioning in the Army Transportation Corps in 1964. In 1968, the Truck Company he commanded in Vietnam won the NDTA Military Unit of the Year Award, and shortly after he became one of the Association’s youngest Life Members. Denny’s military assignments included serving as the head of a special anti-black-market and theft prevention team for the Commander in Chief, US Forces Korea. In 1975-1979, as a Major, he was assigned as the Chief of the Command and Leadership Branch of Fort Eustis, VA; attended the Armed Forces Staff College in Norfolk, VA; and served as the Executive Officer to the J4 of the US Readiness Command at MacDill Air Force Base, FL. He was selected for battalion command, commanding the 3rd Movements Control Region, 4th USTRANSCOM in Frankfurt, Germany, and then the Assistant Chief of Staff, Transportation, for the 3d SUPCOM, V US Corps. While in Germany, he was honored by the German Railway as an “Outstanding Contributor” to German-American relations. Denny served his remaining Army assignments with the Military Traffic Management Command (MTMC) in Virginia. In 1985, Denny began his tour as the Command’s Inspector General. His final assignment was as the CG’s special representative to USTRANSCOM’s Reorganization Task Force. Denny earned various awards while serving, including the Legion of Merit, Bronze Star, Army and Defense Meritorious Service Medals, and the Expert Infantrymen’s Badge. During his military career, Denny also served NDTA in various capacities including Chapter Activities Committee Chairman; President of the Frankfurt, Germany (Hesse) Chapter; co-host of two European NDTA conferences; and Vice President-At-Large on the Board of Directors. Notably, Denny created NDTA’s A-35 Program for which he was awarded the NDTA DOD Distinguished Service Award—the only junior officer to have ever received this award. Following his retirement from the military in 1990, Denny joined the NDTA Headquarters staff as the Vice President of Marketing and Corporate Development, a position he held for 23-years. He retired from NDTA HQ in 2012, but continued to volunteer, alongside Karen, for the remainder of his life. Most recently, he spearheaded many of the initiatives associated with last year’s 75th Anniversary. Denny was preceded in death by his wife Karen. He is survived by his two daughters and their husbands, three grandchildren, and his brother. NDTA is truly lucky to have had such a dedicated champion on its side for the last 55 years. DTJ 24
| Defense Transportation Journal | AUGUST 2020
Maj Gen Donald Brown, USAF (Ret.)
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ong-time NDTA member Maj Gen Donald (Don) Brown, USAF (Ret.), has passed away. Born in 1931 in Montreal, his family moved to New York City, where in high school he met his wife of 65 years, Joan. Don entered the Air Force through the ROTC program at Columbia University, where he received his BA. He graduated from pilot training in 1956 and was assigned to McGuire AFB, NJ, where he flew North Atlantic routes in C-118s. He then served a tour as an instructor pilot at Tinker AFB, OK. In 1965, he received an MBA from Syracuse University. Don served a short stint in the Strategic Air Command as a supply officer at March AFB, CA, for a year and at Anderson AFB, Guam, for two years. During 1968 and 1969, he served in Vietnam, flying C-123s with the 315th Special Operations Wing. He returned to McGuire as a C-141 pilot and ultimately commanded the 30th Airlift Squadron. In 1973, Don reported to Military Airlift Command (MAC) headquarters at Scott AFB, IL, where he held senior staff jobs in logistics before returning to line leadership, commanding the 62nd Military Airlift Wing at McChord AFB, WA, in 1977. He returned to Scott AFB as MAC’s Assistant Deputy Chief of Staff for Operations. He played a pivotal role in the development of the C-17 Globemaster. In 1983, Don became Deputy Chief of Staff for Operations of MAC. In his final Air Force role, he commanded 35,000 officers and airmen of 22nd Air Force, headquartered at Travis AFB, CA. Don was a command pilot with more than 10,000 flying hours, including 146 combat missions in the Republic of Vietnam. A distinguished graduate of Squadron Officer School, he completed the advanced management program at the University of Pittsburgh in 1978 and in 1981 attended the Executive Program in National and International Security at Harvard. His military decorations and awards include the Distinguished Service Medal, Legion of Merit with oak leaf cluster, Distinguished Flying Cross with oak leaf cluster, and the Bronze Star. After retirement from the Air Force in 1987, he and Joan moved to the Pacific Northwest. Don began a consulting business, advising corporations on logistics support for the military. Don was an active leader in several community and military organizations, including—for 34 years—NDTA. In 2019, the NDTA Puget Sound Chapter even named its annual Hall of Fame Award in his honor. A man of great faith, an eternal optimist, and an inveterate storyteller, Don will be missed by all who knew him. He is survived by Joan, their three children, and five grandsons. DTJ
The modernization behind the mission. Unified mission and operational system capabilities are the cornerstone for modernization. As the pace of technological innovation accelerates, legacy core systems can’t keep up. People, processes, and operating models have to adapt to the rapidly changing workforce and the fast pace of disruption. Deloitte has a path to harness this changing environment and help you achieve bold outcomes.
www.deloitte.com/us/dsj Copyright © 2020 Deloitte Development LLC. All rights reserved.
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PROFESSIONAL DEVELOPMENT Transportation Academy at the 2020 NDTA-USTRANSCOM Fall Meeting Irvin Varkonyi • NDTA Educational Coordinator, ivarkonyi@ndtahq.com
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he 2020 NDTA-USTRANSCOM Fall Meeting will be unlike any annual meeting held in the Association’s 75 years of existence. Transportation Academy, held in conjunction with the conference, will feature up to 80 virtual classes with instructors and attendees joining from offices, homes, or any location they may find themselves worldwide. A virtual platform will open up attendance to more participants than ever before, as well as instructors who had been unable to travel in the past but will now be able to share their perspectives. Among the classes to be featured will be: Blockchain 101 – What It Is and Why It’s Important to Your Business Processes
Hudson Sutherland and Venkat Kodumudi, CGI Federal This class explains the basics of what Blockchain is and why it matters. Blockchain enhances business processes and increases efficiency. Don’t let your business be left behind as Blockchain continues to evolve and becomes ubiquitous. This session is the first in a three-part Blockchain discussion that is followed by a technical deep dive class and closes with a hands-on, interactive class that steps through the construction of a Blockchain. Two additional classes in the Blockchain track discuss business use cases. Labor – Providing the Talent Surface Partners Need to Project the Force
Alan Robb, President of South Atlantic and Gulf Coast ILA; and Lauren Brand, President, National Association of Waterfront Employers America is facing an unprecedented skilled labor shortage. According to the Department of Labor, the US economy had 7.6 million unfilled jobs, but only 6.5 million people were looking for work as of January 2019. It is uncertain if the economic impact of COVID-19 will change this balance. It is more apparent than ever that our country is suffering because of the shortage of skilled labor. How does this affect our surface partners? 26
| Defense Transportation Journal | AUGUST 2020
We will offer ten topic tracks: Acquisition & Finance
Contracting policies, tools, and opportunities
Combatant Commands & Security Cooperation
Warfighter regional issues and/or case studies
DOD/Commercial Logistics
Multi-level approach from basic transportation to higher level logistics and infrastructure updates
Interactive Workshops/Training
Focused training on skill sets in logistics, supply chain management, and leadership/management
IT, Cyber, & Analytics
Explores cyber threats, data capture, artificial intelligence, and the fourth industrial revolution
Blockchain
Hear an overview primer, business utilization/impact, technical aspects, and strategic direction
Leadership & Human Resources
Insights into leadership, talent management, and professional development
Legislation & Policy
Learn about DOD logistics policy, category management, and legislation affecting logistics
SDDC Workshop
SDDC Symposium-like sessions and training
Resilience, Innovation, & Disruptors
Delve into autonomous vehicles, drones, Coronavirus impact and mitigation strategies, and passenger travel disruption
How COVID-19 Accelerated the Adoption of Drones into On-Demand Delivery
Yariv Vash, CEO, Flytrex While major retail and logistic companies have been testing drone delivery services for years, many have seen on-demand drone delivery as a novelty rather than a necessity. However, the COVID-19 pandemic has changed that: in an era of social distancing and contact restrictions, drones enabled the delivery of essential goods while minimizing human interaction. Flytrex CEO Yariv Bash will describe his own experience launching successful drone delivery systems around the world to explain precisely how COVID-19 has accelerated acceptance of on-demand drone delivery—by regulators and society. Supply Chain Risk & Resiliency (SCR&R 101): The New Normal with the “3-R’s” – Respond, Recover & Renew
Greg Schlegel, Supply Chain Risk Management Consortium A review of tools used to enable organizations to identify, assess, mitigate, and man-
age risk in your global supply chain. The session will define terms and how they apply to government and commercial sectors. Cyber Disruptions and the Implications for Surface Partners
Krystal Covey, Director of the DoD-Defense Industrial Base (DIB) Cyber threats are a leading global risk, as indicated by the World Economic Forum. Government and industry partners should be able to understand what the risk is and how a company/organization can be affected by a cyber breach, in order to minimize that risk and look at cybersecurity as a return on investment. This panel will offer thought-provoking examples of how we can harden key assets. Achieving the S.P.E.E.D. that Wins Today and Tomorrow
BG Heidi Hoyle, SDDC Commanding General S.P.E.E.D. is SDDC’s organizational guiding principle. Achieving S.P.E.E.D. See Prof. Devel. pg. 30
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27
CHAIRMAN’S CIRCLE
These corporations are a distinctive group of NDTA Members who, through their generous support of the Association, have dedicated themselves to supporting an expansion of NDTA programs to benefit our members and defense transportation preparedness.
AAR CORP. + PLUS Agility Defense & Government Services + PLUS AIT Worldwide Logistics, Inc. + PLUS American President Lines, LLC + PLUS American Roll-on Roll-off Carrier + PLUS Amtrak + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS CGI + PLUS Chapman Freeborn Airchartering, Inc. + PLUS Construction Helicopters, Inc. (d/b/a CHI Aviation) + PLUS Crane Worldwide Logistics, LLC + PLUS Crowley + PLUS Deloitte + PLUS DHL Express + PLUS Enterprise Holdings + PLUS FedEx + PLUS Freeman Holdings Group + PLUS Goldratt Consulting North America LLC + PLUS Hapag-Lloyd USA, LLC + PLUS International Auto Logistics + PLUS Landstar System, Inc. + PLUS Liberty Global Logistics-Liberty Maritime + PLUS Maersk Line, Limited + PLUS Matson + PLUS National Air Cargo, Inc. + PLUS Omni Air International, LLC + PLUS SAP Concur + PLUS Schuyler Line Navigation Company LLC + PLUS The Suddath Companies + PLUS TOTE + PLUS Tri-State + PLUS US Ocean LLC + PLUS Waterman Logistics + PLUS Western Global Airlines + PLUS American Maritime Partnership Amerijet International, Inc. Ascent Global Logistics /USA Jet Airlines Berry Aviation, Inc. BNSF Railway Boeing Company Boyle Transportation, Inc. Bristol Associates Choice Hotels International CSX Transportation 28
| Defense Transportation Journal | AUGUST 2020
CWTSatoTravel Echo Global Logistics, Inc. Global Logistics Providers KGL Holding McKinsey & Company mLINQS National Air Carrier Association
Norfolk Southern Corporation Sealift, Inc. Telesto Group LLC The Pasha Group The Port of Virginia Transportation Institute U.S. Bank Freight Payment Union Pacific Railroad UPS Wyndham Hotels & Resorts, Inc.
HONOR ROLL
OF
SUSTAINING MEMBERS AND REGIONAL PATRONS
ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA
SUSTAINING MEMBERS AAT Carriers, Inc. ABODA by RESIDE Accenture Federal Services Admiral Merchants Motor Freight, Inc. Air Transport International, Inc. Al-Hamd International Container Terminal AMAC Logistics LLC American Maritime Officers American Moving & Storage Association American Trucking Associations Anacostia Rail Holdings ArcBest Army & Air Force Exchange Service Arven Services, LLC Associated Global Systems Atlas World Group International ATS Specialized, Inc. Avis Budget Group Baggett Transportation Company BCD Travel Beltway Transportation Service Benchmarking Partners, Inc. Blue Star Charter & Tours, Inc. Bolloré Logistics BWH Hotel Group CIT Signature Transportation C.L. Services, Inc. Club Quarters Hotels Cornerstone Systems, Inc. Council for Logistics Research Delta Air Lines Duluth Travel, Inc. (DTI) El Sol Travel Inc. Ernst & Young Estes Forwarding Worldwide, LLC Europcar Car & Truck Rental Eurpac REGIONAL PATRONS ACME Truck Line, Inc. Agile Defense, Inc. Amyx Apex Logistics International Inc C5T Corporation CakeBoxx Technologies LLC CarrierDrive LLC Cartwright International Cavalier Logistics Chassis King, Inc. Columbia Helicopters, Inc.
Evanhoe & Associates, Inc. Excl Hospitality – Suburban Suites/MainStay Suites FlightSafety International GeoDecisions Green Valley Transportation Corp. Hertz Corporation Hilton Worldwide Intercomp Company Intermodal Association of North America (IANA) International Association of Movers International Longshoremen’s Association (ILA), AFL-CIO Interstate Moving | Relocation | Logistics Keystone Shipping Co. KROWN1 FZC Kuehne + Nagel, Inc. LMI Marine Engineers’ Beneficial Association Marriott International Martin Logistics Incorporated Mayflower Transit McCollister’s Transportation Systems, Inc. Mercer Transportation Company National Charter Bus National Motor Freight Traffic Association, Inc. National Van Lines, Inc. Northern Air Cargo, LLC Northern Neck Transfer Inc. Oakwood Worldwide Omega World Travel Omnitracs, LLC One Network Enterprises, Inc. ORBCOMM PD Systems, Inc. Perimeter Global Logistics (PGL) Pilot Freight Services PODS Enterprises LLC Port of Beaumont
Dalko Resources, Inc. DGC International Enterprise Management Systems HLI Government Services JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC Lineage Logistics LMJ International Logistics, LLC Lynden, Inc. MacGregor USA, Inc. Move One Logistics
Ports America Portus Preferred Systems Solutions, Inc. Prestera Trucking, Inc. Professional Drivers PTS Worldwide Radiant Global Logistics Radisson Hotel Group Ramar Transportation, Inc. Ryzhka International LLC Sabre SAIC Savi SeaCube Containers Seafarers International Union of NA, AGLIW SecureSystem US, Inc. Shiplify, LLC Sixt rent a car LLC Southwest Airlines St. Louis Union Station Hotel a Curio Hotel Collection by Hilton StarForce National Corporation Stevens Global Logistics, Inc. TMM, Inc. Transport Investments, Inc. Travelport Trusted Internet, LLC TSA Transportation LLC TTX Company Tucker Company Worldwide, Inc. United Airlines United Van Lines, Inc. Universal Logistics Holdings, Inc. US Premier Locations Vetcom Logistics Wapack Labs Corporation Women In Trucking Association, Inc. YRC Freight
North Carolina State Ports Authority NovaVision Inc. Overdrive Logistics, Inc. Patriot Contract Services, LLC PITT OHIO Port Canaveral Port of Port Arthur Port of San Diego Priority Worldwide Seatac Marine Services TechGuard Security Trans Global Logistics Europe GmbH
UNIVERSITY McKendree University
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29
WELCOME
Cont’d from Prof. Devel. pg. 26
in all we do unites us in our common purpose—to move, deploy, and sustain the Armed Forces to deliver readiness and lethality at speed. With the strategic environment prone to rapid changes, and strategic competition and complexity— speed matters! In order to win today and elcome Annie Keith to the headearned her Bachelor of Science degree in tomorrow, we must evolve/adapt to meet quarters team! Anniefulfills has taken Management Studies from the University warfighting requirements by reimaginl you that participation in this program a deep desire to pportunities to ouron youth be tomorrow’s future a who brandpromise new to position at of Maryland Global Campus. ing how we project forces and generate s been said that today’s youthManager. are not given much NDTA, Operations In this role,guidanceInorher free time, Annie and her family strategic readiness as we evolve from the ath in logistics she willand be atransportation. key player in The the NDTA planningFoundation enjoy hiking, swimming, biking, kayaking, industrial age into the information age. h, and involvement through the scholarship committee is playing a and execution of NDTA’s events, to inand sports. youincannot move, you are not lethal.” “Through the NDTA Scholarship Program, a student has the opportunity to ‘get a “If foot nts with clude a helping hand.registration It’s nice for students to get a little handling and coordinatWith all events moving online for the – James learnthat about military logistics and contracting, and explore the possibility of a Mattis. Come see what we are mthe of adoor,’ scholarship helps with the cost of education. ing volunteers. She will also provide supforeseeable future, it may be a while before doing to get after this and to see what the fulfilling career in this area.” port to chapters, membership, committees you get to meet Annie in person. However, acronym S.P.E.E.D. means now and into who tell have served with distinction in the past, letfulfills me introduce each you that participation in this program a deep desire to and councils, including the Young Leaders we are certain many of you have and will the future. DTJ Committee memberstoand a brief message wanted future ovide opportunities ourprovide youth who promise to bethey tomorrow’s program. get to know her virtually very soon. tudents about applying for are an not NDTA . Ik-Whan It has thinking beenG. said that today’s youth givenFoundation muchofguidance Kwon, Ph.D2, Professor Emeritus SupplyorChain Management, Director Emeritus Annie will have no trouble fittingThe right “I look forward to working with Chapcareer path in logistics and transportation. NDTA Foundation and Founder of the Center for Supply Chain Excellence, Saint Louis University, Fulbright Scholar into the NDTA community—prior to committee ter personnel For more information on the Fall Meeting and hat path,& and involvement through the scholarship is a on revitalizing our NDTA (2002 2009) coming the association, served five Chapters and providing support across the Transportation Academy, and to register, visit A Foundation Scholarship Committee ge students with atohelping hand. It’sshenice for students to get a little www.ndtahq.com/events/fall-meeting/. We active duty the Army andcost then organization,” says Annie. “Please feel free n the formyears of a on scholarship thatinhelps with the of education. look forward to seeing you online October 5-8! worked as a government contractor. She to reach out if you need any support!” DTJ n many who have served with distinction in the past, let me introduce arship Committee members and provide a brief message they wanted ollege students thinking applying and changed the way we work and socialCont’d from Insideabout NDTA pg. 6 for an NDTA Foundation “We look for future leaders in this field as transportation is a ize. Even so, our Scholarship Committee cornerstone in our economy, share with undergraduate college students pressed on and, for the first time, met via moving the nation’s economy r NDTAthinking Foundation Scholarship about applyingCommittee for an NDTA Microsoft Teams, completing all tasks on forward and making our country Foundation Scholarship: time. We are very proud of their commitstrong. Coupled with ever-changing technologies and globalizing commerce, a career ment, and we thank them for their dediin transportation becomes a challenging, rewarding, “In the application, I hope to get an cated support to NDTA! impression of the character of the applicant—hopes, and exciting field.” — Ik-Whan G. Kwon, Ph.D2, impression of the character of the Lastly, the committee wanted to send ate about. The grades are self-evident.” Professor Emeritus of Supply Chain Management, applicant—hopes, dreams, and out a call for industry member volunDirector Emeritus and Founder of the Center for Supply things they are passionate about. teers to become scholarship committee Chain Excellence, Saint University, Fulbright “We look for future The leaders this field as transportation is Louis a cornerstone in our economy, grades areinself-evident.” Scholar (2002 & 2009) members. — Francis (Mickey) Frank, Chair, moving the nation’s economy forward and making our country strong. Coupled with ever- If you are an NDTA industry NDTA Senior Vice President Operations NDTA Foundation Scholarship of Committee member changing technologies and globalizing commerce, a career in transportation becomes a and would like to participate on “Awards are based on both the Scholarship Committee, we would challenging, rewarding, and exciting field.” academic achievement and a “Most of my military career was like to hear from you. For more informaget an impression of the character of the applicant—hopes, passion to become a transportaspent in the US Army Transportation, please contact Mickey Frank or Craig tion and logistics professional. assionate about. The grades are self-evident.” tion Corps, whose motto is Hymes. DTJ Demonstrate your passion to the
Annie Keith
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NothingGourdin, HappensProfessor Until American Something Irvin Varkonyi, Adjunct Military University, and NDTA Kent N.Professor, and Director, Global Logistics and Transportation Program, Education — IrvinofVarkonyi, Moves. Theofmovement andand Information Management Schoolcommittee!” Department Supply Chain of Business, College Coordinator
Adjunct Professor, American Military University, and Charleston provision of materiel to users NDTA Education Coordinator everywhere are key to the world’s economic system. Former NDTA COLUMN Senior Vice President of Operations USE IRV’s PIC DTJ INDEX OF ADVERTISERS Apply for an NDTA scholarship and prepare yourself for a productive, rewarding profession in the crucial realm nt in the US Army Transportation Corps, whose motto “APPLY! APPLY! APPLY! You will American President Lines, Ltd...........................31 logistics.” — COL on (Ret.) Mark Victorson, Former M o v e s . ofThe movement and provision of materiel to “Awards are based both academic achievement and a passion to become a transportation be hard-pressed to find a American Roll-on Roll-off Carrier (ARC).............13 NDTA Senior Vice President of Operations scholarship program with better d’s economic system. Apply forDemonstrate an NDTA scholarship and logistics professional. your passion to the committee!” Avis Budget Group............................................21 odds of winning than this one.” e, rewarding profession in the crucial realm of logistics.” Bennett Motor Express, LLC................................2 — Kent N. Gourdin, Professor “Through the NDTA Scholarship Crowley Logistics, Inc.........................................9 and Director, Global Logistics and Program, a student has the CWTSatoTravel.................................................10 Transportation Program, Department of Supply Chain opportunity to ‘get a foot in the Deloitte.............................................................25 Area Chair, Logistics, Business and Public Policy, University and Information Management School of Business, door,’ learn about military “APPLY! APPLY! APPLY! You will be hard-pressed to find a scholarship program with FedEx Government Services..............................32 of Business logistics better oddsand of contracting, winning thanand this one.” College of Charleston International Auto Logistics...............................27 was spent in the US Army Transportation Corps, whose motto explore the possibility of a Landstar Transportation Logistics, Inc.................4 mething M o v e s .career Thein movement and Dresner, provision 3 fulfilling this area.” — Martin Ph.D.,of materiel 2 to pandemic as it rocked our world, disrupted Maersk Line, Limited..........................................3 This year we have all been challenged by the COVID-19 This year we have all been challenged he world’s economic Apply for an NDTA scholarship Professor and Areasystem. Chair, Logistics, Business and our opportunity normal patterns,toand changed Port of San Diego..............................................23 ip Program, a student has the ‘get a footthe inway we work and socialize. Even so, our Scholarship Public Policy, University of Maryland, Robert H.for Smith, bymet the COVID-19 it onrocked ductive, rewarding profession in the of logistics.” Committee pressed oncrucial and, first time, via Microsoft Teams, pandemic completing all as tasks time. gistics and contracting, and explore the possibility ofthearealm RYZHKA............................................................12 we thank themdisrupted for their dedicated support topatterns, NDTA! School of Business We are very proud of their commitment, andour world, our normal Lastly, the committee wanted to send out a call for industry member volunteers to become
scholarship committeeand members. If you are an University NDTA industry member and would like to sor and Area Chair, Logistics, Business Public Policy,
30 of | Defense Transportation | AUGUST 2020 ssor Emeritus Supply Chain Management, Director Emeritus participate onJournal the Scholarship Committee, we would like to hear from you. For more information, School ofExcellence, BusinessSaint Louis ply Chain Fulbright pleaseUniversity, contact Micky Frank orScholar Craig Hymes.
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| Defense Transportation Journal | AUGUST 2020