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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
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Barbara Parus, Managing Editor, DTJ NDTA
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August 2024 • Vol 80, No. 4
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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.
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LTC Carey E.
Greetings NDTA Team,
VADM William A. Brown, USN (Ret.) NDTA President & CEO
The Department of Defense, including USTRANSCOM, places a high priority on people as our most valuable assets. Our people will make the difference between victory and defeat during conflict. History has proven this out. A recent reminder was the remembrance of the 80th Anniversary of the Allied Forces storming the Normandy beaches on “D-Day” during Operation Overlord. We are all grateful for the service of those men—knowing that “all gave some, some gave all.”
With this as a backdrop, Americans continue to serve the nation wearing both the nation’s military uniforms and the suits and work clothes of those in
WELCOME NEW CORPORATE MEMBERS as of July 18, 2024
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Our people will make the difference between victory and defeat during conflict.
ly, this edition will provide a summary of presentations and insights from the highly successful NDTA-CAS Surface Force Projection Conference, held at Christopher Newport University in May 2024.
I would be remiss not to mention that 2024 is also the 80th Anniversary of NDTA! We will recognize this appropriately at the NDTA-USTRANSCOM Fall Meeting at the St. Louis Union Station
industry. The need to act has never been more urgent. Today, there are challenges with labor shortages in industry and the military, impacting the transportation and logistics enterprise. Left unaddressed, it could impact global deployment and distribution operations. The August issue of DTJ explores current labor issues within the Joint Logistics Enterprise, as well as the strategies being used to retain, attract, and empower the labor force. Additional-
Hotel in St. Louis, MO, October 7-10. Registration is open, and we look forward to a highly productive meeting.
Each year, this USTRANSCOM cosponsored event seems to become increasingly relevant to our national security and again, our allies. Over the summer, we will experience the turnover of some key DoD leadership positions, so please join us to welcome them and engage on the relevant issues affecting this logistics enterprise.
Regarding the NDTA Scholarship Foundation, I want to say “thank you” for the Foundation’s leadership under Larry Larkin and to the Scholarship Committee who is responsible for the actual awarding of NDTA scholarships to deserving students. Listen up! We are in the position to award more scholarships every year, but we need more applicants. Please, when you have the opportunity, encourage students in the logistics and transportation sector to apply— tell them about the opportunities NDTA has to offer for scholarships! And it is not just scholarships, we have an Industry Connect Program that offers scholarship awardees the opportunity to be linked up with an industry or government mentor, an important part of our Young Leaders Program.
I will close by saying that I perceive a sense of urgency building regarding our general preparedness for the warfighting challenges which may lie ahead. This edition of the DTJ focuses a bit on labor, but every segment of our logistics and transportation enterprise is challenged by the contested environment. With that in mind, we look forward to the NDTA-USTRANSCOM Fall Meeting where our committees and members will come together with industry to strengthen our relationships, educate, and work together to enhance our national readiness.
Thank you for being part of this important team. Please bring your colleagues and partners on board. Collectively, we are Stronger Together.
And Sail fast.
W.A. Brown DTJ
A graphic concept of quantum technology depicts two ships at sea in the background and a large, stylized molecule in the foreground. Naval Information Warfare Center (NIWC) Pacific’s scientists and engineers are leading quantum research, collaboration, and training among warfare centers. (U.S. Navy illustration by NIWC Pacific/Released.)
The Department of Defense (DoD) faces a significant strategic challenge when conducting predictive logistics operations in a denied environment. The Joint Force operates in diverse and complex environments, including those where adversaries actively disrupt communication, supply chains, and logistics. These environments can be denied or have limited communications and sustainment capabilities. In such situations, the adversary might be geographically distant, conducting operations from afar and influencing kinetic and non-kinetic capabilities, such as logistics information systems and cyber and electronic warfare.
There are many challenges that the Joint Force faces in operating securely and effectively while providing logistics support in a denied, contested, and degraded environment. The enemy gets a vote; the Joint Force must be ready for the adversaries' intentional disruption of logistics operations that can affect supply chains, troop movements, and every level of communications. The Joint Force must also be ready for nonkinetic attacks to disrupt lines of communication, which will make it challenging to gain situational awareness of the battlefield requirements. With today's technology, a combatant commander or Joint Force may not know the immediate effectiveness of an enemy's non-kinetic activities because of data disruption, jamming, or even corrupting the data to prevent leaders from making timely decisions due to inaccurate or latent information flow.
The Department of Defense (DoD) is aware of this challenge and each military department has its own way of addressing the denied/degraded environment challenge. The U.S. Joint Forces can harness the potential of quantum computing to address the denied/degraded lines of communication that it faces in contested
By LTC Carey E. Way, USA
environments, where adversaries employ various means to disrupt or degrade communications, navigation, and information systems. Quantum computing can help the Joint Force achieve decision dominance in predictive logistics operations by integrating quantum technologies into logistics systems and decision-making processes.
Quantum computing can help the Joint Force achieve decision dominance in predictive logistics operations by integrating quantum technologies into logistics systems and decision-making processes.
Predictive Logistics Operations (PLO) is the application of data analytics and forecasting techniques to optimize logistics planning and execution. PLO aims to anticipate and meet the needs of warfighters and customers by using real-time information on supply and demand, asset location and availability, and infrastructure capacity and condition. PLO can enhance decision-making, resource allocation, and operational efficiency in complex and dynamic environments. This is not a new concept; it is already used in the military and commercial industries.
The U.S. Army's 8th Theater Sustainment Command uses PLO to improve theater posture and readiness in the IndoPacific region. The command can stage materiel and infrastructure in strategic locations and quantities to support warfighters' needs by analyzing historical and current data on sustainment gaps, consumption trends, and multi-modal assets.1
Supply chains are vital for organizations across various sectors to deliver products and services smoothly. The supply chain is a way to reduce costs and a strategic asset that influences a company's performance and resilience. Modern businesses face many challenges, and a lack of investment in a robust and adaptable supply chain can lead to monetary loss and higher reputational risk.
Predictive Logistics Operations and a resilient supply chain enable companies and commanders to adapt swiftly to changing conditions, gaining a competitive edge. Real-time adjustments allow leaders to capitalize on opportunities and evade potential threats. Providing the joint force with a reliable supply chain instills confidence in the combatant commanders to know the extent of their operational reach even in a denied /degraded environment. What is a denied/degraded environment? According to the Center for Army Lessons Learned Handbook 18-28¹, a denied or degraded environment is a situation where the joint force faces challenges or disruptions in accessing or using its capabilities, such as communications, intelligence, navigation, or space assets. To go a step further, add lines of communication to the list. A denied or degraded environment can affect the joint force's ability to conduct multidomain operations and achieve decision superiority. To win in a denied or degraded environment, the joint force must adapt its multi-domain operations and decisionmaking with strategies and tactics like austere communications, predictive logistics, and resilient networks. When GEN Mark A. Milley was Chief of Staff of the Army, he said:
“We have got to recondition ourselves to a different type of war, since 9/11, we’ve been doing counterinsurgency
and counterterrorism against relatively lightly armed and low-tech foes, but there are many other types of war, and the one that is perhaps most difficult and challenging — and a very real possibility — is a larger war against a near-peer or a much more capable state adversary… in very rugged, urban, complex terrain. In that environment…if you’re stationary, you’ll die. Your logistics lines and your lines of communications are going to be under intense stress, (and) the electromagnetic spectrum is going to be at least degraded, if not completely disrupted… and yet you’re still going to have to fight, and you still have to win.2”
GEN Milley would go on to serve as the 20th Chairman of the Joint Chiefs of Staff. He was trying to say that the Joint Force needs to prepare for a different type of war than the ones it has been fighting since 9/11, which were mostly against terrorist groups and insurgents. He warned that the U.S. could face a more formidable adversary, such as Russia or China, that has advanced technology, weapons, and capabilities and that the war could occur in urban areas or mountainous regions. He emphasized that the U.S. military needs to be agile, mobile, and resilient in all domains. It can no longer rely on its usual advantages, such as superior communications, logistics, and airpower. The Joint Force has to fight and win, despite operating in a denied/ degraded environment. GEN Milley was making the case for modernizing and transforming the U.S. military to meet future threats and challenges in every domain.
MAJOR CHALLENGES WITH PREDICTIVE LOGISTICS IN A DENIED/ DEGRADED ENVIRONMENT
Predictive logistics is a critical aspect of modern military operations because it is vital to enhancing readiness and ensuring the timely sustainment of deployed forces. There are several challenges that make predictive logistics difficult in the past and in the future.
As the battlefield gets more integrated with our global partners and Joint Logistics Enterprise (JLEnt), there is a demand for increased consumption of supplies and maintenance of equipment. Resource constraints for the U.S. forces and our allies compound the problem of the increase in logistics consumption. The 2015 Joint Logistics Concept describes Globally Inte-
grated Logistics as the capability to adjudicate and allocate and sustainment support anywhere in the world to maximize effectiveness and responsiveness and to reconcile competing demands for limited logistics resources based on strategic priorities. We are experiencing increased interoperability in weapons and communication. This interoperability can be increased with AI and quantum computing to help the Joint Force leaders make decisions on quantifiable data, machine learning, and sensor information.
Predictive logistics operation and a resilient supply chain enable companies and commanders to adapt swiftly to changing conditions, gaining a competitive edge.
U.S. military departments are increasingly aligning themselves as data-centric organizations. They recognize that data is not merely a byproduct but a core asset. By placing data at the heart of decision-making processes, these departments aim to enhance operational effectiveness and efficiency.
In the context of modern warfare, the demand for logistics efficiency has grown exponentially. However, there is an equally critical need for data-driven decision-making alongside this demand. When integrated into a robust decision-making framework, predictive logistics can yield valuable insights from the data collected by Joint Forces. These insights guide decisions related to warfighting sustainment functions. The data-centric approach can be practical, but it still needs improvement.
Predictive logistics faces its most rigorous tests in denied or disconnected environments. A future warfighting scenario involves enemy forces across all domains, challenging the joint force and disrupting lines of communication. Whether in kinetic or non-kinetic operations, the effectiveness of predictive logistics hinges on its ability to navigate these complex conditions.
The quantum computing frontier could enhance the data-centric transformation and enable the joint force to deliver sus-
tainment in a denied/degraded operational environment. Quantum computing is revolutionizing the digital field due to the modern reality that this technology has a seemingly infinite amount of accelerated performance. Moore’s law is nearly obsolete, and the Joint Force must develop systems to keep up with technology and stay ahead of the competitors in the extraordinary power competition. As the DoD and the Joint Forces look to the future, they must not only harness the current computing power of artificial intelligence (AI), but also anticipate the potential of quantum computing. Designing a framework that leverages quantum computing capabilities will be essential for addressing the complex challenges of tomorrow's warfare.
Quantum computing is an innovative computing model that uses quantum superposition, entanglement, and coherence to achieve quantum parallel computing. Although it has yet to fully develop quantum computing, its ability to compute faster, store more data, and process more information is helping the military and commercial industry in transportation communications security.3 In the future, more quantum computing-enabled AI can help
Predictive logistics faces its most rigorous tests in denied or disconnected environments.
build intelligent transportation systems for the military, optimize intelligence operations, and provide the information necessary for leaders to make better decisions about energy and resource management. When the DoD talks about AI, they refer to "the ability of machines to perform tasks that would otherwise require human intelligence, such as recognizing patterns, learning from experience, drawing conclusions, making predictions or generating recommendations.4” Artificial intelligence (AI) is a powerful tool that can augment various aspects of defense logistics operations within contested environments. The DoDhas invested in AI and responsibly deployed data and AI-enabled systems for over 60 years.5 These technologies are increasingly
accessible to all the DoD military departments and benefit the Joint Force's data processing. By processing and analyzing substantial amounts of data from multiple sources, AI can provide valuable insights and recommendations for optimizing logistics decisions. Some of the key applications of AI for defense logistics are:
• Demand forecasting – AI can predict future demand for resources, such as supplies, equipment, and personnel, based on historical and real-time data. This allows for efficient resource allocation and avoids excess inventory or shortages.
• Route planning – AI can plan optimal transportation routes by considering factors such as traffic, weather, road conditions, and delivery deadlines. It can also adapt to changing conditions and make real-time adjustments to ensure timely and cost-effective deliveries.
• Threat detection – AI can identify and assess risks related to disruptions, such as natural disasters, geopolitical events, or enemy attacks. AI can also propose contingency plans and suggest alternative suppliers, transportation modes, or inventory levels to mitigate risks.
• Joint information sharing – AI can enhance information sharing and collaboration among logistics managers and operators across different branches and domains. AI can provide real-time information, common operating pictures (COP) sophisticated analytics, and advanced decision-support tools to improve situational awareness, coordination, and collaboration.
Governments and companies worldwide are already using AI to guide the flow of traffic, marine traffic management, air traffic management, and cargo flow in warehousing or over the road. DoD and the commercial sector are developing more autonomous vehicle technology for safer and more efficient motor vehicle operation. Logistics companies use AI
The possibilities for machine-human teaming for safer and more efficient operations are endless and are already being explored on a large scale.
and quantum computing for intelligent scheduling to predict delivery requirements, times, and disruptions.5 Soon, the commercial shipping industry will use the power of quantum computing machine learning to enable semi-autonomous international ship navigation. The possibilities for machine-human teaming for safer and more efficient operations are endless and are already being explored on a large scale.
Quantum computing has the potential to revolutionize logistics operations, especially in challenging environments. AI
The nonintuitive properties of quantum information science impact many technologies on the battlefield. The properties of superposition, matter-wave duality and entanglement are essential to a variety of current and future sensors and networks. (Graphic by U.S. Army Acquisition Support Center and U.S. Army Research Laboratory)
and quantum computing can enhance predictive logistics for the U.S. Joint Forces. Computing holds great promise for transforming predictive logistics operations in denied environments by providing the Joint Forces with agility, resilience, and efficiency. Predictive logistics is a data-driven approach that leverages artificial intelligence (AI) to enhance logistics operations. AI algorithms process and analyze tremendous amounts of useful data from various sources, such as supply chains, transportation routes, inventory levels, and demand fluctuations. Based on this data, AI provides valuable insights and recommendations for optimizing logistics decisions by processing data faster than ever before. By using AI, predictive logistics can improve readiness, extend operational reach, and shorten the time it takes leaders to make decisions in a contested environment on future battlefields. DTJ
LTC Carey E. Way, USA, received the Lieutenant General Edward Honor National Defense Transportation Association Award for Exceptional Essay on a Logistics and Transportation Issue, presented by NDTA at the Dwight D. Eisenhower School at National Defense University. He recently earned a master's degree from the National Defense University Eisenhower School for National Security and Resource Strategy.
See Footnotes on page 38.
By Bruce Busler
The author adapted his original article, “Deploying from a Contested Homeland – The Fight to Get to the Fight,” for publication in the DTJ.
Historically, deploying and sustaining military forces from the Continental United States (CONUS) enjoyed relative impunity from attacks on the homeland. But today, the U.S. military faces a new reality not encountered in previous conflicts. Over the last decade, the potential of near-peer conflict with China, or the acute threat from Russia, have become dominant in driving change in the character of war with the ability to disrupt and delay the nation’s ability to project power. Given that our adversaries’ goal is to gain time to achieve their objectives by delaying U.S. power projection, a sound deterrent and war-winning approach must be built on a demonstrable ability to fight through these adversary actions designed to disrupt force flow from the homeland.
The Department of Defense (DoD) must now anticipate the “fight to get to the fight."
The Department of Defense (DoD) must now anticipate the “fight to get to the fight.”
The U.S. Transportation Command (USTRANSCOM) is assigned the warfighting task to deploy and sustain the Joint Force and overcome these adversary-imposed impediments. USTRANSCOM conducts this mission by leading collaborative planning efforts across a diverse set of military, commercial, and governmental partners in the Joint Deployment and Distribution Enterprise (JDDE) to achieve the desired end-to-end mobility effects. These criti-
cal partnerships and relationships gained through the JDDE provide USTRANSCOM access to fleets of military and commercial transportation providers for airlift sealift, along with road and rail movements over a set of networks and nodes comprised of civil highways, rail lines, seaports, airports, and operations centers.
An assessment of plausible enemy courses of action in a potential conflict with a near-peer adversary indicates both kinetic and non-kinetic threat activity are likely against U.S. power projection operations, with almost certainty that significant nonkinetic attacks will happen across a diverse and wide-ranging set of targets. These nonkinetic capabilities are further delineated as cyberspace operations, economic and other adverse pressures, and information operations. Defending against all possible attack vectors is not feasible; therefore, a reasonable contested environment mitigation strategy for large-scale deployment operations is to better understand resilience1 and points of consequence2 in our transportation networks. This approach is built on other proven constructs such as those espoused in the National Infrastructure Protection Plan (NIPP), which offers welldeveloped approaches to remain secure and resilient by reducing vulnerabilities, minimizing consequences, identifying and disrupting threats, and hastening recovery.
The following risk-managed approach applied to defense transportation provides specific opportunities to promote resilience and manage points of consequence in three primary areas for deploying and sustaining the Joint Force from the homeland:
• Minimize the impact of high-probability and consequential cyber-threats on vulnerable elements of the JDDE.
• Maximize the ability to rapidly recover or execute alternate transportation solutions given the likelihood of node/ network infrastructure degradation.
• Optimize relationships with critical transportation providers and leverage federal, state, and regional transportation agency interactions to rapidly support elevated levels of deployment activity when faced with the confounding aspect of disruptions.
While other areas might be addressed, USTRANSCOM’s ongoing assessments indicate these approaches provide a pragmatic framework to create resilience and manage consequence with high benefit for the Defense Transportation System.
USTRANSCOM’s focus on cyber domain mission assurance is a strategic priority, with considerable effort applied to military use of unclassified DoD Information Network (DODIN) for transportation operations. Commercial transportation partners are perceived as more vulnerable in cyberspace given the preponderance of activities occurring on unclassified networks. Significant daily and wartime contributions are gained from commercial airlift and sealift partners, along with other Transportation Service Providers (TSPs). These partners are so critical they are termed the “Fourth Component,” in addition to USTRANSCOM’s three component commands. Ultimately, USTRANSCOM’s risk is intimately linked to these commercial partners to the point that “their risk is USTRANSCOM’s risk,” prompting the need to raise the bar for cyberspace discipline as a key element in gaining resilience in our partnerships. Since 2018, USTRANSCOM has contractually required commercial TSPs to submit annual self-assessments of National Institute of Standards (NIST) cybersecurity controls with significant improvements observed in recent years.3 Currently, self-assessments on the NIST controls are voluntary; however, under proposed rules for Cybersecurity Maturity Model Certification 2.0, the future may require more stringent compliance. Additional measures beyond these contractual requirements address roles between government and industry as elements in multiple Executive Orders,4 which encourage industry to make ambitious investments in cybersecurity, and commit to improving information-sharing between the U.S. government and the pri-
vate sector relating to cyber threat information, and those practices have been adopted with transportation industry partners.
USTRANSCOM actively promotes federal assistance via the National Security Agency DoD Cyber Crimes Center (DC3) and the Department of Homeland Security’s (DHS) Cybersecurity and Infrastructure Security Agency (CISA). Participation is voluntary and confidential with benefits realized for those that choose to partake in the tools and services from these organizations at no cost. These cybersecurity measures elevate the cost and effort for Advanced Persistent Threat actors, with the expectation that the depth and duration of an inevitable cyber-attack will have reduced consequences and recovery to resume and continue military power projection operations will be accelerated.
While cyber-attack disruptions are the most likely and pervasive threat to power projection from the U.S. homeland, other threats or hazards may also create impacts necessitating a comprehensive mission assurance approach with a focus on transportation infrastructure. USTRANSCOM is designated to lead the DoD’s efforts to conduct assessments and identify transportation-related strategic risk issues, and the command performs this task through several designated programs. Three national defense programs mandate that the DoD work closely with the Department of Transportation (DOT), state and local agencies, and private sector transportation providers to address national defense needs in highways, railroads, and seaports. These programs define the minimum infrastructure requirements to conduct major power projection operations under wartime conditions using both civil and commercial capabilities:
• The Strategic Highway Network (STRAHNET) comprises over 64,200 miles of interstate and connecting highways.
• The Strategic Rail Corridor Network (STRACNET) incorporates 32,000 miles of privately owned rail lines and connectors that service 141 key military installations, defense sites and strategic seaports across the U.S.
• A Strategic Seaport Program with 18 commercial and six military ports, including two Military Ocean Terminals (MOTs), is designated to meet military movement needs, including sufficient standoff to conduct high net explosive weight (NEW) ammunition movements at the MOTs. Each designated strategic seaport has an approved Port Readiness Plan identifying the port facilities necessary to meet the largest anticipated military movement. DOT’s Maritime Administration (MARAD), in conjunction with USTRANSCOM and other interagency partners, monitors the readiness of the commercial seaports under the National Port Readiness Network (NPRN). Under contingency conditions, timely access to civil and commercial infrastructure is paramount and a rated order under the Transportation Priority Allocation System (TPAS)5 can prioritize necessary access if voluntary measures are insufficient.
Relationships with key transportation partners matter, and the time to develop and solidify those relationships is before they are tested.
These national defense programs lay the foundation for accessing the necessary infrastructure for major deployment operations, which include assessments to ensure resiliency is inherent in these networks to deal with the inevitable disruptions expected in modern warfare. For seaports, the most recent USTRANSCOM congressional report in 2020 indicated most ports in the Strategic Seaport Program have no significant deficiencies and are fully capable of supporting DoD requirements as were
connecting road and rail infrastructure. If a port has limitations for any reason, the DoD would use “in-lieu-of” infrastructure at the impacted port or shift to another strategic seaport given the robust footprint designed for each coastal region.
USTRANSCOM’s Army component, Military Surface Deployment and Distribution Command (SDDC), reinforces this approach with a “port diversification” practice to routinely shift movements across a range of ports to ensure they are ready and create a diverse pattern of operations that contributes to resiliency. The value in this approach is having tools to assess the impact on node and network degradation and developing courses of action to either recover or divert, which can be decisive in negating the consequence of potential port disruptions.
The arduous time that will challenge the effectiveness of the JDDE will certainly be at the beginning of a major deployment in the homeland when national security is on the line. Relationships with key transportation partners matter, and the time to develop and solidify those relationships is before they are tested. USTRANSCOM has developed excellent working relationships at both the executive and operational levels with DoD’s transportation industry partners and government counterparts in every portion of the JDDE. The National Defense Transportation Association (NDTA) fosters multiple venues for beneficial exchanges across a range of committees with industry partners from airlift and sealift to surface, including seaports, rail, and trucking, as well as functional areas such as cyber security.
USTRANSCOM also hosts a recurring set of engagements through “Executive Working Groups (EWGs)” designed to allow frank and open dialogue on both classified and unclassified areas of mutual interest or concern for the timing and tempo of crisis or wartime operations.
These are clearly differentiated from acquisition venues to avoid even the perception of constructive changes to contract terms, while providing the necessary basis of shared understanding. These EWG ses-
General Jacqueline Van Ovost, Commander, USTRANSCOM, indicated that “DoD’s ability to
project military forces is inextricably linked to commercial industry.”
sions are scheduled regularly throughout the year and embrace every industry sector to ensure robust dialogue and mutual trust sustain these critical relationships. During periods of greater intensity, these engagements increase to enhance situational awareness and posture for future operations. Recent global activity, such as the 2021 evacuee flow from Afghanistan, ongoing military aide for Ukraine, and support for Israel coupled with elevated threats to shipping in the Red Sea, all illustrate the power of these established and trusted relationships, allowing the JDDE to operate effectively even under duress.
While USTRANSCOM’s relationship with the commercial transportation industry is exceptionally solid, there likely will be concerted efforts by adversaries in the early stages of a conflict to create confusion and sow seeds of doubt. In her 2023 congressional posture statement, General Jacqueline Van Ovost, Commander, USTRANSCOM, indicated that “DoD’s ability to project military forces is inextricably linked to commercial industry,” and the relationships built and sustained over many years provide the strong foundation that together, we will deliver even when adversaries contest our ability to operate.
Finally, an often-overlooked set of relationships essential for generating USTRANSCOM’s wartime output are linked to Reserve and National Guard units found in almost every aspect of the DoD’s mobility force structure. These Reserve Component forces are fully integrated into
The homeland is no longer a sanctuary, so the entire enterprise must prepare for the inevitable when engaged in the process of deploying from the homeland.
daily operations, with volunteerism being critical to providing non-mobilized capacity. Under crisis or wartime conditions, the ability to gain timely access to these forces is based on a series of national-level decisions. A key consideration for the USTRANSCOM commander is when and at what levels to ask for mobilization of mobility-enabling forces from the Secretary of Defense. Not only is this a major decision impacting the Reserve and Guard forces and their civilian employers, but it is also a signal to adversaries that the U.S. is gearing up for possible conflict. Thus, the final set of relationships that matter demands a firm exercise of the protocols and expecta-
tions at the national level of leadership for timely access to Reserve Component forces necessary to commence and maintain large-scale deployment operations from the homeland.
The homeland is no longer a sanctuary, so the entire enterprise must prepare for the inevitable when engaged in the process of deploying from a contested homeland. The DoD must now embrace a diverse set of activities, along with civil and commercial partners, to bolster resilience and manage points of consequence. USTRANSCOM’s approach to this reality is to deter adversaries who might believe they can cripple the U.S. at the starting gate by taking the following actions:
• Minimize the impact of high-probability cyber-threat actions on vulnerable elements of the JDDE, with a concentration on commercial transportation providers.
• Maximize the ability to maintain alternate transportation solutions across de-
graded node/network paths, no matter how the disruption occurs.
• Optimize the contributions of critical transportation providers directly and through relationships established with NDTA, along with federal, state, and regional transportation agencies to withstand the friction of modern conflict. By embracing this approach, the USTRANSCOM motto “Together, We Deliver” is more than a tag line. It becomes the fulfillment of a promise that will allow the JDDE to be successful when we must “fight to get to the fight.”
DTJ
Bruce Busler retired in May 2024 as the director of both the USTRANSCOM Joint Distribution Process Analysis Center and the SDDC Transportation Engineering Agency at Scott Air Force Base, Illinois. He is a life member of NDTA.
See Footnotes on page 38.
By Sara Fuentes
There is no better example of what National Defense Transportation Association (NDTA) meetings can accomplish than the story of Operation Mariner. The partnership between U.S. Transportation Command (USTRANSCOM) and industry is something only the NDTA can bring together.
While preparing for the 2022 NDTAUSTRANSCOM Fall Meeting, LTG John Sullivan, Deputy Commander of USTRANSCOM, discussed the mariner workforce shortage—a quickly growing crisis affecting national security—with Jim Henry, Chairman of NDTA’s Sealift Committee and the President & Chairman, Transportation Institute.
The mariner workforce has been a challenge since 2017, when then-Maritime Administrator Rear Admiral Mark “Buz” Buzby testified before Congress about the shortage of approximately 1,800 qualified mariners in the event of a national security crisis. The pandemic and supply chain crisis of 2020-2021 had only exacerbated
the problem. New restrictions, both afloat and ashore, had detrimental impacts on seafarers’ quality of life. As the job market tightened, mariners at every stage of their careers turned to new opportunities where they could receive higher pay near home for their extremely valuable skills, knowledge, and discipline.
Older mariners retired, and not enough new ones were replacing them at sea. This problem was not caused just by COVID. To better compete with flags of convenience, U.S.-flag ships started reducing the number of entry-level positions that are required to be on board the vessel, such as Ordinary Seamen and Wipers. This saved money but did not create a large enough pipeline of junior mariners. Hearing directly from USTRANSCOM revealed the urgency of the situation.
At the fall NDTA Sealift Committee meeting, Dr. Shashi Kumar presented the results of his Mariner Summit, which analyzed
the causes of the shortage and divided them into four main categories: Regulatory Barriers, Quality of Life, Marketing & Outreach, and Wages/Benefits/Incentives. Committee members, including labor, industry, and the government, discussed the causes contributing to this problem and
Everyone agreed there was no magic single solution—multiple solutions were needed to address the various angles of this problem.
brainstormed solutions. Everyone agreed there was no magic single solution—multiple solutions were needed to address the various angles of this problem.
The NDTA Sealift Committee sprang into action, and Operation Mariner was born. The directive was clear. We needed a tiger team, a cross-functional group of experts
ready to devote their expertise to tackling this problem. Transportation Institute, where Jim Henry and I work, took the lead thanks to our large network and Jim’s role as Chair of the NDTA Sealift Committee.
We reached out to all non-government NDTA Sealift committee members. Knowing this effort would include Congressional outreach, we wanted to insulate government employees but keep them updated on our progress. We invited new partners beyond the Sealift Committee, including representatives from the State Maritime Academies (SMAs) and additional maritime labor unions. We asked participants to self-select themselves into one of four working groups, based on Dr. Kumar’s four categories, according to their expertise and interest.
At the virtual kick-off meeting, hosted by Vice Admiral William A. “Andy” Brown, USN (Ret.), President and CEO, NDTA, and attended by nearly 50 participants, each working group received a timeline and expectations for submitting recommendations to the Sealift Committee chair, selected its own chair, and determined their internal process to meet the submission deadline. Once the reports were submitted to the Transportation Institute, they were reviewed and sent to all Sealift Committee members for further comment to ensure the recommendations had the support of industry, labor, and the state maritime schools. This step was critical because we needed to be able to speak with a singular, consistent voice to be successful.
Each working group produced a series of white papers. The Quality of Life task force, chaired by Billy Campbell of Liberty Maritime, had a list of recommendations for carriers that would make a life at sea more attractive and improve retention. The Marketing & Outreach task force, chaired by my colleague Sarah Scherer, developed long-term plans to sustain a constant stream of interest in the sea services once implemented. Wages/Benefits/ Incentives Task Force, chaired by Bold Ocean’s Michaela Barker, proposed loan and tax incentives that would increase pay for mariners without increasing costs for carriers. Ira Douglas of Crowley and
Jerry Achenbach of Great Lakes Maritime Academy co-chaired the Regulatory Barriers task force and produced detailed recommendations to make it easier to become a seafarer.
None of our work would have been possible without the bright ideas of Operation Mariner participants and the dedication of their task force chairs.
None of our work would have been possible without the bright ideas of Operation Mariner participants and the dedication of their task force chairs. Some recommendations could be implemented immediately, such as a “Best Practices” document that was disseminated to all maritime carriers that are part of the Sealift committee, and recommended
into a legislative action plan for Congress with nine different legislative recommendations, each with its own white paper, which could help solve the mariner shortage. This was a whole-of-government challenge that took a whole-of-government effort to solve.
The first step after polishing the recommendations and getting signoff from all the Operation Mariner participants was to make sure the U.S. Coast Guard felt comfortable with our set of recommendations. Many of them impacted Coast Guard regulations and/or funding, such as the training time update for AB seamen and replacing the Coast Guard’s Merchant Mariner Licensing database. Augie Tellez, Senior VP of the Seafarer’s International Union, and the labor representative on the NDTA Sealift Committee, joined me in
improvements for carriers such as internet connectivity or higher quality exercise equipment. The carriers have implemented these, and most vessels now have Starlink, which has improved life at sea for mariners. Some of the ideas are in development and being socialized, including big-picture marketing ideas that will require implementation over time.
Most of the recommendations required increased funding and legislative changes. These recommendations were repackaged
meeting with Rear Admiral Wayne Arguin and Mayte Medina at Coast Guard headquarters.
Rear Admiral Arguin, the Coast Guard representative on the Sealift Committee, was aware of the mariner shortage. He had spent time visiting mariner training facilities overseas and he understood that the United States needed to update its training requirements to be more in line with international standards. Ms. Medina, with the Office of Merchant
Mariner Credentialing (CG-MMC), had been pushing for a new database, like what we were requesting, for years. From her, we learned that the Coast Guard had spoken to all the stakeholders about the requirements for a new database, and she had the Request for Proposal ready to go; she just needed the appropriated funds. This would make the Congressional request significantly easier—providing money for a “shovel-ready” project is much easier for Congress than spending taxpayer dollars on a vague idea. They were briefed on our proposals, and ready to answer any potential questions from Congress.
Simultaneously, the Maritime Administration (MARAD) was working on their Mariner Workforce Strategic Plan, which is now available on their website. We shared copies of everything we were sending to Congress, so the MARAD team was fully aware of what we were asking and would be prepared for any potential questions from Congress. Some recommendations also would affect their programs.
To reduce the cost burden on students attending the State Maritime Academies (SMAs), we recommended doubling the Student Incentive Programs (SIPS), which gives students a stipend for attending an SMA if they commit to sailing and join the Navy Reserve, and increasing
the Fuel Stipend the SMAs receive from MARAD to reduce the cost of their summer at sea. These proposals will make life at sea accessible to more people as the cost of schooling burden goes down, making the career field easier to enter.
USTRANSCOM was an incredible partner throughout this process. They raised
the issue of the mariner shortage during their Capitol Hill meetings and pointed staffers to Operation Mariner when asked for solutions. The biggest help came from General Jacqueline Van Ovost, who advocated for the U.S. Coast Guard merchant mariner credentialing database. At a critical time, she wrote a letter to House and Senate Appropriations Committees, informing them that this database was an urgent need for USTRANSCOM, not
just the Coast Guard. The Coast Guard also made Mayte Medina available to the appropriations committee staffs upon request to answer their questions about the Coast Guard.
The USA Maritime coalition made Operation Mariner’s priorities their priorities by advocating for them in their legislative outreach. The US-Flag Registry Working Group, a Sealift Committee subset, tasked their respective company’s lobbyists with Hill outreach. The proposals were included as part of the annual Sail In, the largest advocacy day for the maritime industry on Capitol Hill. The State Maritime Academies lobbied hard for the Student Incentive Payment (SIP) and fuel subsidy increases. Maritime labor, with their political muscle, made sure their allies on the Hill were fully engaged.
It is rare to see this kind of cross-industry effort that speaks to the urgency of the problem and the importance of teamwork.
In Washington, government relations professionals completed appropriations forms, scheduled meetings, submitted background papers, and wore out their shoe leather. Together, we made this issue a priority for Congress in FY24.
It is rare to see this kind of cross-industry effort that speaks to the urgency of the problem and the importance of teamwork. Labor and management always go to the Hill together, and we often quote former Maritime Administrator Mark Buzby’s reference to the three-legged stool. You need all aspects of maritime policy: cargo preference, Maritime/Cyber/Tanker Security Programs, and the Jones Act, together to keep the maritime industry healthy. The maritime industry has always understood that a rising tide lifts all boats, and so we strive to work together for the benefit of us all. This is one of many things unique to this industry that makes me proud to advocate on its behalf.
After only one legislative year, we are seeing results. In a year in which almost every Coast Guard program was reduced,
$11 million was appropriated for the new database— enough to start the process. Fuel Incentive Payments were authorized at a higher level, and we are optimistic about matching appropriations in FY25. Training time for Able-Bodied Seamen was reduced to be in line with international standards, and those new graduates are sailing now—we are making ABs more quickly than ever.
The SIP was authorized at the higher payout level, which meant MARAD could immediately start awarding the higher stipend, even as they await matching appropriations in FY25. For the first time ever, the SIP program is fully subscribed. Increasing the payment increased participation, which means more people sailing. We have already made a difference in the lives of these Able-Bodied Seamen and SMA students by putting money in their pockets and bringing people into a life at sea more quickly than we have been able to do for decades.
We had a few ideas that were outside our committees’ jurisdiction and would affect the tax code or include loan forgiveness and require a longer advocacy campaign or timing that aligns with the tax bill next year. Other ideas took more time to socialize but are gaining traction; for example, a House version of the National Defense Authorization Act has language for a national mariner marketing campaign. We are still open to innovative ideas and solutions. If you have a policy idea, I would love to hear from you.
Even with all this success, we still have farther to go. The best way to ensure a thriving maritime industry that USTRANSCOM
can depend on during wartime is to have a strong U.S.-flag merchant marine during peacetime. Our efforts will make a difference, but these efforts are not enough. The real solution is to grow the U.S.-flag fleet, so it meets National Security Directive 28, and the fleet is large enough to meet our defense and economic security needs.
We are grateful to our friends in Congress whose leadership on merchant marine issues has been critical. Their big-picture strategic thinking will be necessary to grow the fleet and get to the root of the challenge we face as an industry. After the success of Operation Mariner, we know NDTA will play a critical role in helping the industry solve these larger challenges and lead us into a future with a thriving U.S.-flag merchant marine. DTJ
Sara Fuentes is the Vice President for Government Affairs at Transportation Institute. She oversees the group’s efforts to educate stakeholders in Washington, D.C., and across the nation on the importance of a strong U.S.flagged maritime industry. Fuentes has more than a decade of experience in the maritime industry, most recently serving as staff Vice President of Government & External Affairs with the Navy League of the United States.
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Embrace Games, Virtual Reality and Augmented Reality for Military Recruiting and Training
By Barbara Parus, Managing Editor, DTJ and The Source
The military has been falling short of recruitment goals to fill its ranks. In 2023, the shortfall was approximately 41,000 recruits across all U.S. branches. The causes of dwindling recruitment are ever-changing, based on timing, trends, and the economy. Some factors cited are a strong job market, which has resulted in more job options for young people; low trust in institutions; preference for nontraditional career paths; and fewer family members who serve, which decreases the propensity to join.
Learning preferences also contribute to lower recruitment. Members of Generation Z (born 1997-2012) have a stronger emphasis on visual and sensory learning compared to previous generations and they are bored with traditional recruiting methods. Sitting in a classroom watching PowerPoint presentations, reading print ads and direct mail pieces, and watching TV commercials that tell you to “be all you can be” don’t cut it anymore. Younger recruits want something they can get excited about, so hit them where they live—on their PCs, laptops, and mobile devices! They are wild about video games.
Gaming is where it’s at. Targeting gamers makes sense from the military’s perspective because it gives access to a young, tech-savvy population. Games cast a wider net to attract a broader range of candidates and align with evolving societal and technological trends. Games appeal to younger generations who are digital natives and grew up with interactive and immersive technologies, like video games. “Gamers” between the ages of 17 and
24 enjoy novel high-tech approaches that heighten their senses. These potential recruits might otherwise be less responsive to traditional recruitment methods.
Video gaming systems have been around longer than most current service members have been alive. In fact, some older gamers remember playing Super Nintendo in their parents’ rec rooms before taking those consoles with them on deployment in the 1990s. The first VR headset was introduced in the 1960s, but it was not commercially available until Nintendo released Virtual Boy in the 1990s. In the military sector, the U.S. Air Force started using AR technology for training simulations in the 1970s.
In 2002, game designer Nick Pelling—known as the “Father of Gamification”—was tasked with developing hardware and software interfaces to make routine tasks more fun and engaging. When he was creating a gamelike user interface for vending machines and ATMs, he saw the potential in infusing game mechanics into nongame contexts. This led to an entire industry called gamification, a term Pelling coined. In 2024, gamification has grown to a $40.2 billion industry.
Gamification has become an effective strategy in military recruitment and training. It applies game elements and principles to non-game contexts to improve training and prepare for modern
battlefield challenges. Interactive games or simulations that display military scenarios can be hosted online or through mobile apps, allowing recruits to engage with military concepts in entertaining and educational ways.
Some effective gamification techniques include interactive challenges, quizzes, wargames, and simulations. Often, “rewards,” such as points, leaderboards, and badges are used to encourage players to keep coming back and stand out from the rest. These rewards promote continuous improvement and mastery of skills.
Virtual Reality (VR) and Augmented Reality (AR) technologies further enhance games to make them even more challenging, fun, and engaging.
VR and AR have unique applications for the military, health care, entertainment, education, and many other fields. Both technologies alter our perception of the world, but they do so in distinct ways and differ primarily in how they alter reality.
The U.S. military can leverage gamification, VR, and AR throughout recruitment and training in many ways. Here are explanations of the major differences between VR and AR.
Virtual reality (VR) provides a deeper and completely immersive experience compared to AR situational
awareness and experience. It is a computer-created environment that replaces the real world with a simulated one. Users wearing VR headsets or helmets are fully immersed in a virtual environment where they can interact with 3D objects and surroundings. They can explore virtual environments, such as jungles, snow-covered mountains, rivers, and deserts. They can play video games, undergo simulated training scenarios, or participate in virtual meetings.
Augmented reality (AR) overlays digital information or virtual objects onto the real-world environment in real-time. AR enhances the user's perception of the real world by superimposing computergenerated images, videos, or data onto the physical environment. For example, AR applications can display navigation directions on a car windshield, provide real-time information about landmarks through a smartphone camera, or overlay virtual furniture in a room using a mobile app. AR users can remain aware of and interact with their real-world surrounds while adding virtual elements.
Events and demonstrations: AR can be applied to recruitment events and demonstrations to highlight military capabilities, career opportunities, and the high-tech aspects of military service. Recruits can interact with AR displays to learn about different branches and roles.
Virtual tours and base visits: VR can offer virtual tours of military bases, ships, aircraft carriers, and specialized facilities. Recruits can explore these environments remotely to get a sense of the infrastructure and operational scope of the military.
Career path visualization: AR can overlay career path options and advancement opportunities within the military. Recruits can visualize their potential career trajectories, including educational benefits, certifications, and leadership roles.
Personalized recruitment experiences: AR and VR technologies can personalize recruitment experiences based on recruits' interests, skills, and career aspirations. Interactive assessments and simulations can help recruits understand how their strengths align with military roles.
Day-in-the-life experiences: VR enables prospective recruits to experience everyday military life to gain insights into routines and living conditions before deciding to join the military. This immersive experience helps candidates better understand the challenges and rewards of military service.
Military training programs integrate gamification to make learning more engaging and effective. Training simulations use game mechanics to teach tactical skills, weapon proficiency, and operational procedures. By
derstanding and readiness before actual training begins.
Mission scenarios: VR can recreate mission scenarios across different military branches, from humanitarian aid missions to combat operations. Recruits can engage in decision-making exercises and experience the challenges and dynamics of military missions firsthand.
Military equipment familiarization: AR can overlay digital information on physical objects, allowing recruits to interact with and learn about military equipment, vehicles, and weapons. This immersive approach helps recruits understand the capabilities and functions of military hardware.
Specialized training modules: VR can provide specialized training modules for roles such as tank operators, pilots, submariners, special operations forces, and cybersecurity specialists. These modules can simulate complex environments and scenarios specific to each specialty, reducing the need for expensive equipment, ammunition, and facilities.
Simulation of specialized equipment: VR can simulate the operation of spe-
gamifying training, military personnel can practice in realistic scenarios without the risks associated with live exercises.
Training simulations: VR can simulate realistic training scenarios, such as marksmanship, tactical maneuvers, vehicle operations, and medical procedures. Recruits can experience hands-on training virtually, which can enhance un-
cialized equipment and weaponry, such as sniper rifles, night vision devices and surveillance systems. Training ensures familiarity and precision with advanced military technology before deployment.
Environmental and hazard training: AR is used for environmental hazard training, such as chemical, biological, radiological, and nuclear (CBRN) response
drills. AR overlays virtual hazards onto real-world environments, enabling soldiers to practice detection, containment, and decontamination procedures safely. Leadership and command training: VR scenarios can simulate leadership challenges, decision-making under pressure, and command responsibilities. Recruits can practice leadership skills in simulated environments that mirror realworld situations.
Integrating gamification, AR and VR into military recruitment and training enhances engagement, improves effectiveness, displays technological prowess, and provides a cost-efficient means of assessing and preparing recruits for military service. These technologies not only attract new talent, but also contribute to the readiness and capabilities of the U.S. military in an increasingly digital world. It’s a win-win situation.
Game over. DTJ
ABOUT THE AUTHOR
Barbara Parus is the managing editor of DTJ and The Source Newsletter Contact her at bparus@ ndtahq.com
U.S. Army has been actively integrating VR and AR into its training programs through initiatives like the Synthetic Training Environment (STE). STE simulates a unified training environment that uses VR for combat scenarios, vehicle operations, and medical training.
The U.S. Army recently mentioned it had awarded a $480 million contract to Microsoft to supply HoloLens headsets to soldiers for combat situations. These head-mounted displays use AR and VR technology that allows viewers to see virtual images superimposed over real-world scenery right in front of them. In all, the Army will spend as much as $21.9 billion on the project. The headsets are slated for testing in 2025.
U.S. Navy employs VR for training in ship operations, aircraft handling, and maintenance procedures. VR simulations familiarize sailors with complex systems onboard ships and aircraft carriers, enhancing readiness, and safety.
U.S. Air Force utilizes VR for pilot training, aircraft maintenance, and battlefield simulations. VR platforms enable pilots to practice flight maneuvers, emergency procedures, and mission planning in realistic virtual environments.
U.S. Marines use VR and AR for infantry training, urban warfare simulations, and tactical decision-making exercises. VR technology helps Marines hone their combat skills, improve situational awareness, and prepare for diverse mission scenarios.
Kids love to pretend they are soldiers and play “army” (or navy, air force, and marines) with little plastic soldiers and toy guns, while making their own special sound effects. Then, they move on to video games. When they are eligible to join the military (17 years old), they can train in immersive and realistic VR and AR environments with the following applications:
Combat training simulations. Soldiers wear VR headsets and use control-
lers to interact within various virtual environments, such as cities, jungles, or deserts, where they can engage virtual enemies, practice team coordination, and handle weapons.
Vehicle and aircraft operations. VR simulates vehicle and aircraft operations, allowing soldiers and pilots to practice maneuvers, combat, and emergency procedures in realistic virtual environments.
Urban warfare and close quarters combat. Soldiers can train in VR environ -
ments that replicate dense urban areas, buildings, and streets. They can practice street fighting, room clearing, and coordination with team members in situations where rapid decision-making is critical. Decision-making exercises. Commanders can use AR devices to see digital maps, troop positions, enemy movements, and other critical data overlaid onto their surroundings. This increases situational awareness and supports better decision-making.
By Hunter McGuire, NDTA Young Leaders Committee Chair, and Chloe Baker, NDTA Project Coordinator
If you recently attended an NDTA co-sponsored national event, you might have participated in a few sessions hosted by NDTA Young Leaders. The NDTA Young Leaders Program (YLP), facilitated by the NDTA Young Leaders Committee, is a platform dedicated to nurturing the next generation of leaders in transportation, logistics, and passenger travel services. Designed for young professionals and students, the YLP provides a comprehensive range of professional, academic, and personal development opportunities. Throughout the year, members engage in a variety of educational, networking, and social events aimed at enhancing their careers and preparing them for leadership roles.
A key focus of the Young Leaders Program is professional development. Members have access to professional development and networking sessions led by industry and government leaders. These events cover diverse topics, including effective communication, project management, and the latest industry trends. Recently, the NDTA Young Leaders Professional Development Lunch at the 2024 GovTravels Symposium featured a town hall discussion about navigating careers in government travel amid technological change. At the NDTA-USTRANSCOM Fall Meeting 2023, NDTA Young Leaders hosted a fireside chat with senior leaders focused on collaborating with U.S. allies and partners. By participating in programs like these, young professionals can enhance their skill sets and stay current with developments in their fields.
The YLP offers unparalleled networking opportunities, allowing members to connect with peers, mentors, and industry leaders through social events and networking mixers. The YLP also encompasses the Industry Connect Program, which matches college students and early-career professionals with experienced mentors. These inter-
The program’s goal is to prepare its members for leadership roles by combining educational discussions, personal development and mentorship, and networking. It also offers leadership opportunities for chapter and regional Young Leader Representatives to facilitate networking and professional development activities at the local level, while contributing to national efforts as members of the Young Leaders Committee. This holistic approach creates an environment that nurtures future leaders, equipping them with a well-rounded skill set and the confidence to take on leadership positions in their chosen fields.
actions provide valuable insights, foster collaborative relationships, and open doors to new career opportunities. By building a robust professional network, Young Leaders members gain the support and guidance needed to navigate their career paths successfully.
As the Young Leaders Committee Chair, the Committee and I are committed to shaping the future of leadership by providing young professionals and students with the resources, support, and opportunities they need to succeed. YLP empowers its members to grow, learn, and lead, ensuring they are well-prepared to take on the challenges and opportunities of tomorrow's world. Reach out to your local chapter to get involved. Not a member? Email ndtahq@ndtahq.com using the subject line “Young Leader” to get connected. I look forward to seeing you at our upcoming Young Leaders events at the NDTA-USTRANSCOM Fall Meeting in St. Louis this October—learn more at www.ndtahq. com/events/fall-meeting. DTJ
Reliable, Sustainable, and Safe!
The National Defense Transportation Association (NDTA) and the Christopher Newport University Center for American Studies (CAS) presented the sixth—and largest—annual NDTA-CAS Surface Force Projection Conference (SFPC) at Christopher Newport University in Newport News, VA, May 14-17, 2024.
The conference theme focused on the readiness challenges associated with deploying forces and moving sustainment through strategic seaports around the world to the point of need. U.S. government and industry logistics experts and members of the Joint Logistics Enterprise (JLE) examined a wide range of challenges, looked for solutions, and collaborated to find ways to improve readiness.
The four-day event provided abundant opportunities for attendees to participate in breakout sessions, engage with keynote speakers, moderators, and panelists on hot topics, and network in the Expo Hall.
Check it out! SFPC attendees got a closeup look at the VA Port Authority Mobile Command Unit (PAC1), which enables and enhances port operations in times of crisis or emergency at any all-hazards event in the region. It supports maritime missions with FURUNO radar and AIS, multiple frequency radios, satellite, direct TV, and several workstations.
Stephen Edwards, CEO, Port of Virginia, and Captain Jennifer Stockwell, USCG, Commander, U.S. Coast Guard Sector, Virginia, tour the port.
Below: An aerial vantage point view from the operations tower.
Tour attendees observed that the The Port of Virginia is much more than an entry and departure point for goods. With its six semi-automated, world-class terminals and cutting-edge technologies that power best service metrics and technologies, the Port is the gateway to the world. Its central East Coast location enables delivery to 75% of the U.S. population in two days or less, accessing key inland markets and major distribution centers throughout the Midwest and Eastern seaboard.
SFPC participants attended breakout sessions and meetings with leadership from Maritime Administration (MARAD), Transportation Security Administration (TSA), U.S. Transportation Command JTMS, and the NDTA Ports Subcommittee. Networking opportunities included the Chairman’s Reception with remarks from NDTA President and CEO VADM William “Andy” Brown, USN (Ret), The Center for American Studies Co-Director Dr. Nathan Busch, and Christopher Newport University President William G. Kelly.
Tabb High School vocalist Ms. Lacey Creeden sang the National Anthem.
A professional development tour at The Port of Virginia's Norfolk International Terminal kicked off the conference where attendees could learn about the highly advanced, semi-automated terminal from Mr. Stephen Edwards, CEO and Executive Director, the Port of Virginia.
VADM William
“Andy” Brown, USN (Ret.), NDTA President and CEO, welcomed attendees in his opening remarks.
Douglas Harrington, SES, Acting Associate Administrator for Strategic Sealift, Maritime Administration, and Chair, National Port Readiness, spoke at the opening ceremony.
Dr. Nathan Busch, Distinguished Professor of Political Science and CoDirector, Center for American Studies, Christopher Newport University, addressed the audience.
Mr. Aloysius (Al) Albers, Chief, JTMS JPO Division, USTRANSCOM, regaled attendees with a historical timeline of the Joint Transportation Management System (JTMS) and answered questions about the acquisition process.
Tabb High School Navy Junior ROTC Color Guard presents the colors at the Opening Ceremony.
Following the opening ceremony, keynote speakers discussed the contested environment, deployment operations, global force projection, evolving technology and future logistics and transportation innovations.
Major General James M. Smith, USA, got the ball rolling with his presentation, “Fighting through the Contested Environment to Deliver Logistics,” and explained how the U.S. Army works with the Joint Staff J4 to deliver on-time and on-target.
The Exhibit Hall was a place to gather, learn, exchange information, and network throughout the conference.
Attendees toured the interior of the Mobile Command Center to see how it supports port operations during crises and emergencies. They also heard keynotes and panel discussions throughout the day on operating in today’s contested environment, power projection, and port deployment readiness.
Captain Jennifer Stockwell, USCG, Commander, U.S. Coast Guard Sector Virginia, led a panel discussion, which delved into understanding potential threats to deployment readiness focused on port infrastructure and operations.
Panelists: CAPT Ryan Ventresca, USN, Commodore, Mine Countermeasures Group THREE, USN; Mr. Bill Burket, Director of the Maritime Incident Response Team and Emergency Operations for the Port of Virginia; and LTC Matthew D. Ferretti, USA, Battalion Commander, 841st Transportation Battalion, SDDC.
As a follow-up to his keynote, Major General Lawrence led a panel discussion on “Lessons Learned: Power Projection through Strategic Seaports.”
Panelists: COL Daniel J. Duncan, USA, Deputy Chief of Staff for G4 Sustainment I Corps; LTC Gregory S. Darling, USA, Transportation Officer, III Armored Corps; COL Michael Patrick Post, USA, Assistant Chief of Staff G4, VXIII Airborne Corps; Mr. Ameed D. Micko, Senior General Manager, DoD Sales, American Roll-on Roll-off Carrier.
Brigadier General Beth A. Behn, USA, Chief of Transportation, Commandant, U.S. Army Transportation School, Combined Arms Support Command, took the stage for her keynote speech, “The State of the U.S. Transportation Corps.”
In her keynote, Major General Constance L. Jenkins, USAF, Director of Logistics and Engineering, J4, Headquarters, North American Aerospace Defense Command (NORAD) and United States Northern Command (USNORTHCOM), focused on USNORTHCOM’s role in supporting mobilization and deployment operations in the U.S.
In his keynote, “Power Projection By, With and Through Strategic Seaports,” MG Gavin Lawrence, USA, Commanding General, Military Surface Deployment and Distribution Command, discussed SDDC’s mission to support power projection to and through strategic seaports.
SFPC concluded with keynote presentations from Mr. William Woodhour, President & CEO, Maersk Line, Limited, and Rear Admiral Philip Sobeck, USN, Commander, Military Sealift Command, and a panel discussion led by Mr. Timothy Quillin, Director, Deployment Process Modernization Office, U.S. Army. Mr. Ernest Bezdek, Chair, NDTA Ports Subcommittee & Director, Trade Development, Port of Beaumont, presented conference takeaways and an action item review.
In his keynote, Mr. William Woodhour, President and CEO of Maersk Line, Limited, focused on the “Challenges Sailing through the Gulf of Aden” and emphasized the drawbacks and successes of operating in today’s contested environment.
Mr. Timothy W. Quillin, Director, Deployment Process Modernization Office, U.S. Army, led a panel discussion on “Decision Advantage Information to Enable Surface Force Projection and Sustainment.” The focus was on anticipating and acting on force projection operations that eventually converge on seaports.
Panelists: Mr. Stephen W. Hendren, Logistics Functional Management Branch Chief, USTRANSCOM TCAQ-JO; Dr. Ken Letcher, Specialist Leader, Deloitte; Mr. Josh Hunt, Chief, ITV/AIT Branch, USTRANSCOM J4-LT; Mr. Eric Russell, Deputy Section Chief, Cyber Operations, Joint Cyber Defense Collaborative, CISA.
How do MSC and SDDC as the single port manager work together to ensure the smooth upload/offload and on-time departure of deploying forces? Rear Admiral Philip E. Sobeck, USN, Commander, MSC, shared his knowledge, experience and key takeaways.
NDTA Chair Mr. Ernest Bezdek, Director of Trade Development at the Port of Beaumont, summarized important conference takeaways.
These
AAR
AAT Carriers, a Covenant Logistics Company
Accenture Federal Services
Agility Defense & Government Services
Air One Aviation
Air Transport Services Group (ATSG)
AIT Worldwide Logistics, Inc.
Alamo City Engineering Services Inc.
Amazon
American President Lines, LLC
American Roll-On Roll-Off Carrier
Atlas Air Worldwide Holdings
Bennett Family of Companies
C5MI
Carlile Transportation Systems, LLC
Chapman Freeborn International Ltd.
Corporate Travel Management (CTM)
Crowley
Deloitte
DHL Express
Enterprise Mobility
Federated Maritime, LLC
FedEx
Freeman Holdings Group
Hapag-Lloyd USA, LLC
AEG Fuels
HomeSafe Alliance
International Auto Logistics, LLC
JET Infrastructure
Kalitta Air, LLC
Landstar System, Inc.
Leidos
Liberty Global Logistics LLC
Maersk Line, Limited
Matson
Naniq Government Services, LLC
National Air Cargo, Inc.
Omni Air International, LLC
Patriot Maritime
SAP
Schuyler Line Navigation Company LLC
Sealift, Inc.
Sixt Rent a Car LLC
Southwest Airlines
The Pasha Group
TOTE Group
Tri-State Motor Transit Co.
United Airlines
US Ocean, LLC
Waterman Logistics
Air Charter Service
American Maritime Partnership
Amerijet International, Inc.
Berry Aviation, Inc.
BNSF Railway
Boeing Company
Bristol Associates
Choice Hotels International
CSX Transportation
CWTSatoTravel
Echo Global Logistics, Inc.
Ernst & Young
Global Logistics Providers
ICAT Logistics
KGL
LMJ International Logistics, LLC
National Air Carrier Association
Norfolk
Southern Corporation
Ocean Shipholdings, Inc.
PayCargo LLC
SAP Concur
Sikich LLP
The Port of Virginia
Transportation Institute
U.S. Bank
Union Pacific Railroad
US Marine Management
Western Global Airlines Wyndham Hotels & Resorts, Inc.
SUSTAINING MEMBERS
3Sixty
Able Freight
Admiral Merchants Motor Freight, Inc.
ALARA Logistics
All Aboard America Holdings
American Bureau of Shipping
American Maritime Officers
American Trucking Associations
Apex Logistics International Inc.
ArcBest
Army & Air Force Exchange Service
Arven Services, LLC
ATS Secure
Avis Budget Group
Baggett Transportation Company
Beltway Transportation Service
Benchmarking Partners, Inc.
Boyle Transportation
Bridgeway Connects, Inc.
BTX Global Logistics
BWH Hotels
C5T Corporation
CGI Federal
Coleman Worldwide Moving
Construction Helicopters, Inc. (d/b/a CHI Aviation)
Council for Logistics Research
CPKC
Cypress International, Inc.
D&G Support Services
Dash Point Distributing, LLC
Delta Air Lines
Drury Hotels Company, LLC
Duluth Travel, Inc. (DTI)
EMS Shipping & Trading GmbT
Estes Forwarding Worldwide
Everts Air Cargo
Eyre Bus Service, Inc.
Gallantry Global Logistics
GeoDecisions
Global Secure Shipping
Amyx
CakeBoxx Technologies, LLC
Cartwright International
Dalko Resources, Inc.
Delaware River Stevedores, Inc.
Enterprise Management Systems
Gridiron Forwarding Co., Inc.
GMT Resources LLC
Green Valley Transportation Corp.
Groundswell
Hilton Worldwide
Holland & Knight
Hyatt Hotels
IHG Army Hotels
Intermodal Association of North America (IANA)
International Association of Movers
International Longshoremen’s Association (ILA)
Interstate Moving | Relocation | Logistics
Isaac Instruments
J.B. Hunt Transport, Inc.
Jacksonville Port Authority (JAXPORT)
Juvare Federal & Defense
Keystone Shipping Co.
LMI
Marine Engineers’ Beneficial Association
Mayflower Transit
McCollister’s Global Services, Inc.
Mercer Transportation Company
mLINQS
National Industries for the Blind (NIB)
National Van Lines, Inc.
Nika Corporate Housing
Northern Air Cargo, LLC
Omega World Travel
One Network Enterprises, Inc.
ORBCOMM
Paxton Van Lines
Perfect Logistics, LLC
Pilot Freight Services, a Maersk Company
Plateau GRP
PODS Enterprises LLC
Port of Beaumont
Port of San Diego
Preferred Corporate Housing
Prestera Trucking, Inc.
Priority Worldwide
Procharter
Prosponsive Logistics
PTS Worldwide
HLI Government Services
JAS Forwarding
John D. Odegard School of Aerospace Sciences
Kalitta Charters, LLC
Lineage
Lynden, Inc.
Move One
Radiant Global Logistics
Rampart Aviation
Red Roof Inn
ReloQuest
Sabre
SAIC
Savi
SeaCube Containers
Seafarers International Union of NA, AGLIW
SEKO Government, Space and Defense
Selsi International Inc
Signature Transportation Group
Sonesta International Hotels Corporation
SSA Marine
St. Louis Union Station Hotel a Curio Hotel
Collection by Hilton
StarForce National Corporation
Steam Logistics, LLC
Stevens Global Logistics, Inc.
Taft Law
The Hertz Corporation
The MITRE Corporation
The Suddath Companies
Thinklogical
TLR - Total Logistics Resource, Inc.
TMM, Inc.
Toll Group
Trailer Bridge
Transportation Intermediaries Assn. (TIA)
Travelport
TTX Company
Tucker Company Worldwide, Inc.
Uber for Business
UNCOMN
United Van Lines, Inc.
UPS
US1 Logistics
Wertz Motor Coaches
Women In Trucking Association, Inc.
WorldFuel
XLG Transportation Inc.
Xwing
NorSea Denmark A/S
North Carolina State Ports Authority
Overdrive Logistics, Inc.
PITT OHIO
Port Canaveral
Port of Port Arthur
Prime Trip Support
Trans Global Logistics Europe GmbH
Newport University
FOOTNOTES for Quantum Leap article, page 8.
1 Hamilton, Charles R., and Edward K. Woo. 2019. “The Road to Predictive Logistics: Perspectives from the 8th Theater Sustainment Command.” Army Sustainment, October-December . https:// www.army.mil/article/229214/the_road_to_ predictive_logistics_perspectives_from_the_8th_ theater_sustainment_command.
2 Freedberg Jr., Sydney J. “Let Leaders Off The Electronic Leash: CSA Milley.” Breaking Defense, May 5, 2017 . https://breakingdefense. com/2017/05/let-leaders-off-the-electronicleash-csa-milley/
3 Wang, Sumin; Pei, Zhi; Wang, Chao, "Shaping the Future of the Application of Quantum Computing in Intelligent Transportation System," in Intelligent and Converged Networks, vol. 2, no. 4, pp. 259-276, December 2021 , doi: 10.23919/ ICN.2021.0019.
4 U.S. Department of Defense. “U.S. Endorses Responsible AI Measures for Global Militaries.” Defense.gov, November 22, 2023 . https:// www.defense.gov/Explore/Spotlight/ArtificialIntelligence/U-S-Endorses-Responsible-AIMeasures-for-Global-Militaries/.
5 Department of Defense. "Accelerating Decision Advantage: 2023 Data, Analytics, and Artificial Intelligence Adoption Strategy." AI.mil. November 2, 2023 . https://www.ai.mil/docs/2023_DOD_ Data_Analytics_and_AI_Adoption_Strategy.pdf.
1 Resilience: The ability to prepare for and adapt to changing conditions and withstand and recover rapidly from disruptions; includes the ability to withstand and recover from deliberate attacks, accidents, or naturally occurring threats or incidents. (Source: National Infrastructure Protection Plan, 2013/Presidential Policy Directive (PPD-21), 2013)
2 Consequence: The effect of an event, incident, or occurrence …, both direct and indirect and other negative outcomes to society [in this application, the negative outcome to military movement operations]. (Source: National Infrastructure Protection Plan 2013/adapted from DHS Lexicon, 2010 )
3 NIST Special Publication 800-171 defines 110 security controls for the largest Tsps. Over the last six years significant gains have been realized with the majority of large TSPs attesting to implementation of all 110 controls while smaller TSPs express difficulty in implementing costly security controls.
4 Cybersecurity Executive Orders (EO) germane to the JDDE include EO 13636, Improving Critical Infrastructure Cybersecurity, 12 February 2013 ; EO 13691, Promoting Private Sector Cybersecurity Information Sharing, 13 February 2015 ; and EO 14028, Improving the Nation’s Cybersecurity, 12 May 2021
5 TPAS is administrated by the Secretary of Transportation in support of the DoD under 49 CFR Part 33. A Memorandum of Understanding between DoD and DOT defines expectations for the hazard conditions necessary for timely access, typically within 48 hours.
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