Defense Transportation Journal

Strengthening

The

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FEATURES

GOVERNMENT-WIDE CATEGORY MANAGEMENT

BENEFITS GOVERNMENT AND INDUSTRY

By Peyton Artz, Daniel Gonzales, and Bobby Hundemer

LEADERSHIP STARTS HERE!

By Craig Hymes

IMPROVING THE US SUPPLY CHAIN TO SUSTAIN

NATIONAL SECURITY

By Lori L. Leffler

2022 SURFACE FORCE

PROJECTION CONFERENCE

Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

SUBSCRIPTION RATES: One year (six issues) $40. Two years, $60. Three years, $75. To foreign post offices, $45. Single cop ies, $6 plus postage. The DTJ is free to members. For details on membership, visit www.ndtahq.com.

POSTMASTER: Send address changes to: Defense Transportation Journal 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296

VADM William A. Brown, USN (Ret.) President & CEO

COL Craig Hymes, USA (Ret.) Senior VP Operations Claudia Ernst Director, Finance and Accounting Lee Matthews VP Marketing and Corporate Development

Jennifer Reed Operations Manager

Leah Ashe Membership Manager

Rebecca Jones Executive Assistant to the President & CEO

Denny Jeong Project Coordinator

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

FOUNDATION

NDTA FOUNDATION HALL OF FAME

The National Defense Transportation Association Foundation recognizes our most special donors for their gracious financial support to academic scholarships supporting our future logistics and transportation leaders.

VISIONARY SOCIETY Contribution over $100K

PATHFINDER SOCIETY Contribution $25K - $49,999

As the Foundation is funded by voluntary donations, with your support, the Foundation will be empowered to help students for decades to come. Please consider making a tax-deductible contribution to help our future professionals have a future. Visit https://www.ndtahq.com/foundation/ to find out more.

Standing Strong Together

Dear NDTA Team,

Welcome to the late summer edition of the DTJ—“Strengthening Our Foundations.”

Thank you to our content contributors!

In today’s increasingly divided political world, the recent House passage of the NDAA is an encouraging example that Congress can work together. Now, more than ever, we need to be having the im portant and positive conversations which can positively impact logistics and trans portation issues involving national securi ty. Rising inflation pressures, uncertainty in the economy, conflict in Europe and

challenging China and Iran situations are impacting alliances and global stability. Our U.S. military and our alliances are important to grow and strengthen. That said, I believe we have the most profes sional and educated forces we have had in our history. Trusting our national se curity leadership, especially the military, is an imperative for our enterprise—and our role at NDTA is to help them under stand the essential value of teaming with industry for innovative solutions. Along the way, we must also remain vigilant to grow our future leaders. Our NDTA committees remain focused on specific

relevant issues—and I strongly recom mend becoming involved in committee meetings—they are so important.

VADM William A. Brown, USN (Ret.) NDTA President & CEO

Government-Wide Category Management Benefits Government and Industry

By Peyton Artz, Daniel Gonzales, and Bobby Hundemer, T&LS Category Management Office

Government-Wide Catego ry Management (GWCM) is a priority business area of transformation that began in 2016 as part of the Obama Administration’s President’s Management Agenda. It is directly man aged by the Office of Management and Budget (OMB) and is executed by the Category Management Leadership Coun cil (CMLC), which is comprised of repre sentatives from all 24 federal departments identified in the 1990 Chief Financial Of ficers (CFO) Act.

The program evolved from the previ ous Strategic Sourcing Initiative set dur ing the Obama Administration. GWCM’s main goal is to drive the federal govern

To be considered spend under management, contracts must have centralized oversight at the agencylevel, with supporting use policies and strong contract management practices.

and services. This framework was recently expanded upon with OMB Memorandum M-22-03 to place a greater emphasis on small business development.

Government contracts that meet the standards for category management are considered “Spend Under Management” and receive endorsement from OMB, with exemplary contracts being considered Best-In-Class (BIC). To be considered spend under management, contracts must have centralized oversight at the agencylevel, with supporting use policies and strong contract management practices. The program’s scope is focused on pro curement of common goods and services, with the exception being Department of Defense (DOD)-centric spending. OMB has categorized common spend into ten categories (see figure 1).

ment to buy smarter. OMB Memorandum M-19-13 provides the formal program framework and guidance to federal agen cies on how to implement category man agement in order to increase efficiencies, reduce costs, and minimize redundancies with the procurement of common goods

The CMLC assigned managers for each category based on the agency with the greatest amount of spend within that category (noted in parenthesis). Mr. Adam Yearwood, Office of the Deputy Assistant Secretary of Defense (Logis tics), serves as the Category Manager

PRINCIPLES OF CATEGORY MANAGEMENT

Common Requirements

vital to the federal government’s procure ment strategy. They are also symbolic of the American citizen: everyday, hard-working members of society. As part of the evolu tion of the GWCM program, OMB re leased their latest memorandum in January 2022, titled “M-22-03: Advancing Equity in Federal Procurement,” to ensure small business equities remain cornerstone to our procurement strategies. This memorandum provides specific guidance to agencies on how to increase small business participa tion, especially for small and disadvantaged businesses. This is all supportive of Presi dent Biden’s administrative priorities, as expressed in Executive Order 13985.

Without proper strategies and manage ment, the principles of efficient procure ment can have a negative impact on small business participation. As requirements are consolidated and more interagency contracts become available, the size of the contracts can become too large for a small business to meet the scope and size of those requirements. To mitigate this challenge, OMB’s M-22-03 provides additional guid ance to agencies and category managers that can help balance increased efficiency with the other federal statutory require ments and administration priorities.

1

(CM) for Transportation and Logistics Services (TLS) spending governmentwide. The category is comprised of six subcategories: Transportation of Things, Logistics Services, Fuels, Motor Vehicles, Package Delivery and Packaging, and Transportation Equipment. The DOD is responsible for over 80% of contracted spend within TLS. Mr. Yearwood and his team review common transportation and logistics spend and coordinate with agency stakeholders across government to identify and evaluate opportunities to improve procurement efficiencies. TLS currently has four BIC contracts available government-wide:

• Defense Logistics Agency’s (DLA)

Direct Delivery Fuels (DDF) for com mercial fuel support

• United States Transportation Com mand’s (USTRANSCOM) Next Generation Delivery Services (NGDS) contract for small package delivery

• General Services Administration’s (GSA) AutoChoice (vehicle purchase)

• General Services Administration’s (GSA) Fleet Leasing (vehicle lease)

At this point, you might be asking yourself how this program is beneficial to our industry partners. For one, con solidation of contract administration can ease the burden for vendors having to interact with multiple agencies, with dif ferent contract terms and conditions, for the same product or service. The program can also create increased demand through a greater emphasis on agency-wide or government-wide solutions. In addition, it places a strong emphasis on industry and vendor engagement to ensure our procurement practices align with com mercial best practices and are providing the right value.

The program places renewed focus on the small business landscape within gov ernment procurement. Small businesses are

So, how can industry help? Procurement professionals across the federal govern ment are working on solutions to better engage with current and future vendors. Many agencies have existing platforms to identify opportunities for industry to do business with their organization. These resources can be utilized to identify ex isting agency-wide or government-wide contracts that may be a potential oppor tunity for your business. Many agency Of fices of Small and Disadvantaged Business Utilization have tools available for small businesses to search potential contract op portunities. Large businesses should allow for transparency with subcontractor plans and, if possible, develop mentor-protégé programs that focus on establishing part nerships with small businesses to share les sons learned and best practices in federal procurement. DTJ

For more information on these resources, the Government-Wide Category Manage ment program, and the Transportation and Logistics Services category, please visit: https://hallways.cap.gsa.gov/app/#/gateway/ category-management

Our goal as category managers is to assist OMB and agencies with advancing and implementing these category management principles within their respective organizations, with a special focus on our specific governmentwide category.

Leadership Starts Here!

By Craig Hymes, Senior Vice President of Operations, NDTA

Many years ago, as an Army Reserve Officer Training Corps (ROTC) Cadet, I arrived for ROTC Ad vanced Camp training at Fort Bragg, North Carolina, home of the Army’s XVIII Airborne Corps and the 82d Airborne Division. As I entered one of the training areas, I encountered a big sign that said Leadership Starts Here. We were young and eager, but rough around the edges. Our steel was about to get sharp ened and subjected to a whole new level of mentorship and training that we needed to develop as leaders. For more than 78 years NDTA has recognized the need to devel op future leaders in our military and has played a key role in helping them become tomorrow’s government and industry lo gistics and transportation leaders.

Certainly, the NDTA Foundation Schol arships, NDTA Young Leaders program and Industry Connect are examples of these efforts, but the oldest of these pro grams focuses on our desire to recognize young talent. It began in 1948 with sixteen ROTC programs closely affiliated with the US Army Transportation Corps. The desire was to recognize students in these ROTC programs for their outstanding leader ship, academics, and aptitude for military service. From that beginning, NDTA has

awarded thousands of NDTA ROTC Med als to Army, Navy, and Air Force ROTC programs all over the United States.

NDTA makes the ROTC medal awards available to ROTC programs so that young people with outstand ing leadership ability and academic accom plishments–who have committed themselves to service with the Armed Forces–may be recognized and to provide an incentive for the recipients to consider Logis tics and Transportation as career fields.

The National Defense Transportation Asso ciation annually makes available one NDTA medal to each participating ROTC Unit, to be awarded to one ROTC student selected by the participating detachment. The award is a ribbon with a silver medal pendant, de picting the NDTA emblem with the letters ROTC superimposed, and a ribbon bar.

Today, this great NDTA tradition contin ues and in 2022 we presented one-hundred and five NDTA ROTC medals. It took a few years of planning and preparation, but this year NDTA rolled out a new NDTA ROTC medal featuring a blue and slate colored rib bon, along with a distinctive medal pendant depicting the 2015 NDTA logo with the let

ters ROTC superimposed. On the back of the pendant is the NDTA tagline “The As sociation for Global Logistics and Transportation.” A special thank you to Denny Jeong, NDTA Project Coordinator, for his work coordinating the new medals.

We are proud of our NDTA history and what we have been able to accomplish in the past, but our focus remains on the fu ture. That future is exciting in part because of these young men and women answering the call for service. They are young and ea ger, not as rough around the edges as we were, but still in need of mentorship and development. We must recognize their tal ent and do all we can individually to help them become our future leaders. At NDTA, we recognize Leadership Starts Here!

Here are a few of the many NDTA ROTC medal awardees for 2022. Our fu ture looks like it is in strong hands!

ARMY

Cadet Isaiah Aden Southern Illinois University-Carbondale

Cadet Titan C. Allen Pacific Lutheran University

Cadet Chase Altier University of Cincinnati

Cadet Robert E. Barrett University of Alaska Anchorage

Cadet Samuel Baule University of Iowa

Cadet Eliana Berry University of Northern Iowa

Cadet Ethan Bert Wheaton College

Cadet Travon Biggers University of South Carolina

Cadet Katelyn Blackburn University of Kansas

Cadet Sean Bonner Michigan Technological University

Cadet Jonathan Brooks Lincoln University

Cadet Jonathan Cato Northern Illinois University

Cadet Jacob Chapman North Dakota State University

Cadet Jacob Collins University of Maryland

Cadet Joseph Collins University of Virginia’s College at Wise

Cadet John Conrad Texas Tech University

Cadet Abigail Donohue Old Dominion University

Cadet Sydney Downes UNC at Chapel Hill

Cadet Sophia C. Doyle Carrol College

Cadet Ike Ducas Wofford College

Cadet Molly Duggan Truman State University

Cadet Matthew Ebenstein Kansas State University

Cadet Jordan Hathaway Elizabeth City State University

Cadet Jacob Henriksen University of Minnesota – Twin Cities

Cadet Noah Hile Eastern Illinois University

Cadet Alexis Ibarra-Bautista Hampton University

Cadet Noah Isley University of North Georgia

Cadet Keith Martin Christopher Newport University

Cadet Elizabeth Page University of St Thomas-MN

Midshipmen Jonathan E. Licea Tuskegee University

Cadet John McDonough University of Notre Dame

Cadet Lane Johnson Citadel

Midshipmen Spencer M. Bestgen University of Kansas

Cadet William Jackson Creighton University

Cadet Drew Jeffries McDaniel College

Cadet Jae Kim University of Richmond

Cadet Brian Kristin Washington University

Cadet Emily Lemke Southern Illinois University- Edwardsville

Cadet Eric Lundstrom University of North Dakota

Cadet Keith Martin Christopher Newport University

Cadet Joshua May University of Missouri-Kansas City

Cadet John McDonough University of Notre Dame

Cadet Maria McGovern Marshall University

Cadet Jamal Murphy Loyola University Maryland

Cadet Connor Norton East Tennessee State University

Cadet Quinshawn Norwood South Carolina State University

Cadet Royce X. Oshiro University of Alaska – Fairbanks

Cadet Mary Pelzer University of Illinois at Urbana-Champaign

Cadet Isabella Piccirilli North Carolina A&T State University

Cadet Abraham Poku Western Kentucky University

Cadet Benjamin Powermaker Vanderbilt University

Cadet Mason Raynor North Carolina State University

Cadet Ashli Richards West Virginia University

Cadet Sterling Roper University of Wisconsin-LaCrosse

Cadet Steven Schlosser University of Wisconsin-Oshkosh

Cadet Andrew Schmidt Minnesota State University Mankato

Cadet Adam Schmitt University of Southern Indiana

Cadet Jakob Selb Saint John’s University

Cadet William Seymour University of Missouri

Cadet Maria Sobiesk University of Virginia

Cadet Sydney Spraitz University of South Dakota

Cadet Thomas B. Sturgeon Central Washington University

Cadet Brandon T. Tao University of California

Cadet Patrick Taylor University of Illinois at Chicago

Cadet Brody Tobinstuebinger Illinois State University

Cadet Dumitru Toderic University of Utah

Cadet Jessica Touve James Madison University

Cadet Morgan T. Ulu University of Oregon

Cadet Mikhail A. Vasilyev California Polytechnic State University

Cadet Richard Wheeler West Virginia State University

NAVY

Midshipmen Spencer M. Bestgen University of Kansas

Midshipmen Joseph H. Busch University of Mississippi

Midshipmen Jonah A. Cranford University of San Diego

Midshipmen Anthony T. Crisafi The Ohio State University

Midshipmen Rachel M. Demmer Massachusetts Maritime Academy

Midshipmen Meghan K. Eagleton Suny Maritime College

Midshipmen James R. Hickman Auburn University

Midshipmen Callahan K. Kelly University of Oklahoma

Midshipmen Trace C. Larson University of Nebraska

Midshipmen Jonathan E. Licea Tuskegee University

Midshipmen Timothy Ragels The University of Arizona

Midshipmen Ryan J. Sievers Florida A&M University

Midshipmen Ryan C. Skibici The Citadel

Midshipmen Zoe M. Swiatlowski University of Michigan

Midshipmen Cort J. Thornton Texas A&M University

Midshipmen Thomas J. Vasile University of Rochester

Midshipmen Maximilian R. Ward The George Washington University

AIR FORCE

Cadet Jeremy Albin University of Memphis

Cadet Hana Bahlawan Howard University

Cadet NyQuela Bailey New Jersey Institute of Technology

Cadet Anthony Brennan Rochester Institute of Technology

Cadet Juillard Bumidang North Carolina A&T State

Cadet John Driscoll University of Massachusetts-Lowell

Cadet Paige Grissinger University of Iowa

Cadet Nathan Harvey South Dakota State University

Cadet Joy Hawkins Indiana University

Cadet Sean Hazlett Pennsylvania State University

Cadet Lane Johnson Citadel

Cadet Hanna Lane Northern Arizona University

Cadet Rose Lees University of Michigan

Cadet Joseph MacDonald Worcester Polytechnic Institute

Cadet Marissa McAfee University of Pittsburgh

Cadet Wesley Mills West Virginia University

Cadet Connor O’Leary Rutgers University

Cadet Elizabeth Page University of St Thomas-MN

Cadet James Parker University of South Carolina

Cadet Brendan Plate University of Nebraska-Omaha

Cadet Maggie Sisler Wilkes University

Cadet Jessica Stephenson University of Tennessee

Cadet Alysa Vinson Alabama State University

Cadet Morgan Willis Utah State University

Improving the US Supply Chain to Sustain National Security

By Lori L. Leffler, The Eisenhower School for National Security and Resource Strategy 2022 Alumni, National Defense University

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

THE UNITED STATES SUPPLY CHAIN RELEVANCE

The American people have a new term in their everyday vocabulary: supply chains. As most people now know, supply chains are the flow of goods and materials. While companies tried to adapt during the CO VID-19 pandemic, severe weather, and the Suez Canal blockage, Americans were affected by consumer product shortages caused by disruptions and delays. Accord ing to a recent Washington Post article, this interruption of product delivery is expected to continue in the near term. While inconvenienced by delays receiving their items, most Americans don’t con sider the danger supply chain disruptions pose to US national security. Neverthe less, the current state of the US Govern ment supply chains is unstable, which impedes the country’s ability to mobilize during a national crisis. As a result, the United States must proactively work with international partners to decrease supply chain vulnerabilities by implementing re silient ones.

Resilient supply chains can adjust when performance and delivery are interrupted or need modification. For example, during a national mobilization, the President and Congress activate the military and private sector’s resources to boost America’s se curity and achieve its strategic objectives. Resiliency is essential because, within the government, the Department of Defense (DOD) depends on an uninterrupted flow of goods with networks that connect the

country with domestic and international companies and foreign governments. Un fortunately, even for the DOD, the current US supply chain has proven ineffective, as illustrated by the recent product short ages. Fortunately, the Biden-Harris Ad ministration (Administration) recognized weaknesses, and on February 24, 2021, the Administration issued Executive Order 14017 (E.O. 14017), America’s Supply Chains. E.O. 14017 requires the govern

Graph by Senate Republican Policy Committee.

ment to identify supply chain vulnera bilities and find approaches for improve ments. The US can address limitations by expanding the US International Develop ment Finance Corporation (DFC) and re vamping the DOD stockpiles.

THE STATE OF THE US GOVERNMENT SUPPLY CHAIN

The federal government’s supply chain is an interconnected system that relies signifi cantly on industry and, in the 21st century, spans across the globe. With the offshoring of manufacturing to countries with lower wages and regulations, technology and in novation followed. Consequently, the US lacks the infrastructure to produce vital materials and products; one example is semiconductors. Semiconductors are nec essary for aircraft, weapons systems, the internet, and the electric grid. However, their US production has decreased from 37% of global output in 1990 to 12% in 2020. This decrease has caused the coun

in 2019, China produced 62% of the globe’s REEs while the US accounted for 12.2%, and the remainder, 25.8%, was shared col lectively by other countries. Again, in 2020, China’s share grew to control approximately 85% of refining and 55% of the mining ca pacity. China is working to follow this same pattern with CMs, particularly manganese. China’s control causes the US to be subor dinate to a strategic competitor for critical elements used in the US defense industry and military defenses, including aircraft and missiles. In addition, the necessity for REEs and CMs, despite China’s control of much of the supply, causes more vulnerabilities to the DOD supply chain. To alleviate specific supply chain deficiencies, the US could re vamp its stockpiles.

ments Leading to Development (BUILD) Act. This approach will also counter Chi na’s investments, known as the Belt and Road Initiative (BRI). The US Govern ment should expand the DFC investments and projects into developing infrastructure to produce materials and products needed by the DOD. The DFC projects would further assist developing countries and build American partnerships, while creat ing a resilient US DOD supply chain.

Although the US has not had a national mobilization since WWII, it must maintain its DOD stockpiles. Today, the US has depleted much of the critical material in its supplies. If the management of America’s stockpiles isn’t changed, their self-sustaining status will be exhausted by 2025.

Stockpiling is holding supplies, equip ment, or raw materials to be available in times of short supply due to emergency, disruption, or mobilization. The purpose of stockpiles is to decrease dependency on foreign governments, mitigate supply chain failures, and ensure immediate ac cess to critical supplies. The US has a long history of stockpiling, and the conditions of its stockpiles have ebbed and flowed based on the sitting president’s agenda and congressional acts. Although the US has not had a national mobilization since WWII, it must maintain its DOD stock piles. Today, the US has depleted much of the critical material in its supplies. If the management of America’s stockpiles isn’t changed, their self-sustaining status will be exhausted by 2025.

Any DFC expansion should consider partnering with the Defense Industrial Base (DIB) companies, which would in corporate access to more than one thou sand companies operating in the US and overseas. The DIB includes the National Technology and Industrial Base (NTIB), which consists of companies working in re search and development, integration, pro duction, and information technology in the US, Canada, the United Kingdom, and Australia. A requirement of the NTIB is for the Secretary of Defense to implement a national security strategy that prioritizes risks to the defense supply chain. Although only specific countries are currently al lowed to participate in the NTIB, the DFC should broaden the base of partners to cre ate an opportunity to build capabilities and a resilient DOD supply chain.

try to rely on international companies to fulfill its semiconductor needs.

Additionally, according to a US Senate Republican Committee policy paper, Chi na will increase its semiconductor manu facturing to 24% of the global output by 2030. Due to shifts in manufacturing, the US Government relies less on domestic production. Instead, it has increasingly turned to international manufacturers and the competitor nation of China. US secu rity experts have long identified this as a risk to national security. Another risk to mobilization and the DOD supply chain is access to rare earth elements (REEs) and critical minerals (CMs).

REEs and CMs are mined and found in deposits worldwide. Before 1990, the US was the leader in REE production. However,

Even with stockpiling, the American supply chain is vulnerable due to reliance on trade with opposing nations. Therefore, the US must consider a systemic approach for cooperation to enhance supply chain resiliency during mobilization. These con siderations should include implementing new or strengthening current supply chain relationships with key international part ners and allies. America can achieve this by altering current government programs.

THE US INTERNATIONAL DEVELOPMENT FINANCE CORPORATION AND THE DEFENSE INDUSTRIAL BASE

A possible solution is working with inter national partners to expand the US Inter national Development Finance Corpora tion (DFC), a government organization established by Congress on October 5, 2018, with the Better Utilization of Invest

Additionally, using DIB companies could offset the costs of building the necessary in frastructure for production and, eventually, DFC recipients could qualify as contractors themselves, further strengthening US part ner relationships. Currently, the DFC oper ates globally, established within 135 coun tries in Africa and the Middle East, Asia and the Pacific, Europe and Eurasia, Latin America, and the Caribbean. Expanding the DFC to maintain US national security would enhance mobilization capabilities, solidify existing partnerships, and gain ad ditional support for America around the globe. However, engaging the DIB to sup port the DFC will require strategic efforts.

The DIB supports the federal govern ment with national defense efforts, but these companies are also for-profit organi zations. Consequently, companies will need to be assured, and in some cases convinced, that their investments would not support DFC partners in replacing them as the fed eral government suppliers in the long run. To address this, America should establish agreements outlining DIB companies’ com mitments, industry concerns, including se curity and protection of intellectual prop

erty, and how to protect these companies from excessive international competition.

One current DFC project includes ex panding and modernizing Georgia’s Port of Poti on the Black Sea. The project will give the country of Georgia the ability to strengthen its position as a regional pro vider of shipping, transportation, and ex change. In addition, it will link the Cauca sus and Central Asia to Europe. It can also build a supply chain hub by connecting US allies and partners in Europe and Central Asia. Additionally, the US has a bilateral economic relationship with Georgia for trade and investments. These agreements set a foundation for future investment that could build infrastructure for Georgian technology companies and produce items that America currently purchases from Chi na. By combining the DFC and the DIB, the US could improve its supply chain and national security in the Black Sea Region.

One risk to this approach is Georgia’s proximity to Russia. However, even with this geographical risk, investment in Geor gia should be regarded as a strength rather than a weakness because US investment will counter Chinese interest in the region and provide the US with more influence

on Georgia’s politics and business struc tures. Additionally, working with Georgia to continue to improve the country’s busi ness environment, including reforms in labor rights and protection of intellectual property rights, will attract more invest ment and could decrease Russia’s influence as the US-Georgia partnership strength ens. However, given recent world events, this action would undoubtedly draw Rus sia’s ire. Because of the complex nature of this geopolitical issue, the US should de velop its strategy while carefully consider ing Russia’s potential response to increased development in its neighboring countries.

Another ongoing project the DFC funds is fortifying Gabon’s critical infrastructure. Fortification of Gabon’s infrastructure is vi tal because, as noted on the World Bank’s Logistics Performance Index, Gabon is ranked 150 out of 160 nations, meaning it is near the bottom in its ability to trade. Additionally, Gabon’s unemployment rate is 28%. So, there is a need for job creation in the country. Fortunately, the US already has a long-term diplomatic relationship with Gabon, and America is committed to assisting Gabon in improving and diver sifying its economy. For example, the US

invests in Gabon’s extractive sector, remov ing raw materials from the earth, such as Gabon’s abundant supply of manganese. Manganese, a CM, is essential to the Amer ican defense industry because of its use in building weapons systems and munitions.

In 2020, China was the largest manga nese producer, and Gabon was the fourth. China’s investment in Gabon’s manganese production, supported by China’s expecta tion to deliver equipment that will improve mining efficiency by 2023, is an indicator of manganese’s immense value. America should provide additional capital resources to counter China’s interest and incentivize Gabon to work with the US rather than China. Similarly, as recommended for Georgia, the DFC could be combined with the DIB to offset costs to the US Govern ment and encourage industry investments to continue improving Gabon’s infrastruc ture. The results of these investments will build resiliency for the US supply chain by safeguarding access to this CM.

However, with China’s keen interest in Gabon’s manganese production, the threat of possible intellectual property theft could impede implementation. Consequently, America and Gabon should work together

Members of the 2d Squadron, 2d Cavalry Regiment, along with US, Georgian and Turkish contractors. began the process of unloading vehicles at the port in Poti, Georgia, July 24, 2019. U.S. Army photo by Sgt. LaShic Patterson.

to counter any potential threat with ap propriate physical and cyber security, pro tecting computer networks, systems, and digital components. In addition, because of joint interests, the governments should include the DIB in all security aspects.

With the DFC and US private industry investments, Gabon’s technology infra structure could develop, allowing the coun try to diversify from commodities and pro mote digital innovation. This innovation would provide the foundation for technol ogy infrastructure and goods the US ob tains through trade agreements with China. This investment would further diversify the US supply chain, expand the number of countries with technology capability, and promote US supply chain resiliency.

When developing digital innovation, America should consider the possibility of data theft. Consequently, data security, which is a subset of cyber security and em ploys antivirus and remote monitoring soft ware, firewalls and proxies, should be incor porated. Additionally, the US government

allows the DFC to work with European and Eurasian countries on energy-related investments, regardless of income.

STOCKPILING FOR NATIONAL SECURITY AND MOBILIZATION

Additionally, raw materials or products produced with these commodities could be provided to coalition partners, thus advancing America’s national security and strategic interests abroad.

When considering America’s national security, one must also remember Great Power Competition. The US pacing threat, China, appears prepared for national mobilization. Differing from the US, China has mobilized seven times since WWII, the most recent being the attack on Yijiangshan Island in 1955.

Another solution to improve the supply chain is revamping the concept of DOD stockpiles. Stockpiling specific critical ma terials or products alleviates supply chain interruptions, making the US better pre pared for national mobilization. The US Government has several strategic inven tories, including those held by the DOD. The DOD’s caches include the National Defense Stockpile (NDS), containing forty-two commodities which consist of REEs, CMs, and other elements meant for use by the DOD and the DIB to pro duce defense goods in times of conflict or national emergency. In addition, the War Reserve Materiel Stock (WRMS) has mission-essential materials and is stored domestically and abroad to support com batant commands immediately. Lastly, the Army Medical Material Agreement Sites (AMMA) contain medical supplies for the DOD. Understanding the importance of stockpiles and preparedness, the current Administration issued an executive order updating the Strategic and Critical Mate rials National Stockpiling Act. This order gives the Under Secretary of Defense for Acquisition and Sustainment authority over the defense stockpiles. In addition, it requires release only to sustain national security, rather than for budget reasons. While the Administration is working to protect the reserves, it should also consider expanding them, specifically the NDS.

In addition to stockpiles, the US main tains the Special Defense Acquisition Fund (SDAF), managed by the Defense Security Cooperation Agency (DSCA) and autho rized under Section 51 of the Arms Export Control Act, 22 USC. 2795. According to the SDAF program manager, it allows allies and partners to acquire supplies and equip ment faster than standard procurement timelines because DSCA awards contracts and sells items during production. This expedited acquisition effort assists inter national partners, but the SDAF should also include additional stockpiling. The new stockpiling action for allies and part ners would advance US strategic interests and aid coalition partners in times of war. For instance, if this type of stockpiling had been in place during the war on ISIS, co alition partners could have received guided missiles to use in conflict much quicker. In addition, this reverse supply chain will al low the US to support coalition partners as the country plans for mobilization possibil ities. Of course, this new stockpile concept must be approved and budgeted.

should conduct a threat assessment of Gabon and its existing data protection laws. Then, the US should work with the Gabon govern ment to mitigate identified weaknesses.

Georgia and Gabon are just two ex amples of how the US can diversify and strengthen its supply chain while incor porating ally shoring, sourcing essential goods from partners with similar values re garding international trade. With the justi fied concern of the US reliance on China, a pacing threat, it is plausible to broaden the DFC’s mission to complement US national security by engaging with key in ternational partners. In addition, there is precedence set in varying the DFC’s role, shown in the European Energy Security and Diversification Act of 2019. This act

Since WWII, the NDS has been in ex istence and received additional funding throughout the Cold War. As a result, it was worth $9.6 billion in 1989. With inflation, the 1989 stockpile would have been worth $21.9 billion in 2021. How ever, after the Cold War, Congress ap proved the sale of excess commodities, and the NDS was only worth $888 million in 2021, making this cache not enough to help deal with 21st century threats. Since China controls such large portions of the elements and minerals in the NDS, the US should take a step back and replenish it. This replenishment will require budget considerations, as well as congressional ap proval, but would supply the US with nec essary commodities for pre-mobilization efforts and offset supply chain disruptions.

Nevertheless, the cache could have enough supply to account for US security and mobilization projections while align ing with US war plans to benefit America’s partners. Then, if war doesn’t occur, the extra supply would be used for US military needs or sold, and the stock would turn over regularly. By broadening the SDAF mission, there would be excess supply to absorb the demand wave of war and pro vide industry time to ramp up production.

GREAT POWER COMPETITION MOBILIZATION

When considering America’s national secu rity, one must also remember Great Power Competition. The US pacing threat, China, appears prepared for national mobilization. Differing from the US, China has mobilized seven times since WWII, the most recent being the attack on Yijiangshan Island in 1955. During this attack, China’s People’s Liberation Army claimed Yijiangshan from the Chinese Nationalist Party. The Chinese Communist Party’s (CCP) action displayed that the country could mobilize its military forces, population, and industry. This abil ity is due to the CCP’s control of Chinese

Guided bomb units sit in a designated storage area within the munitions compound at an undisclosed location in Southwest Asia. Upon arrival, munitions are stockpiled in these designated areas until they are ready to be transported for final assembly. (U.S. Air Force photo/Tech. Sgt. Jeff Andrejcik)

society and industry. Today, China displays the same authoritarian structure and can ef fectively mobilize in the 21st century.

In comparison, Russia has demonstrat ed its ability to mobilize its military by invading Ukraine on February 24, 2022. Conversely, the country lacks the indus trial foundation to withstand a protracted national mobilization. Like China, Rus sia’s authoritarian rule determines the di rection of the industry. Yet, unlike China, Russia’s de facto command economy does not appear to have the sustenance to sup port a national mobilization. However, like the CCP, even without communism, the Kremlin strongly influences its popula tion. Russia even has school programs that teach patriotism and indoctrinates its chil dren to believe in their nation as a world leader. Considering these factors, Russia is less likely to mobilize as quickly as China or sustain power projection like the US.

THE FUTURE OF THE US GOVERNMENT SUPPLY CHAIN

Disruptions to the US Government’s supply chain threaten its ability to mobilize, pro tect its national security, and achieve stra tegic goals. Consequently, if America does not develop and maintain a sustainable sup ply chain, it will be highly vulnerable and unable to mobilize effectively. Yet, until the 2021 Executive Order to review America’s Supply Chains and improve the security of America’s National Defense Stockpile, the government had not emphasized improve ments in recent years. The Administration’s renewed commitment provides opportu nities for the US to implement a systemic

approach to building supply chain resil iency. Consequently, now is the time for America to develop supply chain coalitions and strengthen international partnerships, a cornerstone of the country’s national se curity and defense. In addition, expanding the United States Development Finance Corporation and restoring and redesigning stockpiles make improvements possible. These actions will improve the availability of critical materials and products to ensure the US is ready for national emergencies and enhance America’s national security. DTJ

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SURFACE FORCE PROJECTION CONFERENCE

Managing Disruptions Thru the Strategic Ports to Improve Deployments

May 17-19, 2022

Christopher Newport University, Newport News, VA

Written by Sharon Lo, Managing Editor, DTJ & The Source Photos by Rebecca Jones, Executive Assistant to the President & CEO, NDTA

The 2022 Surface Force Projection Conference (SFPC) took place May 17-19 on the campus of Christopher Newport University in Newport News, Virginia. The meeting was co-hosted by NDTA and Christopher Newport University’s Center for American Studies (CNU CAS), in cooperation with the American Association of Port Authorities (AAPA), the Maritime Administration (MARAD), and the Military Surface Deployment and Distribution Command (SDDC).

Each year, this event brings together US government and industry subject matter experts in logistics and transportation, and members of the Joint Logistics Enterprise (JLE), to examine a wide range of challenges associated with operating in and through the contested environment to provide US capability at the point of need. This year’s theme was “Managing Disruptions Thru the Strategic Ports to Improve Deployments.”

The Surface Force Projection Conference summary of keynote speeches, 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.

Collaboration is on Full Display at the SFPC

The agenda for this year’s Surface Force Projection Conference (SFPC) included a mix of keynote speakers, panel sessions, meetings, and breakout sessions. VADM William “Andy” Brown, USN (Ret.), President and CEO, NDTA, opened the event by welcoming the colors presented by Tabb High School NJROTC Color Guard. Denny Jeong, Project Coor dinator, NDTA, performed the National Anthem.

VADM Brown, along with Dr. Nathan Busch, Professor of Political Science and Co-Director, Center for American Stud ies, Christopher Newport University; MG Heidi J. Hoyle, USA, Commanding General, SDDC; Kevin Tokarski, SES, As sociate Administrator for Strategic Sealift, MARAD and Chair, National Port Readi ness Network (NPRN) Steering Group; and Chris Connor, President and Chief Executive Officer, American Association of Port Authorities, each provided open ing comments on behalf of their respective organizations. This was the fourth year these organizations have worked together to put on the SFPC. The coordination and partnership required for such an event is a theme also reflected in the agenda.

This collaborative mindset was well high lighted in the conference’s panel presenta tions. The first of these panels, Contested by Ourselves: An examination of existing deployment shortfalls (Fort to Port) and what to do about it, was moderated by MG Ste phen Farmen, USA (Ret.), Senior Advisor, The Roosevelt Group. He was joined by panel members Don Welchoff, Executive Vice President, Tri-State; Theresa Lorinser, Manager, Marketing – Industrial Products, BNSF Railway; Larry Kelley, Executive Port Director/CEO, Port of Port Arthur; and Tim Quillin, Director, Deployment Process Modernization Office, Ft. Lee, Virginia.

The panel provided a detailed look at what it takes to transport equipment and supplies from camps, bases, forts, and stations to and through the ports via all modes of transportation. The panel also discussed labor shortfalls, inadequate in stallation deployment support manning levels, training weaknesses, infrastructure and equipment limitations and what to do about them. “If we’re going to examine deployment shortfalls, fort to port, I think contested by ourselves is an interesting lens

to take a look at that,” said Farmen.

“With all this challenge that’s going on, we don’t want to be our own worst en emy,” said Farmen referring to challenges such as security, cyber weather, mission command, and climate. “We have to be able to be flexible—have the mission flex ibility to adjust—when these things we can’t control happen.”

This, he maintained, was especially criti cal because, “We know that to scale up to a high-end fight, we’re going to have to fight

Southern Corporation; Chris Heibel, Se nior Vice President Commercial, Ameri can Roll-on Roll-off Carrier Group; and CAPT Samson Stevens, Sr., Commander, US Coast Guard, Sector Virginia and Port of Norfolk’s Captain of the Port.

This panel also explored challenges, but focused on potential deployment disruptors and mitigation efforts. In preparation, the panel interviewed several commanders to understand what ‘keeps them up at night.’

This was the fourth year these organizations have worked together to put on the SFPC. The coordination and partnership required for such an event is a theme also reflected in the agenda.

“We found they share many of the same concerns regarding deployment dis ruptions,” explained Cashner. The panel shared these concerns, as well as ideas to re solve them, including best practices already in practice by government and industry. Each speaker represented a step in the de ployment process—getting materiel onto the train and to the seaport, at the port, from the port onto the ship, and protecting our coastlines and seaports—and shared how they support the deployment process.

by, with and through the ports.” Therefore, it is important to continually assess and improve in order to maintain readiness.

The second panel, Port and Surface De ployment Disrupters: What keeps the Com mander up at night?, was moderated by Michael Cashner, Vice President, Gov ernment Services, Landstar Transporta tion Logistics, Inc., and Chair of NDTA’s Surface Transportation Committee. Panel members included Ernest Bezdek, Direc tor of Trade Development, Port of Beau mont; Don Jones, Account Manager, In dustrial Products & Government, Norfolk

The third panel was moderated by Lt Gen John J. Broadmeadow, USMC (Ret.). Entitled Building options and deployment flexibility: A look at alternate surface routes, modes, and nodes, panel members included Dan Miller, Director, US Defense Solu tion Architecture, SAP Public Services; Colin Geraghty, Senior Government Ac count Executive, Defense Department, Uber Technologies, Inc.; Timothy Pick ering, Office of Ports & Waterways Plan ning, Maritime Administration; and Wil liam Rooney, VP, Strategic Development, Kuehne + Nagel Inc.

“Our ability to project combat power

from the United States anywhere in the globe at the time and place of our Nation’s choosing is a strategic advantage that no body else enjoys—and that’s what makes this vitally important,” said Broadmeadow. “But because we can do that, we know that our adversaries today—but especially dur ing times of conflict—are going to be tar geting that ability.”

Because of this, and further emphasized by recent global supply chain distribution backlogs, the panel explored the need to consider and create multiple routes, par ticularly on the commercial side. These routes included alternate surface routes, modes and nodes such as the Marine High way system, rivers, barges, and terminals. Having these routes affords the ability to be more flexible, resilient, and provide the Defense Transportation System with mul tiple deployment options.

The final panel presentation, Thinking about the Future: Logistics and Transporta tion Innovations that will deliver, examined current and near future logistics and trans portation technology. Moderated by Bleu Hilburn, Vice President of Business Devel opment, Crowley Solutions, panel mem bers included Sean Pribyl, Senior Counsel, Holland & Knight, LLP; Peter Ford, Senior VP, Head of Global Infrastructure, CMA CGM; T. Christian Spain, National Vice President, Government Relations, Ameri can Maritime Officers; and Ray Briggs, Principal, Deloitte Consulting LLP.

The SFPC panels were not the only collab orative presentations. Two keynote presenta

tions also took on a more collaborative for mat. William (Bill) Paape, SES, MARAD’s Associate Administrator for Ports & Water ways, explored Transportation Infrastructure and Supply Chain. Joining him onstage for the discussion were Vince Mantero, Direc tor, Office of Ports and Waterways Planning; Branden Villalona, Director, South Atlantic Gateway Region; Brian Hill, Director, West ern Gulf Gateway Region; and Gus Hein, Director, Mid-Pacific Gateway. The discus sion centered on the Infrastructure Invest ment and Jobs Act and how it will improve ports and surface transportation.

Stacy S. Bostjanick, SES, Director, Cy bersecurity Maturity Model Certification (CMMC) Policy, Office of the Undersec retary of Defense for A&S (OUSD A&S), and Terry Kalka, Deputy Director, Defense Cyber Crime Center (DC3)/Defense Indus trial Base Collaborative Information Sharing

Evolving Logistics and Surface Transportation Innovations

“The Army and more broadly the joint sustainment environment, as we see it in the future, is com plex, contested, and multifaceted. The Army is responsible for an expanded lo gistics requirement in support of the joint force, particularly in a maritime environ ment,” said MG Mark T. Simerly, USA, Commanding General of the Combined Arms Support Command, during his key note address at the Surface Force Projec tion Conference (SFPC).

“Our concept of logistics provides a framework for projecting supporting and

sustaining the joint force in an environ ment that’s contested across all domains, from the homeland to the combined or joint operations area.”

That emerging logistics concept takes into account the pacing threat of China in the Pacific maritime environment, as well as the acute threat of Russian aggression in Europe in the land domain.

It also relies on a concept of convergence of assets and capabilities to deploy globally and sustain the joint force from the strate gic support area—the homeland—to posi tions of advantage and support of national

Environment (DCISE), took part in a joint discussion moderated by Captain Samson C. Stevens, Sr. The presentation, Cybersecurity: Understanding, complying and implementing the Cybersecurity Maturity Model Certifica tion (CMMC) 2.0 as part of a DOD-wide strategy for readiness, provided insights into the progression of CMMC 2.0 program re quirements and how other DOD initiatives will be implemented through the acquisition and contracting process, as well as what steps industry needs to take for cyber-readiness and compliance.

As it does each year, the SFPC wrapped up with a review of action items. This no table facet of the conference further em phasizes the collaborative nature of the event—and ensures that collaboration is both purposeful and productive. For more details from each of these sessions, videos are available on the NDTA website under

objectives. This includes setting the theater in order to establish a forward presence and close cooperation with defense industrial base partners, and joint and multinational allies and partners. These partnerships help to establish a global posture that of fers both positional advantage and access to resources for the Army and the joint force.

A COMPLEX THREAT ENVIRONMENT

“Since Operation Desert Storm, China and Russia have studied the American con duct of war and have designated concepts and capabilities to counter our strengths and exploit our weaknesses, particularly in force projection. The joint force can no longer assume that the homeland is a sanctuary or consider the global commons uncontested,” warned Simerly.

“Joint force deployment will be contest ed from fort to port to foxhole, eroding our ability to project combat power. The Army and the joint force must consider how to mobilize, project, and sustain combat pow er to provide Combatant Commanders with the required forces and equipment. In competition and conflict, joint operations will also experience continuous disruption of Command and Control [C2] from the electromagnetic spectrum, space, and cyber domains,” said Simerly, adding that lack of effective joint C2 would isolate distributed units and risk defeat in crisis and conflict.

“Our adversaries will present new ca pabilities that offset or even outpace joint force capabilities. These capabilities will emerge through the advent and democra tization of dual use disruptive technologies such as Artificial Intelligence, material sci ence, and biotechnology. As our adversar ies integrate 21st century military capa bilities, the joint force must offset these

that house command-and-control network infrastructure, pre-positioned stocks, and sustainment caches—to rapidly project and sustain combat power from fort to port to foxhole. These facilities, hosted by willing partners and allies, will allow the joint force to surge and remain resilient inside enemy anti-access denial areas,” said Simerly.

To achieve this, the Army is pursuing five efforts to extend operational reach, endurance, and freedom of action, which Simerly commented require healthy and

pansion of US contractors and suppliers to meet wartime requirements, and reduction of US contractor dependence on foreign resources and supply chain security.

Sustainment for distributed operations – establishing and sustaining a dynamic forward presence in concert with partners, reducing demand, augmenting mobility with small platforms for distributed op erations including autonomous systems, protecting lines of communication, and rapidly recovering and moving.

Sustainment of the Army and joint force will be persistently contested across multiple domains and the Army must develop the resilient theater architecture—consisting of multiple supplemental turnkey nodes that house command-and-control network infrastructure, pre-positioned stocks, and sustainment caches—to rapidly project and sustain combat power from fort to port to foxhole.

robust partnership with the American in dustrial base. The five efforts are:

Resilient and integrated sustainment mis sion command – achieve logistics decision advantage, require refined authorities and command relationships, provide access to protected logistics information, facilitate operating effectively in a disconnected and distributed environment, and develop pre dictive and pushed logistics.

DEPLOYMENT CHALLENGES

capabilities or risk a decreased deterrent effect on adversary behavior and increase battlefield risk in combat.”

BUILDING AND MODERNIZING THE GROUNDWORK FOR THEATER SUSTAINMENT

“Given the contested complex environ ment it’s vital that we build and modernize the groundwork for theater sustainment now, prior to crisis and conflict. Sustain ment of the Army and joint force will be persistently contested across multiple do mains and the Army must develop the resilient theater architecture—consisting of multiple supplemental turnkey nodes

Rapid power projection – project strategic deployments, provide rapid availability of the joint force, facilitate deployment from the contested homeland to the point of employment, demonstrate agile and re silient lines of communication, enhance global force posture, and maximize inter to intra-theater transition capabilities.

Set theaters – calibrated force posture, modernization of army pre-positioned stocks, building of partner capacity, and increased interoperability across the hu man procedural and technical dimensions.

Industrial base modernization – a mod ernized and linked industrial base with responsive advanced manufacturing, ex

Simerly described several challenges fac ing American deployment agility, includ ing inadequate infrastructure at home and abroad, development and retention of workforce members, internal deployment policies and procedures, the space to rap idly reconfigure forces to meet changing dynamic conditions in theater, and syn chronizing the ability to project from the continental US to theater operations.

In addition, as the Army modernizes and reorganizes for the future fight, the transi tion from the brigade combat team as a unit of action to a division or higher headquarters as a unit of action will create its own chal lenges. This will mean that a division com mander will be able to mass effects at the division level and those capabilities will be taken away from the brigade combat team.

“As we optimize for success on the for ward edge of the battlefield, there are sus tainment and there are certainly deploy ment and force projection implications for that change that we see taking place between now and 2030,” said Simerly.

DATA EXCHANGE:

CRITICAL FOR SUCCESS

The distribution and force projection ac tions discussed by Simerly will occur within a contested environment at home and abroad, and during a time of unprecedented access to data. Therefore, the data exchange between industry partners and the military will be critical for successful operations.

“Logistics and force projection has al ways been a data rich environment for many years, but even in the past, Army leaders have struggled with the skills to ex pertly access and leverage data to quickly inform operations. Today’s technology environment data becomes exponentially more available every day and the use of data analytics will become crucial within the sustainment enterprise,” said Simerly.

“As data becomes quite clearly the most decisive commodity that logisticians and sustainers are going to manage on the fu ture battlefield—not munitions, not fuel, not distribution platforms, but data— we must consider how are we producing skilled data users to be out at the field at echelon to advance decision making?”

“Sustainers must have the descriptive, diagnostic, predictive, and prescriptive data competencies to enable data-driven decision-making to maximize combat readiness and lethality,” said Simerly. “We also have to have pre-established interop erability with our industry partners and

academia. This has to include the hu man technical and procedural aspects of interoperability, so that we can effectively leverage the data that’s available and also protect that data from our adversaries in this contested joint environment.”

The Department of Defense data strat

4. Linked – consumers can exploit data elements through innate relationships

5. Trustworthy – consumers can be con fident in all aspects of data for deci sion-making

6. Interoperable – consumers have a common representation and compre hension of data

As data becomes quite clearly the most decisive commodity that logisticians and sustainers are going to manage on the future battlefield—not munitions, not fuel, not distribution platforms, but data—we must consider how are we producing skilled data users to be out at the field at echelon to advance decision making?

7. Security – consumers know that data is protected from unauthorized use, manipulation and corruption

To build these competencies the services, including the Army, are looking at embed ding data literacy and foundational skills into professional military and civilian edu cation programs. Simerly expected this to require a greater level of partnership with academia as the military incorporates aca demic best practices for data literacy.

He also expected to see the same in crease in partnership with industry as the military looks at industry’s methodology to produce certifications that enable talent management.

egy describes seven tenets to enable a data centric force:

1. Visibility – consumers can locate the needed data

2. Accessibility – consumers can retrieve the data

3. Understandable – consumers can rec ognize the content, context, and ap plicability

Identifying and Applying Lessons Learned from Recent Supply Chain Disruption

“The Port of Virginia’s diverse tal ent, agile use of technology, and command of our ever-changing industry sets the pace for the supply chain of today, while plotting the course for its tomorrow,” said Stephen Edwards, CEO and Executive Director of the Virginia Port Authority, quoting the port’s vision during his keynote address at the Surface Force Projection Conference (SFPC).

The port’s vision emphasizes the necessity to have new people and understand an indus

try that is changing rapidly—and especially within the last 24-months. The question Edwards posed was how the Port of Virginia and other ports like it protect these publiclyowned but privately-operated assets.

Simerly concluded that “the future changes and the character of war demand full and continuous integration of national instruments of war power influence, which creates creative approaches to sustainment, highly effective coordination across servic es and with partners, and a deeper under standing of the implications of disruptive and contested logistics environments.”

TWO SIDES OF SUSTAINABILITY

How to continue performance and opera tions is a primary consideration in busi ness continuity planning. Since the begin ning of the COVID-19 pandemic, the

Port of Virginia continued operations— never shutting down or ceasing opera tions for even a single day. In fact, across North America, this was the norm at the ports. This was an impressive feat across the industry, which Edwards attributed to extensive collaboration between the ports and their partners.

The war in Ukraine added an additional challenge. As a marketplace, this crisis was insignificant to US ports. However, there was significance in the increased US mili tary sealift cargo going out on US flag car riers.

The other side of sustainability are the demands of getting to carbon zero. The Port of Virginia has set a goal to reach net carbon zero emissions by 2040. This is a goal the port has set for itself voluntarily, but it is one that is compatible with the goals of many sealift carriers.

ECONOMIC IMPACT OF PORTS

Ports through the pandemic were a very stabilizing impact on the economy. While they went through an initial two-month shock, ports surged business. So, their im pact on the economy is up considerably. Transportation took a huge gain during the pandemic.

“I think transportation and warehous ing across the Nation, although we’ve cre ated a lot of headline news, we’ve actually been really really good for the economy,” said Edwards.

US EAST COAST GATEWAY

US East Coast gateways differ from their West Coast counterparts in that they go to a wider number of destinations and are not as singularly focused on Asia. Despite this, China remains their top trading partner.

During lockdown, orders went to China because it was the only country that had the capability to produce the volume be ing ordered. However, due to tariffs, the goods being purchased were higher priced. Even with higher priced goods, production trends are still moving towards South East Asia and India.

“Our fastest growing trading partner is India, our second fastest is Vietnam,” said Edwards. “For this port [Port of Virginia], China is still the dominant player.”

The Port of Virginia terminals include the Newport News Marine Terminal, which is a SDDC strategic asset; Rich mond Marine Terminal, one of the marine highway ports; and the two large container

terminals Norfolk International Terminal and Virginia International Gateway. Its Portsmouth Marine Terminal is an old fa cility being reconditioned into an offshore wind home.

MAINTAINING FLUIDITY

The Port of Virginia hits everywhere in the Midwest by rail. To keep cargo mov ing, the port worked with its rail partners to maintain fluidity, accelerating parts of its network to accommodate slowdowns in other areas.

Speed to market and e-commerce de mands mean more freight is being decon solidated local to the port and then trucked to its destination. This change is probably permanent. This reduces the Nation’s abil ity to pivot to quicker distribution patterns when problems arise. Transload capacity is being built to provide the ability to pivot.

The Port of Virginia is both the port authority and marine terminal operator, which provides the ability for robust inte gration and utilization for surge capacity. “We are a technology integrator. So, all the technologies that are deployed, all of our operating systems, they’re ours,” explained Edwards. “But, it’s a single point to mar ket. It’s a single truck reservation system. It’s a single ‘where’s my container’ posi tion. Single integration with the railroads. All the assets and equipment are ours, so cranes and any other equipment that is needed are ours. We also run the intermo dal chassis pool.”

In addition to integration, to keep things moving during times of congestion, the Port of Virginia and others like it made changes to their operating procedures. Rather than accepting ships based perfect ly on the contracted days, ships were taken in the right order for port fluidity. And, in some cases, a port may choose to protect certain ships or cargo. Terminal operators must closely consider the relationship be tween dwell time and capacity to optimize operations.

INFRASTRUCTURE

Using state and federal funding, projects are underway to deepen and widen the Port of Virginia. This will help the port accommodate deeper cargo ships and to provide the ability to have two-way traffic through the port increasing birth capacity.

Another infrastructure project includes building a $19 million central rail yard at one of its terminals. This rail yard will uti

lize automation, taking the port’s annual rail lift up to 610,000 lifts and providing ample surge capacity. In addition, the port has plans for automating a portion of an other terminal. The investment of $650 million will provide 800,000 lift capacity.

“You’ll end up with the port having the three most modern terminals on the East Coast to keep cargo moving in the same way, through automation, giving us better truck service, giving us the better ability to handle ships that are on or off schedule,” explained Edwards.

Finally, while not a port infrastructure project, the Hamptons Roads Bridge Tun nel is being expanded from four to eight lanes. As one of the area’s largest freight arteries, this is of huge significance to the Port of Virginia. With this project, the port will realize greater resiliency. And, together these investments will mean im provements to the roads, rail, channels and modernized terminals.

Rather than accepting ships based perfectly on the contracted days, ships were taken in the right order for port fluidity. And, in some cases, a port may choose to protect certain ships or cargo. Terminal operators must closely consider the relationship between dwell time and capacity to optimize operations.

KEY TAKEAWAYS

Edwards summarized key takeaways for the audience:

•

Sustainability goals are fully compatible with strong operations

• There is a need for agility – you must be able to adjust your operations con stantly and look for the common good to keep the trade moving

• There must be modernized gateways

• Buffer and surge capacity are no longer for Just-in-Time, they are needed for Just-in-Case

• We must sustain investments

• We must foster stakeholder collabora tion and knowledge

Global Force Projection: Evolving Port and Surface Deployment Requirements

from its civilian counterparts remains con sistent. She added that, “As we face an in creasingly complex security environment, we must look to strengthen the relation ships and continue to grow together.”

EVOLVING CHALLENGES

“As the rapid technological changes pres ent new challenges from adversaries in ev ery operating domain, they comparatively affect current force readiness. In the com plex strategic environment, we must pri oritize how we can support global surface deployment to a rapidly adapting joint force, while continuing to secure our assets and our networks.”

“SDDC [Military Surface Deploy ment and Distribution Com mand] exists to deploy, move and sustain the armed forces. To deliver readiness to the point of need at the right point at the right place every time—that is our purpose,” explained MG Heidi Hoyle, SDDC’s Commanding General. “And, as we execute this purpose as a member of the Joint Deployment and Distribution Enterprise [JDDE], we are committed to integrating, synchronizing and providing global deployment and distribution ca pabilities to deliver and sustain the joint forces in support of our nation’s objectives.

“As Transcom’s [US Transportation Command] US Army service component command and a major subordinate com mand to the Army Materiel Command [AMC], we are the global intermodal surface connectors integrating the JDDE and Army Materiel Command’s Materiel Enterprise at echelon. We connect the sur face requirements through the distribu tion network nodes to the point of need to responsibly project power and to deliver the desired results in support of combatant commands and the total joint force.”

Hoyle’s comments on SDDC were made as part of her keynote address during the Surface Force Projection Conference (SFPC).

THE CONNECTED MINDSET

“While the scope of global movements change little, the scale at which DOD [De partment of Defense] and our commercial

The point-to-point mindset must be replaced with the idea that it is a network of connected supporting movements. This connected mindset allows all partners to better realize the full level of support needed to enable operations in any theater for any operation.

SDDC is in a transition period as the newly released National Defense Strategy (NDS) causes changes in many facets of operations. “One area highlighted in the National Defense Strategy is the limited investment in logistics readiness of past years. A significant change noted that lo gistics is going to be a combat multiplier going forward in the future,” said Hoyle.

“The physical situation that exists with how we have to execute that strategy is going to have a huge impact on our abil ity to move cargo in rapid and accurate manners and conduct that advancement towards the future needs of our services,” said Hoyle.

partners have increased significantly. This increasing scale, as well as the need for the pinpoint accuracy to enable the warfighter to the point of need is more reliant on con nected networks,” explained Hoyle.

“The point-to-point mindset must be replaced with the idea that it is a network of connected supporting movements. This connected mindset allows all partners to better realize the full level of support need ed to enable operations in any theater for any operation.

“SDDC, with our 5,200 geographically dispersed Surface Warriors works with this mindset as the connective tissue to US Trans portation Command between the 3PLs to ensure support for every Soldier, Sailor, Air man, Marine, Coastguardsman, and, now, Guardians, regardless of their location.”

Hoyle explained that while military transportation has adapted and evolved over time, and the scope and scale can change, the military’s need for support

She noted that the SDDC also faced challenges related to changes to updated environmental policies which she felt would impact how effectively the com mand could do business to support the warfighter. Partnership will be key to over coming these challenges and allowing the command to remain resilient and agile in support of the warfighter while providing the integrated and synchronized global distribution and deployment capabilities to the point of need.

Even during a transitional time, SDDC remains responsible for the planning, synchronization and integration of endto-end movements, ensuring successful deployments and redeployments. This in cludes coordinating adequate lift via rail, truck and vessel.

EFFECTIVE GLOBAL

TRANSPORTATION MANAGEMENT

“When looking at potential future largescale moves, the process becomes more ro bust,” said Hoyle. “As we focus on ensur ing the joint force is fully supported, our focus shifts to threefold: The first, coordi

nating with US Transportation Command to drive sealift vessel selection, and this in cludes a selection of types and kinds of lin ers, charters or activations. Number two, coordinated with [US] Forces Command, to select the optimal seaport for force clo sure. And, number three, synchronizing to the left of the seaport of operation and to the right of the seaport of debarkation for surface movements with Army and joint force elements for end-to-end surface movements.

“Global transportation management is a process that includes coordinating efforts in the planning, programming, budgeting and execution process. Developing unified or coordinated management procedures and systems for planning and using DOD and civilian transportation systems during exer cises and operations with centralized traffic management. To promote effective global transportation management and in-transit

visibility, the supporting transportation and distribution information enterprise must be effective, efficient, and secure.”

COLLABORATION IS KEY

Hoyle described the importance of com munication with the command’s partners. But that communication requires balanc ing providing information early to allow for preparation, but not so early that the information becomes inaccurate as the customer requirements are identified.

“We must continue to collaborate in or der to maintain flexibility in our logistics network, so that we will succeed in future operations and contingencies. The world today is a different place than it was tenyears ago, five-years ago, and even one-year ago. Global supply challenges and high de mand have taught SDDC and the Depart ment of Defense as a whole that we cannot take capacity and availability for granted.

We have to communicate and collaborate with industry regularly—now more than ever—if we’re going to be able to move the joint force globally to our point of place, our point of choosing, to deter those indi viduals that challenge our values.”

LOOKING AHEAD

“People and technology are at the center of our ability to project the force at scale and speed,” said Hoyle.

Touching on the technology aspect, Hoyle said, “Collectively we can agree that the advances of IT and cyber arenas have effectively contributed to our ability to project the force at scale and speed. How ever, the risks in cybersecurity have created a challenge that we must address head-on.”

With cybersecurity at the forefront, SDDC continues to improve its abilities by adopting technology and automating processes. DTJ

HONOR ROLL OF SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS

Able Freight

Accenture Federal Services

Admiral Merchants Motor Freight, Inc.

Akua Inc.

Alacran

American Bureau of Shipping

American Maritime Officers

American Trucking Associations

Ameriflight, LLC

Apex Logistics International Inc.

ArcBest

Army & Air Force Exchange Service

Arven Services, LLC

At Ease Rentals Corporations

ATS Specialized, Inc.

Avis Budget Group

Baggett Transportation Company

Beltway Transportation Service

Benchmarking Partners, Inc.

Bolloré Logistics

BWH Hotel Group

Cornerstone Systems, Inc.

Council for Logistics Research

Cypress International, Inc.

Dash Point Distributing, LLC

Delta Air Lines

Drury Hotels LLC

Duluth Travel, Inc. (DTI)

EMO Trans, Inc.

Estes Forwarding Worldwide

Eurpac

Evanhoe & Associates, Inc.

Excl Hospitality - Suburban Suites/ MainStay Suites

Eyre Bus Service, Inc.

FSI Defense, A FlightSafety International Company

GeoDecisions

Global Secure Shipping Green Valley Transportation Corp.

Guidehouse

Hilton Worldwide

REGIONAL PATRONS

ACME Truck Line, Inc.

Amyx

Atlas World Group International C5T Corporation

CakeBoxx Technologies, LLC

CarrierDrive LLC

Cartwright International Columbia Helicopters, Inc.

Hyatt Hotels

IHG Army Hotels

Intermodal Logistics Consulting Inc.

International Association of Movers

International Longshoremen’s Association (ILA), AFL-CIO

Interstate Moving | Relocation | Logistics

Kansas City Southern Railway Company

K&L Trailer Sales and Leasing

Keystone Shipping Co.

Langham Logistics, Inc.

LMI

Marine Engineers’ Beneficial Association

Mayflower Transit

McCollister’s Global Services, Inc.

Mercer Transportation Company

mLINQS

National Charter Bus

National Corporate Housing, Inc.

National Industries for the Blind (NIB)

National Motor Freight Traffic Association, Inc.

National Van Lines, Inc.

Nika Corporate Housing

Northern Air Cargo, LLC

Omega World Travel

One Network Enterprises, Inc.

ORBCOMM

PD Systems, Inc.

Perfect Logistics, LLC

Perimeter Global Logistics (PGL)

Pilot Freight Services

Placemakr

Plateau GRP

PODS Enterprises LLC

Port of Beaumont

Port of Corpus Christi Authority

Port of San Diego Ports America

Portus

Prestera Trucking, Inc.

Procharter

Prosponsive Logistics

PTS Worldwide

Radiant Global Logistics

Dalko Resources, Inc.

Enterprise Management Systems

HLI Government Services

JAS Forwarding

John D. Odegard School of Aerospace Sciences

Kalitta Charters, LLC

Lineage Logistics

Lynden, Inc.

Move One Logistics

Radisson Hotel Group

Ramar Transportation, Inc.

Rampart Aviation

Red Roof Inn

RedStone Logistics

RESIDE Worldwide, Inc.

Ryzhka International LLC

Sabre SAIC

Savi

SeaCube Containers

Seafarers International Union of NA, AGLIW

SEKO Logistics

Selsi International Inc.

SSA Marine

St. Louis Union Station Hotel a Curio Hotel Collection by Hilton

StarForce National Corporation

Stevens Global Logistics, Inc.

Swan Transportation Services

The DeWitt Companies

The Flight Lab Aviation Consulting LLC

The Hertz Corporation

The Roosevelt Group

The Suddath Companies

TMM, Inc.

Toll Group

TLR – Total Logistics Resource, Inc.

Trailer Bridge

Transport Investments, Inc.

Transportation Intermediaries Assn. (TIA)

Travelport

Trinity Shipping Company

TTX Company

Tucker Company Worldwide, Inc.

U.S. Premier Locations

Uber Technologies, Inc.

United Van Lines, Inc.

UPS

US1 Logistics

Women In Trucking Association, Inc.

World Fuel Services – Defense Solutions

Yellow

North Carolina State Ports Authority

NovaVision Inc.

Overdrive Logistics, Inc.

PITT OHIO

Port Canaveral Port of Port Arthur

Priority Worldwide

Seatac Marine Services

TechGuard Security

Trans Global Logistics Europe GmbH

UNIVERSITIES

Critical Infrastructure Resilience Institute – University of Illinois at Urbana-Champaign McKendree University

Regarding future leaders, I am happy to report that the NDTA Scholarship Com mittee awarded 18 scholarships this year and represented the largest dollar amount NDTA has ever awarded. All this is made possible by your generous donations— where one-hundred percent of donations go to scholarships! Another component of the Scholarship Program is that each awardee is offered the opportunity to be matched with an industry mentor. We believe this is an outstanding way to en sure students get guidance and perspective while attending university, etc.

Recently in May, NDTA and The Cen ter for American Studies at Christopher Newport University hosted the Surface Force Projection Conference. We had

from

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outstanding attendance and content from SDDC, Army Futures Command and the Maritime Administration. Mr. Ernest Bezdek from the NDTA Ports Subcom mittee and Mike Cashner from the Surface Transportation Committee headed up the effort. There was strong messaging from the Army that readiness for rapid deploy ment at the Division level is a top priority in the National Defense Strategy (NDS). The NDS calls for the Army to campaign (with forward presence), especially in Eu rope and in the Indo-Pacific. Additionally, Army leadership is focusing on “Logistics, Logistics, Logistics” as a result of lessons learned from Russia’s invasion of Ukraine. Likewise, there is a strong and growing rec ognition that the Army will need signifi cant watercraft support, especially in the Indo-Pacific theater.

com/statistics/1244066/global-manganeseproduction-volume-by-country.

33. Paul Moore, “China’s Shanghai Zhenhua Signs Contract For Supply Of Two Bucketwheel Stacker-Reclaimer Systems To Gabon Manganese Mining Major Comilog,” International Mining Home Page, November 24, 2021, https://im-mining.com/2021/11/24/ chinas-shanghai-zhenhua-signs-contract-supplytwo-bucketwheel-stacker-reclaimer-systemsgabon-manganese-mining-major-comilog/.

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37. Magda Cocco, “Gabon Data Protection Overview,” Data Guidance Home Page, July 2021, https://www.dataguidance.com/notes/ gabon-data-protection-overview.

38. Elaine Dezenski and John D. Austin, Rebuilding American Foreign Policy with Ally Shoring, (Washington, D.C.: The Brookings Institute, June 8, 2021).

39. “H.R. 1616 European Energy and Diversification Act of 2019” US Congress Home Page, accessed on January 9, 2022, https://www.congress.gov/bill/116th-congress/ house-bill/1616/text.

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There is much more to follow! We are full steam ahead in our planning for the Fall Meeting in St. Louis 17-20 October 2022. Please register now!

Also, the 2023 GovTravels Symposium will be held February 27 – March 1, 2023. Registration will be opening soon and we are hoping to have a record setting crowd along with our co-sponsor, the Defense Travel Management Office. Please visit the NDTA HQ website for details!

Again, enjoy this great edition of the DTJ. In the future you may want to con tribute your own article in this educational publication. Please contact us if you wish to do so!

Sail fast and stay focused in these times.

Best always, W. A. Brown

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At FedEx, we understand what it takes to deliver when it counts. We salute those with the drive to never stop pushing forward.

The road to success may be different for everyone.