Defense Transportation Journal by Defense Transportation Journal

66th Annual NDTA Forum & Expo | Exploring New Frontiers â&#x20AC;&#x201C; New Opportunities

September 2012

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The Aeroscraft: the 21st Century Air Vehicle Military Logistics Readiness: A Logistics Roadmap for the New American Military Vietnam Messages from a Forgotten Troopship The Lean, Green, Supply Chain Machine

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September 2012

FEATURES September 2012 • Vol 68, No. 5

the aeroscraft the 21st Century Air Vehicle

By Gen William Tuttle, USA (Ret.) Publisher

LTG Ken Wykle, USA (Ret.) Editor

Kent N. Gourdin Managing Editor

Sharon Lo | sharon@ndtahq.com Contributing editor

Denny Edwards

Circulation Manager

Leah Ashe

Copy editor

Jeff Campbell Publishing Office

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

Debbie Bretches

Advertising Account Manager

Jim Lindsey

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

Military logistics readiness A Logistics Roadmap for the New American Military

By Jeff Tucker

Vietnam Messages from a 18 Forgotten Troopship By Art Beltrone

THE LEAN, GREEN, SUPPLY CHAIN MACHINE By Anne Remien and Linda G. Tresslar

corporate profile 32 TOTEM Ocean Trailer Express By Glemious Jackson-Chatters

66th Annual NDTA Forum & Expo

departments Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices. Subscription Rates: One year (six issues) $35. Two years, $55. Three years, $70. To foreign post offices, $45. Single copies, $6 plus postage. The DTJ is free to members. For details on membership, visit www.ndtahq.com. Postmaster: Send address changes to: Defense Transportation Journal 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296

A-35 News | Lori Leffler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Editorial | Dr. Kent N. Gourdin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 President’s Corner | LTG Ken Wykle, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 chapter spotlight | Jeff Campbell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Pages future | COL Denny Edwards, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Professional development | Irvin Varkonyi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 honor roll. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 chairman’s circle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Bookshelf Ideas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 index of advertisers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

A-35

NDTA Headquarters Staff LTG Kenneth Wykle, USA (Ret.) President

Everything’s Just Ducky with the A-35 Committee

COL Mark Victorson, USA (Ret.) VP Membership COL Dennis Edwards, USA (Ret.) VP Marketing | Corporate Development

Lori Leffler, CTC, A-35 Chair Global Government Strategic Manager, The Hertz Corporation

Patty Casidy VP Finance Lee Matthews Marketing | Corporate Development Manager Leah Ashe Manager, Database Sharon Lo Manager, Meetings and Publications Jeff Campbell Manager, Chapter and Membership Support Rebecca Jones Administrative Assistant to the President Carl Wlotzko Coordinator, Banquet & Special Events For a listing of current Committee Chair-persons, Government Liaisons, and Chapter & Regional Presidents, please visit our Association website at www.ndtahq.com. Editorial Objectives The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense logistics and transportation and the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense transportation, logistics, and distribution by providing readers with: • News and information about defense logistics and transportation issues • New theories or techniques • Information on research programs • Creative views and syntheses of new concepts • Articles in subject areas that have significant current impact on thought and practice in defense logistics and transportation • Reports on NDTA Chapters Editorial Policy The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation and logistics. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA. Editorial Content For a Media Kit and Archives, visit www.ndtahq.com/education_dtj.htm Dr. Kent N. Gourdin, Editor, DTJ Director of the Global Logistics & Transportation Program, College of Charleston, Charleston, SC 843-953-5327 • F 843-953-5697 gourdink@email.cofc.edu Sharon Lo, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 sharon@ndtahq.com

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Defense Transportation Journal

elcome to beautiful Anchorage, Alaska and the 66th Annual NDTA Forum and Expo! To complement the forum agenda, A-35ers have many activities planned, so mark your schedules to participate:  The A-35 Forum Kick-off Social will be held on Saturday from 9:00pmmidnight. This is a great opportunity to mingle with those you already know, put faces with names of those you have e-mailed or spoken with over the phone, and make new acquaintances. Check program details for venue.  Our annual A-35 Breakfast will be held Monday at 7:00am. This year’s breakfast will prove to be interesting, especially for those who have heard of speed dating. We will not be speed dating, but we will be speed mentoring—NDTA style. Senior leaders will join us and A-35ers’ will meet with them in small groups to gain career advancement ideas. You will have the opportunity to interact and ask questions while enjoying breakfast. Be sure to take advantage of this valuable opportunity!  We will be running and walking along the scenic Tony Knowles Coastal Trail on Tuesday morning at 6:30am. You DO NOT have to be 35 or under— you just have to be young at heart. If you have not already registered for the 5K you can still do that at the Forum registration desk through Monday. Remember that all proceeds from the 5K benefit the NDTA Scholarship Fund.  The Young Leaders Professional Session will take a new look this year with Junior and Senior Leaders joining each other on the stage for joint dialogue. The session will provide the opportunity to gain insight and a greater appreciation of young leaders roles and impact on our war fighters. As the mission continues to change and military

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capabilities continue to expand, the panel members will discuss the importance of mentoring as it relates to embracing change. New concepts both in technology and in the way we will conduct business in the future will create a learning curve that will have to be welcomed by junior and senior leaders within the transportation system. This session will be held on Monday at 2:00 pm and will not repeat. Check program details for session meeting room.  The Ducks will be flying after the Chairman’s Awards Dinner on Tuesday evening. So, when an A-35er from the Army of Duck Sellers asks if you have adopted your Ducks, please remember that they are working to raise money for scholarships that are available to NDTA members and their families. Thank you for your support, and a special salute to Echo Global Logistics for its year-long support of A-35 activities. In addition to forum activities, our A-35 group is constantly in action on both the national and chapter level. Some of our accomplishments since the last Forum include:  Held a 5K at SDDC raising $9,000 for Camp Hope/Chris Neal Farm  San Antonio Chapter A-35ers followed suit and held their 1st Annual Armed Forces Day 5K Fun Run  Newly-revived Ft. Bragg Chapter A-35ers got involved with their community food bank  Rheinland-Pfalz Chapter A-35ers got together for bowling, paintball, and some training, too!  San Francisco Bay Area Chapter A-35ers hold monthly programs at the Cal Maritime Academy  Scott-St. Louis Chapter A-35ers held another Career Fair, holding a Nationcontinued on page 56

EDITORIAL Spreading the Gospel Dr. Kent N. Gourdin, Editor, DTJ Director, Global Logistics and Transportation Program College of Charleston

N ew O s– p

different. I was completely blown away that something so huge could actually move, and now there are ships twice, even three times, as large plying the oceans. After passing one of our local terminals several days in a row and viewing the stacks of containers, I remember having an epiphany that those boxes weren’t in fact static, but were changing every day as individual shipments came and went. For me, I think the common thread was the size of the equipment and, therefore, the industry as a well that sucked me in. Planes, trucks, trains and ships are all big, terminals, warehouses and airports are big, transportation/logistics is just BIG, and being a tiny part of the whole system is what I love. The fact is that we all look at that C-5 when it crosses the highway at 100 feet on final approach, or the 8000 TEU ship moving around in the harbor,

Forging New Connections At This Year’s Forum

rtu

New Front

NDTAConnect, is a brand new social media platform that will allow you to connect with other attendees at the conference in new and exciting ways! NDTAConnect & E M X U PO FOR comes at no charge to you and can also Anchorage, Alaska link with your existing Facebook, Twitter, September 22-26, 2012 and LinkedIn accounts. Connecting to other users is as simple as scanning their QR Code on their badge. Don’t have a mobile device that can scan QR codes? You can still connect with users from the online web application from your home computer. If privacy is a concern, you can easily adjust your privacy settings to determine what information is available to other attendees. At the Forum, attendees will receive their “login card” which they can scan to view their NDTAConnect records. Then, when they meet a fellow attendee and want to keep a connection, attendees can simply scan the code on each other’s badges and add them to their connections with the “Add Connection” button. Exhibitors will also find the new NDTAConnect useful as a Lead Retrieval tool. More information will be available at registration. nities

attended a meeting this afternoon where one of the participants was talking about his work with a local high school trying to get their students interested in looking at careers in the areas of transportation and logistics. He was saying that he found it a tough sell: iPods came out and eyelids headed for the floor as soon as he started talking. I was able to commiserate with him because I have the same problem. Many jobs in the field involve the modern equivalent of pushing paper: punching a keyboard in front of a computer. The discussion got me thinking back to how I became interested in the field, and wondering if there might be something of value in my experience that may be relevant to students today. My first fascination was with air transportation. My father flew for Pan Am, so I grew up in a household where the world was smaller than it was for many others of my generation. I would sometimes accompany him when he would go to the crew office at the airline’s San Francisco base. If the moon and stars were correctly aligned, I would get to fool around in the cockpit of a Boeing 377 Stratocruiser, or an early B707 that happened to be in the hangar for maintenance. In high school, I became obsessed with trucks and the trucking industry, a fascination I still have today. (My students laugh at me for talking about a truck being beautiful, but for those of you who have seen the Panther Expedited Services rig on display at the Annual Forum, you know EXACTLY what I’m talking about.) Once I went into the Air Force, I was fortunate enough to both pursue my education in logistics and work in various areas of transportation. Moving to Charleston brought my first real exposure to the maritime industry, perhaps the most interesting of all. The first container ship I ever visited was about 4000 TEU. Seeing such a vessel from afar is one thing; climbing aboard one is something totally

even if we’ve never given transportation in general much of a thought. I’m not sure this analogy holds with respect to stacks of containers, but when you realize that (a) the individual boxes change daily, and (b) goods just don’t materialize on your retailer’s shelves, you begin to appreciate just what it is you’re really seeing, which is global business in action. Clearly, my interest in logistics didn’t develop from a desire to plunge into the world of transportation documentation. Rather, I was fortunate to be able to marry up my youthful fascination with Air Force jobs that allowed me to work around trucks and planes on a day-to-day basis. Working the ramp at Rhein-Main AB in Germany as an ATOC duty officer back in the day was probably the most exciting, frustrating, satisfying, and rewarding job I ever had. I try to infuse my students with my passion for logistics by sharing my experiences with them in the hope that they too will appreciate the field and be able to find a place for themselves in it. Thankfully, many do. As for me, I’m still a closet truck driver at heart. Don’t be surprised if you see me on Ice Road Truckers one of these days. DTJ

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PRESIDENT’S CORNER Welcome to Anchorage! LTG Ken Wykle, USA (Ret.) NDTA President

elcome to Anchorage! It has been a long challenging journey. In 2006, the NDTA site selection committee selected Anchorage for the 2010 Forum. The recession started in 2007 and continued through 2009. In 2009 the board decided to hold the 2010 Forum in the Washington DC area (National Harbor, MD), and delay the Anchorage Forum until 2012. The expectation was that the economy would be better. I will let you be the judge of the current state of the economy. In the spring of this year, the GSA Inspector General released a report citing excessive costs and waste involving a conference held in Las Vegas, NV. The government reaction was to issue a directive on 11 May 2012, requiring all government agencies to reduce travel by 30% from the 2010 baseline effective through 2016, prohibiting any government agency from spending more than $500,000 on any conference, and Secretariat level approval for any conference exceeding $100,000, plus posting the details of the conference on their website effective January 2013. We recognize the commitment you make to NDTA by attending this 66th Annual Forum. Thank you for participating. We appreciate the contributions from our commercial logistics and transportation industries during the last year. You have provided the capability to sustain our military forces here in the US and those deployed around the world. It is the government, military, industry team that ensures our National Security. In celebrating our 66th Forum, we will emphasize the role of the logistician, and share knowledge about government and industry topics. We have an exciting and rewarding professional program planned consisting of senior government, military, and industry speakers. We are honored to have the Commander of USTRANS-

COM, the Commander of AMC, the Director of DLA, the Deputy Commander of USCENTCOM, the Commander of Marine Corps Bases, Pacific, and other senior leaders as speakers during the Forum. We also have a full schedule of training/professional development sessions addressing topics requested by you. I encourage you to participate and lend your voice to the discussions. The exposition provides a great opportunity for attendees to meet industry representatives, learn about their products and services, and build relationships. For industry, it is an opportunity to promote your products and services. We have added an additional Expo period this year, and adjusted the schedule to provide more networking opportunities. Congratulations to the many award winners who will be recognized during the Forum: Mrs. Marcia Taylor, CEO, Bennett International Group; General Ann Dunwoody, Commander, Army Materiel Command; General Raymond Johns, Commander, Air Mobility Command; VADM Harnitchek, Director DLA; and COL (Ret) and Mrs. Denny Edwards, NDTA. Also, we will recognize the outstanding Military Transportation Units from each service, our Corporate Distinguished Service Members, and many chapter members. Please add your personal congratulations as you meet and talk to these outstanding leaders during the conference. This year’s theme is New Frontiers— New Opportunities. I encourage you to read the feature article in this issue concerning the Hybrid Airship. It will explore new frontiers and provide new mobility options for the military and industry. The article on DTCI challenges the current process and makes suggestions for consideration before awarding a follow-on contract.

The last year has been challenging, but NDTA continues to be the tie that binds industry and government together in the pursuit of common interest. Our committees have been actively engaged in the National issues impacting our industry. During the year several new rules and policies were announced by the Department of Transportation. These include Hours of Service (HOS) and Compliance, Safety and Accountability (CSA) for the trucking industry; and the Crew Duty Time Rule for Aviation. The appropriate committees are engaged with the military and industry on the implementation of these rules. The Military Airlift Committee has been renamed the Military Aviation Advisory Committee to better reflect its relationship with Air Mobility Command (AMC). The committee is focusing on sharing industry knowledge on topics relevant to AMC. An example is the use of simulators for training, and finding efficiencies in ground operations. The AMC is leading an effort to identify future requirements and capabilities. The Surface Committee continues with the implementation of HOS rule and CSA, and its impact on the industry. Members of the committee continue to be engaged with USTRANSCOM concerning the transition from tenders to FAR based contracts for TPS carriers. The Military Sealift Committee is focused on reauthorization of continued on page 64

W EL C ME

NEW corporate

members as of August 17, 2012

Chairman’s circle • Best Western International Sustaining patrons • Carlile Transportation Systems Regional patrons • All-Lift Systems Inc. • Allswell Supply Company • Cake Boxx Technologies

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The Aeroscraft the 21st Century Air Vehicle By Gen William Tuttle, USA (Ret.)

he Aeroscraft, a rigid, variable buoyancy air vehicle (airship) has been under development for several years. It is now completing an OSD-sponsored, NASA (Ames) directed Advanced Technology Demonstration of a prototype. Following the prototype demonstration, the program moves to the development of the first operational vehicle designed to airlift approximately 66 tons of cargo 1000 to 3000 nautical miles and employing vertical take-off and landing at full load capability. Since DTJ published its first article on the Aeroscraft development in February 2008, several of its major technology advances have been demonstrated by the Defense Advanced Research Proj8 |

Defense Transportation Journal

ects Agency. The most significant of these developments is the internal ballast management system—the key technology that separates it from all previously known airships and hybrid airships and enables its VTOL capability. That article described the Aeroscraft’s military utility Following the prototype demonstration, the program moves to the development of the first operational vehicle designed to airlift approximately 66 tons of cargo 1000 to 3000 nautical miles and employing vertical take-off and landing at full load capability.

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to support the evolving “stabilization and reconstruction” strategy, facilitating force repositioning and cargo distribution in difficult-to-access areas of the world, such as Afghanistan, as well as much of Africa and areas of now strategically important Asia. Aeroscraft doesn’t require airfields, only a cleared area large enough to vertically take off and land, and facilitate cargo handling at origin and destination. Its internal ballast management system allows it to rise vertically by releasing helium from its compressed helium tanks. It can rise to a convenient height to hover and position itself to take on its cargo, moving laterally by means of its newly developed

low speed control system. Once cargo is secured on board, the air vehicle can rise by releasing more compressed helium into its containment tanks and engage its vectorable turbo-prop engines for the lateral flight to its destination, producing aerodynamic lift assisted by the expanded helium. At destination, the crew completes the take-off procedures in reverse, employing the low speed control system in combination with the compression of helium and induction of air to settle to the cargo off-load position. The Aeroscraft is expected to fly at an altitude of approximately 12-18,000 feet, cruise at 100-110 mph, and will employ advanced avionics systems to allow it to avoid bad weather. Flight planning should minimize any hostile anti-air threat; its containment tanks for helium will be self-sealing. The first operational air-vehicles are designed for intra-theater air lift, each carrying the payload of approximately three C-130s—at the fuel cost of one—a 10 |

Defense Transportation Journal

The first operational air-vehicles are designed for intra-theater air lift, each carrying the payload of approximately three C-130s—at the fuel cost of one—a potentially large energy savings for both the Air Force and commercial users. potentially large energy savings for both the Air Force and commercial users. They will be the pioneers in further development of the air vehicle’s operational uses, exploring both its capabilities and developing coping strategies for any limitations it may have. They will also be the spring board for the development of its commercial potential to complement other transport modes. The Aeroscraft can offer mode operators and third party logistics providers the capabilities to broaden access to such customers as oil drilling and mining companies, humanitarian aid providers, construction companies, and other

september 2012

firms operating in the same kinds of remote regions as the military has foreseen. As experience with the operational air ships grows, the parent company, Aeros, will examine scaling up the cargo capacity—perhaps to a 500 short ton, 12,000 mile capability—or down to a smaller configuration. Flexibility of design of the cargo capability is an inherent advantage of the technological break-throughs that have led to Aeroscraft. Scalability is feasible, depending on commercial or military needs. When initial feasibility studies were first completed, one observer suggested that a potential market could be transport of the newly wealthy Chinese from the big metropolis concentrations in China to Macao, the site of giant gambling casinos, extending the gambling opportunities to luxurious travel at a hundred miles an hour to and from the casinos. This humorous idea does point out that the Aeroscraft concept facilitates new thinking of air transport ideas. The 500 ton/12,000 mile model would provide intercontinental air transport of cargo that requires point to point movement more rapidly than vessels, but at a cost much less than regular aircraft. The smaller configuration could be a useful tool for distribution, e.g. perishable food to Alaskan towns and villages, pick-up of fresh salmon catch at those places and delivery to Anchorage airport for transloading to aircraft bound for the “lower 48” or Europe. In effect, the Aeroscraft concept offers the opportunity to tailor the designed capability to a specific market segment large enough to make the incremental scaling investment viable. Aeros expects to train its crews, maintain the aircraft and manage the operations of the air vehicles for its commercial customers. Charters will be configured to best fit each user’s needs. In addition, the commercial air vehicles will be offered for the Civil Reserve Air Fleet to complement the fleet of air vehicles procured by DOD. As this article goes to press in early August, the Advanced Technology Demonstration is approaching a conclusion. Assembly of the prototype—The Pelican—is well underway with an expected completion in the Fall. Testing of all components is reaching final stages, and plans for the first production models are well advanced. Ahead lies the integration and ground test, lift-off and first flight. A new era of flight is about to begin. DTJ

In a war fought with stealth fighters, smart bombs, and night vision, the most important weapon could well be thermal socks. For more than 160 years, APL has been working to ensure our service men and women always have what they need to get the job done. Our unparalleled experience in ocean transportation and in-country logistics sets us apart from the competition. APL’s successful, long-standing relationship with the military proves that we have the resources and know-how to deliver when it counts. We won’t let you down, and more importantly, we won’t let down the troops who rely on the supply chain. We pride ourselves on being the mission critical link to success for our military yesterday and today, and we’ll be there for our troops tomorrow. To learn more about how we serve those who serve, visit www.apl.com/usflag.

U.S. Flag Services

www.ndtahq.com | 11

Military Logistics Readiness

he United States ered or strained. Among Military leads the other reasons for concern, world. From enthe DTCI operator is not listed basic training to bound by the same SDDC our prestigious military regulatory requirements academies, America crefor freight that binds ates the best trained men DOD service providers, even for shipments going and women and arms in and out of the same basthem with state-of-thees. It is difficult to quanart weaponry. Global tify whether or not DTCI conflicts, hemispheric saved money from what policy shifts, and budget could otherwise be purcutbacks define the next chased from the market. generation for our miliBy Jeff Tucker, CEO, Tucker Company Worldwide tary. Unfortunately, our Despite the best intenCONUS logistics protions, DTCI simply must gram known as DTCI falls short of statewas initiated several years ago by Pentagon be replaced. One need only hear the sarof-the-art. SDDC and the warfighter need logisticians. Many agree that a DTCI procastic comments from active duty or civila better program. gram based on an IT platform could have ian personnel when DTCI is mentioned in At the 2012 SDDC Training Symvastly strengthened SDDC’s toolbox. Untheir offices, or the crowd murmurs when posium, senior military logistics leaders fortunately, DOD chose a different path, it is mentioned in larger, open national informed soldiers and industry that our outsourcing the IT and logistics managelogistics forums and training sessions. new military has new challenges ahead, ment itself—which is one of the most It is no surprise that, experienced trafrequiring industry to be swift, nimble, fundamental and primal strengths of any fic managers, as well as both the civilian and highly responsive to the warfighter’s military, SDDC, active duty traffic manand active duty leaders who championed needs. Also earlier this year, the Joint agers, and civilian traffic managers. DTCI—have retired or moved on from Staff ’s Director of Logistics described the Many agree that the program has cregovernment service, draining DOD’s exmilitary logistics system as “strained” as a ated otherwise preventable delays, added pertise in this core function. This is an art result of 10 years of war. procedures, and wastes of time for both form DOD can’t afford to lose. However, no one is directly addressing civilian and active duty traffic managers. However, all is not lost. Industry partthe elephant in the room—DTCI, also In addition, DTCI has contributed to ners are prepared to be proactive, anticiknown as DTC, short for Defense Translower morale within some TMOs, as critipate SDDC’s needs, and deliver the kind portation Coordination Initiative. DTCI cal service provider relationships were sevof service, cooperation, and cost savings

A Logistics Roadmap for the New American Military

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Defense Transportation Journal

september 2012

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our military deserves. It can be done, but it must start with replacing the DTCI program with a better system. Our new military’s success requires logistics readiness and capabilities that leverage the transportation marketplace to benefit DOD, and use available technology as “weapons” in the fight. This achieves three key objectives: 1) returning control over logistics to our military leaders; 2) placing military leaders in direct comThis was an advantage even the biggest commercial businesses didn’t possess, then or now—a nearly perfect and open market, one where 600-900 approved vendors could compete openly against one another, even seeing one another’s prices. munication with their industry service provider partners; and 3) providing military leaders with the reporting tools and information, oversight, and commercial insights required to fight, defend and deliver. Success in these areas will empower our world’s best military to set a new and very high standard for logistics readiness, response, and expertise. However, if success of this kind is to be achieved, a new logistics model must be deployed. When it adopted DTCI, the DOD leadership gave away SDDC’s and USTRANSCOM’s single largest competitive advantage in the area of logistics. This was an advantage even the biggest commercial businesses didn’t possess, then or now— a nearly perfect and open market, one where 600-900 approved vendors could compete openly against one another, even seeing one another’s prices. This drove up competition and drove down costs. When DTCI shut off that valve, it was like applying a tourniquet to a perfectly good leg. It’s time to remove the tourniquet, strengthen SDDC operations, and bring control of a vital resource back into the hands of the world’s greatest logisticians. SMaRT LOGISTICS FOR THE NEW MILITARY

Here’s the good news: Regaining control and improving logistics can be done relatively quickly. Everyone likes an appropriately named acronym, so we will call this, “Strategic Military Readiness Technology” 14 |

Defense Transportation Journal

or “SMaRT.” SMaRT is designed to be state-of-the-art; reduce the strain on DOD logistics; squarely address our leaders’ stated needs for future logistics readiness; and solve the most common SDDC & TMO staff dilemmas. In sum, SMaRT will meet our key military logistics objectives. First Objective: Returning Control Over Logistics to Our Military Leaders

The Oxford English Dictionary defines logistics as “the branch of military science relating to procuring, maintaining and transporting material, personnel and facilities” (underscore added for emphasis). Military historians and academic experts

to AA&E and household goods too. SMaRT starts with good Transportation Management Software (TMS) technology. TMS is the system that will manage all shipment data overseen by SDDC, carriers, brokers, rates, dispatching, risk management, and administration. TMS is the method SDDC, TMOs, and commands, will use to interface with all approved DOD providers. This enables direct contact between military commanders and TMOs and their vital logistics partners. SMaRT is rounded out by creating a public-private advisory body that reviews non-classified performance data and problems, to offer SDDC lead-

US Navy Logistics Specialist 3rd Class Cole Henry waits in a forklift as an MH-60S Seahawk helicopter delivers cargo pallets during a vertical replenishment aboard the aircraft carrier USS Ronald Reagan (CVN 76) May 31, 2011. (US Navy photo by Mass Communication Specialist 3rd Class Dylan McCord/Released)

agree that logistics originated with early militaries. The military’s primary objectives are providing for the defense of the nation, and fighting and winning our nation’s wars, but those capabilities are impossible without finely tuned logistics science and procurement providing them the resources they need. Next to battle, military logistics management is the most primal function of any military. So why have we unplugged the management of this critical function from the military? Military logistics management should be in the hands of our military, and should be controlled, refined, and used as effectively as our weaponry. SMaRT empowers our military leaders to be back in control of their materials, their TMO staff around the world, and their budget. It puts them in direct communication with providers. Best of all, SMaRT enables these benefits to extend

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ers ideas for improvement. This body will objectively analyze cost savings, and use metrics to help measure achievement of performance goals. As the saying goes, what we measure we improve. In the marketplace, there are ample TMS providers with vast experience consolidating shipping data, optimizing loads, and enabling shippers like DOD to reduce expediting, lower overall costs, improve visibility, and provide interested parties with reliable ETA (estimated time of arrival) information. For good reason, these systems are often referred to as “control towers.” The DOD should seek only “pure” providers of TMS, who are solely TMS programmers. DOD should expressly avoid TMS providers that are owned or operated by transportation service providers. This better ensures the TMS provider’s focus is on unbiased, objective decision

making. TMS providers can work with SDDC to design a multitude of standard and custom reporting capabilities that provide the insight they need to encourage positive change. For instance, SDDC could have powerful tools like:  A reduction in the number of freight systems from three or more, to one.  Populate the TMS with all qualified DOD transportation service providers, from brokers & 3PLs, to motor carriers.  Establish rules to automatically prequalify, qualify, and perform required administrative work on these providers, including verifying DOT authority, insurance, safety ratings, bond, and other publicly available information.  Having service providers upload documents into the TMS, for SDDC review and acceptance.  TMS will turn off providers who lose qualification immediately, so they aren’t able to be assigned to loads.  TMS can require shipment tracking data, providing the visibility SDDC desires and needs.  TMOs can save transportation costs

and maximize opportunities for consolidations, by entering shipment data, like: – earliest time available for pickup; latest time available for pickup – earliest delivery time; latest possible delivery time – number of pallet spaces; weight; etc. These variables allow the TMS to optimize and consolidate (or not) shipments, then offer them to service providers, and confirm with TMOs the details. One of the biggest complaints by TMOs everywhere is the “lowest cost provider” who never has an available truck. Every TMO has a long list of offenders, but not every TMO files complaints about the wasted time, missed RDD, delayed missions, and expedited costs to recover. TMS can enable SDDC to place rules around minimum performance requirements for service providers and maximum time allowable to (a) confirm acceptance; and (b) get the shipment loaded. Information is power. Providers who perform can be rewarded with



more business, and providers who don’t perform can be identified and avoided. Second Objective: Placing Military Leaders in Direct Communication with Industry Service Providers

USTRANSCOM and SDDC leaders and TMOs alike describe the need for better communication with transportation service providers. SMaRT removes the barriers that exist today, restores the unprecedented open marketplace DOD once enjoyed, and allows DOD to communicate directly with its service providers in a variety of ways, including: messages, bulletin boards, and pop-up reminders, or critical messages at load acceptance. What is more, such open contact allows leadership to encourage and providers to perform in the desired fashion with clearly communicated performance metrics. Direct Communications: Advisory Body

When DTCI took effect, DOD outsourced much of its service provider

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oversight, and then lost most of the interaction with service providers. SMaRT relinks DOD with its service provider partners directly. Future SDDC leaders will be speaking directly to hundreds of small, medium, and large carriers, as well as third party logistics companies, whose collective capabilities dwarf those of any single company. SMaRT establishes an advisory body of military and service provider leadership that meets periodically to review key performance indicators. This enables DOD logistics leadership to gain valuable insight into how to solve certain performance issues, and enables DOD leadership to communicate clearly to service providers about where, when, and how it can best utilize providers in the coming months. It delivers a variety of the best minds to DOD’s doorstep—not just the ideas of one voice. NDTA, which is an established publicprivate organization, might be a perfect vehicle or template for this advisory body. Regardless, thoughtful design should go into planning the advisory body. The service provider side should be a balance of executives from small, medium, and large brokers and carriers, and maybe trade association representatives. This ensures a richly expert forum. Direct Communications: Pricing & Service Parameter Controls

As stated earlier, before DTCI, DOD service providers had various ways to see competitors’ rates. It was an unbelievably powerful tool to obtain the best available pricing. SMaRT would allow service providers to compete for more business by lowering prices. SMaRT also improves DTCI by capturing every acceptance or refusal, giving the Department of Defense a crystal clear picture of the reliability of each service provider. So, if a provider wants to drop 10 cents per mile to become the first called provider, it better accept the loads tendered, or risk certain loss of credibility, dropping off certain routing lists, or even being disqualified as a vendor entirely. Direct Communications: Urgent Messages

Whether it is a national state of alert, a regional weather development, a change in conditions at a particular base, an acute security threat, or a variety of other 16 |

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issues, there are many occasions when it is essential for DOD leadership to communicate directly with service providers at a moment’s notice. As described earlier, SMaRT’s TMS enables the Deparatment of Defense to instantly communicate with service providers through a variety of techniques. A unified single database of service providers, with the ability to broadcast to the universe of active service providers, or any sub-set, makes for extremely efficient and effective communications.

pickups among service providers. In this example, the SDDC could show the TMO his/her performance data vs. his/her peers; SDDC, and maybe even the base commander, could see the performance measured against peers—each offering encouragement or influencing change. Intelligent and thoughtful metrics can be selected from a virtually endless variety to work together with the Advisory Body and military leadership to improve performance, and provide a forum for feedback. SUMMARY

Third Priority: Empower DOD Leadership with Effective Reporting Tools

SMaRT proposes a state-of-the-art, standalone TMS, and an advisory body of the

The New American Military demands the world’s best logistics platform, and productive collaboration between military and commercial logistics experts. Success

NDTA, which is an established public-private organization, might be a perfect vehicle or template for this advisory body. Regardless, thoughtful design should go into planning the advisory body. The service provider side should be a balance of executives from small, medium, and large brokers and carriers, and maybe trade association representatives. This ensures a richly expert forum.

best minds in commercial logistics to continually collaborate with DOD leadership on commercial and defense best practices, elevating the New American Military Logistics to greater heights. Critical to improvements and cost reduction are solid reporting capabilities. Most TMS providers have dozens of metrics to measure their providers’ performances, and those of the shipper too. Transportation relationships aren’t onesided, and challenges may arise from the performance of the provider or the shipper, depending on circumstances. To illustrate the power that TMS visibility can give SDDC, here’s just one example. At first glance, a base may have higher than average truckload and expedited costs. Closer review by SDDC staff of key metrics may find it has nothing to do with freight prices, but everything to do with the TMO entering shipment data at the last minute. This reduces the number of providers available to compete for the load and may force expedited service. Data shows this in many ways, such as: average hours of advance notice; average number of pallets per truck; breakdown of LTL, truckload, expedited, air freight vs. region vs. country; and higher than average late

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requires the DOD to take back control of its most primal function—logistics— then use the considerable leverage it has to obtain a solid TMS that will enable DOD to communicate directly with, manage, and measure, its service providers, maximizing its leverage in the marketplace. Doing so will meet the stated goals of military logistics leadership, reduce transportation budgets, solve decadesold problems, and vastly improve DOD’s control and visibility over its materials. That’s SMaRT. DTJ Jeffrey G. Tucker is CEO of Tucker Company Worldwide, and CEO and co-founder of QualifiedCarriers.com. Tucker Company Worldwide is a proud service provider to the SDDC, DOD, GSA and other agencies of the Federal Government. Mr. Tucker is Treasurer of the Transportation Intermediaries Association, the largest trade association of brokers and forwarders; and a Sustaining Member of NDTA. This commentary is an expression of his professional opinion on the matter of military freight, and is offered with the utmost respect and admiration for the men and women of our military, USTRANSCOM and SDDC.

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Photo by Bill Hudgins

By Art Beltrone

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arine PFC Micky Santa lay uncomfortably on his rack aboard the troopship taking him to Vietnam. No sooner had the USS General Nelson M. Walker slipped under San Francisco’s Golden Gate Bridge, than Santa became violently seasick. For the next 19 days in January 1967, the 18-year-old wondered if he’d live to leave the ship. Despite his weakening condition, PFC Santa used a felt-tip pen to write on the bottom of the canvas rack inches above him, “PFC. M.C. SANTA 3rd MAR. DIV. F.M.F.” He added his Issaquah, WA, address and finished with a reference to his brief college experience—“OR-UW. CAMPUS-HAGET HALL, ROOM 401.” He wanted to be remembered. Almost 40 years later, as the Walker was being cut into small metal sections at a Brownsville, TX scrapping facility, PFC Santa’s graffiti-marked canvas was recovered by volunteers from our non-profit Vietnam Graffiti Project. The recovery team consisted of me; my wife, Lee; Marine veteran Ed Keller; and two Army Vietnam veterans, Jerry Barker and Merle Lindsey, both of whom went to Vietnam aboard the ship. During the 1960s, Ed Keller and I served together in the 2nd Battalion, 25th Marines, 4th Marine Division, a Ready Reserve unit with headquarters in Garden City, NY.

The mission was to collect and preserve historic artifacts, including graffitimarked berthing canvases, for a public exhibit that would travel the country to honor the service of all Vietnam veterans. DISCOVERY

The original discovery of the graffiti on the Walker occurred in 1997 when Jack Fisk, the production designer for the film The Thin Red Line, invited me to visit the 608-foot-long ship in the James River Reserve Fleet—also known as Virginia’s “Ghost Fleet”—administered by the Maritime Administration (MARAD). He wanted to videotape the architectural details of a real troop compartment in order to accurately create one for the movie. Donning hard hats and life vests, we were ferried in a small boat to a row of anchored, aging vessels. There were more than 100 ships in the river at the time, and the Walker, built at the end of World War II, was one of 16 ships in one “nest,” or row. As a specialist in military artifacts, it was my job to identify the correct uniforms, equipment, weapons, and personal items for the film. Jack knew I would enjoy seeing the ship and invited me along. John Shaw, a MARAD employee, was our guide. “We’ve got to climb that ladder,” Shaw advised as we pulled alongside the

MOVING HISTORY The graffiti includes messages of hometown, family, humor, apprehension and patriotism, all created by young Americans going to war. When the inscriptions were made, those who did the artwork never expected their work to be preserved and exhibited more than 40 years later. Moved by what he viewed, one veteran said to his son, “I never thought anyone cared about my service.” His comment about the “Marking Time: Voyage to Vietnam” exhibit was similar to other veteran comments throughout the United States, at more than 20 museums, historical societies and art galleries, where the “Marking Time” exhibit has appeared since 2007. There are actually two identical exhibit units created to appear at museums. They were developed by the Vietnam Graffiti Project, an all-volunteer nonprofit organization founded in 1997 with the goal to honor Vietnam veterans with a unique exhibit that has earned national attention. “Marking Time: Voyage to Vietnam” continues to be shown throughout the nation and a transportation sponsor is being sought by the Vietnam Graffiti Project to enable both exhibits to reach more venues. Each exhibit is shipped in six crates weighing a total of just over 2,000 pounds and each usually visits three different venues during a 12-month period. A donation of transportation can be used by the firm as a tax-deductible contribution.

Photo by Bill Hudgins

To learn more about how you can assist, please contact Art or Lee Beltrone, Vietnam Graffiti Project, 6057 Gordonsville Road, Keswick, VA 22947. Call 434-296-1288 or email vietnamgraffiti@yahoo.com

Canvases like those removed from the Walker troop compartment were used in the “Marking Time: Voyage to Vietnam Exhibit” being checked by curators Lee and Art Beltrone.

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You can see the exhibit by visiting the Museums/Media Info page of the Vietnam Graffiti Project website at www. vietnamgraffiti.com. The CBS-TV news story link shows the exhibit in Tacoma, Washington, and PFC Santa.

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Santa Lucia, a rust-covered cargo ship. The ladder, with steel steps and cables for handrails, extended upward at a steep angle from a small, floating wooden platform that rocked with the river’s movement. The rusting Walker, capable of carrying 5,000 troops, was the fourth ship in the row, and Shaw led us up and down stairwells of the first three ships until we reached the troopship. A key opened an entrance hatch, and we descended into the ship’s lower levels. A musty aroma filled our nostrils. The ship had been moored in the river for almost 30 years. We were told it would be scrapped. Shaw led the way into a compartment with more than 50 eight-man berthing units. Each had two stationary vertical poles attached to the floor and ceiling (deck and overhead) with four bunk units attached to the poles on each side. Steel chains, used to keep the frames in a horizontal position, could be shortened to move the frames in an almost upright position when not occupied. Each bunk had a thin foam rubber mattress within a mattress sack, a sheet, a blanket and a small pillow. Bright orangecolored life vests were strewn haphazardly on almost every rack, adding color to an otherwise colorless setting. Fisk began videotaping while Shaw and I used our headlamps to illuminate the rows of bunks. There seemed to be graffiti everywhere. The light focused on an ink drawing of a male cartoon figure about to jump from an upper story hotel window. With phone in hand, the man proclaimed in the accompanying dark ink caption—“Room service? This is 1708 … cancel that chicken salad on white …” Other canvases included the names of soldiers and Marines, along with the names of hometowns, wives and girlfriends; poetry; drawings of muscle cars and animals; patriotic sentiments; antiwar slogans; peace symbols; political statements and simple artwork. There were obscenities, too. The musings were left by men going to Vietnam in 1966 and 1967. Even the “Kilroy” cartoon character of World War II fame was drawn on one. We realized that behind every inscription was a personal story. We felt we had entered a time capsule. 22 |

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Micky Santa’s graffiti-inscribed canvas (top left) is shown with a 1967 copy of troop newspaper, The Walker Report. Another Marine-inscribed canvas (top right) relates to Hills 861-881 near Khe Sanh, and a Leatherneck named “Dan” wanted to be remembered with “Cheri.” The canvas at lower right was apparently influenced by the Buffy Sainte-Marie song, “Universal Soldier.”

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The unexpected graffiti discovery led to the formation of the non-profit Vietnam Graffiti Project. For the next seven years, with permission of MARAD, volunteers removed graffiti-inscribed canvases and other artifacts from the ship. The material was transferred to artifact collections at the Library of Congress, the Smithsonian Institution, Marine Corps, Army, and Navy, as well as state and local museums throughout the nation. Word was passed in late 2004 that the Walker would be towed to the Brownsville scrap yard and dismantled. Project volunteers were allowed to visit the yard and remove additional graffiti-inscribed canvases and other artifacts for the planned “Marking Time: Voyage to Vietnam” exhibit, to be developed in partnership with the Virginia Foundation for the Humanities. PFC Micky Santa’s inscribed canvas was among more than 300 others recovered. When we arrived at the site, workers in protective gear used torches to cut into 24 |

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Photo by Lee Beltrone

RECOVERY

the ship’s thick hull and interior. Once the sections were almost severed, they attached cables, and a powerful crane tore them away. The ship was dismantled from bow to stern and eventually 8,400 tons of steel were recycled.

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Above, the Walker is tied up at an Okinawa pier in August 1967, before its final run to Vietnam with more than 3,000 American combat troops. She had deteriorated by 2005, when cutting torches and crane cables were used to dismantle her at a Brownsville, TX scrapping facility. One of several large piles of berthing unit frames, with canvases attached, is shown in the foreground.

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1960s’ Marine Ed Keller shines his flashlight on a canvas about to be removed from a Walker troop compartment by fellow Marine Art Beltrone, as Army Vietnam veteran Jerry Barker looks on. The creator of the “Viet Nam 67-68” canvas was recently located. Soldier-artist Mike Brinkley explained he believed that he would not return from the war and wanted to be remembered. Photos by Lee Beltrone.

Prior to the cutting, workers cleaned out the troop compartments and offices. Piles of discarded material dotted the sunbaked shore. One area contained a stack of orange-colored, 25-man life floats, each containing two oars and a gaff. Nearby, several piles of wall lockers with bent doors and jagged edges glistened in the sunlight. Lifeboats dating to World War II were in another area with mattresses, pillows and life vests. Several large stacks of steel berthing unit rack frames, canvases still in place, awaited destruction. Almost all contained graffiti. Inside the ship, we explored the troop compartments, many empty except for bulging garbage bags. The bags contained what had fallen from the berthing units 26 |

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when removed. There were books, magazines, newspapers, playing cards (more aces than any other card), empty cigarette packs and candy bar wrappers, peanut shells, drinking cups, locks, flip-flops, and Rosary beads. A number of beer cans and several liquor bottles were also found. Keller carefully removed the bagged material and discovered copies of The Walker Report, published aboard ship during the voyages. “I thought to myself,” he said later, “how important the material was. The newspapers tell the story of an era, and the young men who actually wrote and read the stories on their way to war.” Several berthing compartments still contained racks, and we systematically checked each canvas for historic or artistic graffiti. At one point Jerry Barker exclaimed excitedly, “Here’s Pig Pen,” seeing the neatly-written name of a member of his 2nd Squadron, 1st Cavalry unit. The nickname referred to a soldier whose uniform never seemed squared-away. Despite his unkempt appearance, the trooper proved an excellent combat soldier. He was killed in Vietnam. Most of the graffiti was created by Army personnel with only a small amount left by

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Marines. It was against regulations to write on the canvases, but as some graffiti-writing soldiers later explained, “What were they going to do to me—send me to Vietnam?” One historic Marine-inscribed canvas immediately caught our attention and was cut from its metal frame. The unidentified Leatherneck, misspelling the first word, wrote in red ink, “Conquerers of Hills 861-881 North, April 15, May 14, 1967, G Company, 2nd Battalion, 3rd Marines, 3rd Mar. Div.”—a reference to heavy fighting on hills surrounding Khe Sanh, the Marine Corps base in northwestern South Vietnam. The graffiti writer apparently returned home on the Walker after his combat tour. When there was a hometown associated with the name of a soldier or Marine, my wife, Lee, who photographed the ongoing artifact discovery and recovery process, searched for him using Internet telephone directories. Her success uncovered voyage experiences that were recorded. After several days of searching, the necessary exhibit components were collected and stored in a protected area of the ship before we all returned home. About a week later, I flew back to Brownsville with another project volunteer, Marine Gulf War veteran Wayne Genova. The artifacts were loaded into a rented truck for the trip to Keswick, VA, headquarters of the Vietnam Graffiti Project. The traveling “Marking Time: Voyage to Vietnam” exhibit was next assembled for its national tour, beginning at the United States Navy Memorial, Washington, DC. Seasick PFC Micky Santa did make it off the Walker when the ship arrived in Vietnam. He found the strength to climb down a cargo net and drop into the bobbing landing craft that transported him and his fellow Marines to shore. Forty-two years later, Santa was able to see his graffiti again when “Marking Time: Voyage to Vietnam” opened at the Washington State Historical Society in Tacoma. DTJ A portion of the Vietnam Graffiti exhibit can be seen on display in the NDTA Expo Hall. This article is reprinted with permission of Semper Fi Magazine, the official magazine of the Marine Corps League. The author is a member of the Marine Corps League’s Cpl. Bradley T. Arms Detachment, Charlottesville, VA.

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The Lean, Green Supply Chain Machine By Anne Remien, President, and Linda G. Tresslar, Chief Operating Officer, Allswell Supply Company

he theme of this year’s NDTA Forum is “New Frontiers – New Opportunities”. Efforts to green the supply chain fit right into this focus. Any supply chain by definition is a dynamic process, from manufacture to delivery, with multiple stakeholders including: users, vendors, manufacturers, purchasers, transporters, warehousers, and employees. The term “green” can mean a variety of things to people, however, within this vast arena lie numerous new frontiers and opportunities throughout the supply chain. The defense industry is challenged with meeting a host of government mandates and expectations for meeting green objectives to improve sustainable operations. While these run the gamut from warfighter to supplier, we focus here on efforts and new frontiers within the supply chain from manufacturer to warfighter/user, specifically on already available products that are helping vendors and suppliers deliver new green solutions for efficiency and savings within the existing supply chain.

MANDATES AND EXPECTATIONS

Are there sustainability initiatives emerging that vendors and suppliers ignore at their peril when it comes to government mandates and user expectations for sustainable business and operating practices? The expectations are becoming fairly settled in the world of new design and construction. The US Green Building Council’s LEED (Leadership in Energy Efficiency and Design) system for establishing and measuring a project’s level of sustainability has served to coalesce the focus and direction for those involved in the design, construction and operation of real estate assets in the public and private sectors. The focus for government and the private

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sector is now turning largely to setting and achieving similar goals in existing buildings and supply chains. Research is now yielding evidence of the positive impact of adoption of certain sustainability initiatives as represented by a building meeting LEED or Energy Star certification requirements. There is a clear consensus among most asset stakeholders that LEED certification standards, measures and initiatives are the direction to follow when The Defense Logistics Agency (DLA) continues to look to its defense department customers for direction on green or sustainability requirements, and then turns to contractors and vendors to deliver.

it comes to new building design and construction. Focus has now shifted to the other 99% of existing buildings and their operations. This is being adopted in both the public and private sectors. This is where variations in focus and priority of importance in sustainable operating practices begin to emerge as potential costly stumbling blocks or key value differentiators in the future. The same can be said of the supply chain. The Defense Logistics Agency (DLA) continues to look to its defense department customers for direction on green or sustainability requirements, and then turns to contractors and vendors to deliver. This is where cost/benefit calculations are made, and a winwin common ground must be forged. Systems and products that meet the sustainability requirements of the defense industry user, and provide a cost effective and efficient solution for the vendor, will likely be adopted.

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Government Mandate and Regulation

The ultimate influencers of green initiatives are federal mandates enacted through law and regulation. The expectations of the federal government, as both owner and tenant/user of real estate, and user of products and services are emerging with clear implications. Executive Order 13514 signed by President Obama on October 5, 2009 establishes numerous sustainability requirements for federal government agencies to meet, including:  26% improvement in water efficiency by 2020;  50% of construction, recycling and waste materials must be diverted from landfills by 2015;  95% of all applicable contracts will meet sustainability requirements;  Implementation of the Department of Energy’s 2030 net zero energy building requirement for new buildings;  Implementation of the storm water provisions of the Energy Independence and Security Act of 2007, section 348. This order makes it clear that success will be measured through broader operational criteria that applies to supply chain activities as well. Several voluntary participation programs are also being supported by federal agencies to solicit participation by private industry in helping government agencies meet their own mandates. The US General Services Administration (GSA) and the Environmental Protection Agency (EPA) recently announced a new GreenGov Supply Chain Partnership to promote clean energy, as well as cut waste and pollution in the federal supply chain. Those federal suppliers who participate and provide information on their efforts to reduce

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green house gas emissions will benefit as the program develops an incentive-based approach to developing contract advantages. There are specific strategies sought from carriers such as idle reduction, improved aerodynamics and freight logistics to name a few. For shippers, the program encourages intermodal shipping, full truck loads, preferential docking, warehouse improvements, electric forklifts, among others. The GSA states that the federal government is the largest energy consumer in the US economy with purchases of over $500 billion in goods and services each year. With this size of a target, it is clear that both federal mandate and voluntary programs (the stick and carrot) will be employed. The good news is that private industry has been leading the way in innovation of greening both building and supply chain. Innovation within the defense industry can be as simple as importing products, processes and services that are already used in other industries. Military agencies continue to refine their own mandates in order to comply with the broader federal mandates as well as their own objectives. A recent example comes from the Air Force as leaders announced in May 2012 a new policy focused on pollution prevention and waste elimination efforts referred to as P2. The crux of this policy is to minimize waste through:  20% reduction of the 2008-2010 average of recurring hazardous waste;  Diversion of 65% by weight of nonhazardous waste from landfill disposal, excluding construction debris;  Reduce toxic release inventory releases by 35% from a 2006 baseline. NEW OPPORTUNITIES IN PLAIN SIGHT

It is no surprise that both federal and private sectors’ focus on greening in building and supply chains is aimed on the low hanging fruit. In the prisms of both cost savings and meeting mandates, the first wave of focus and effort has covered areas of energy usage including energy and fuel efficiency, as evidenced by ratings and standards including LEED building operating standards and the EnergyStar rating system. Significant cost savings and efficiency increases are now being well documented throughout the defense industry. Water management has also been an area of focus. Additional process improvements have been achieved through 30 |

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new technologies and better supply chain management strategies. The cost of delivery of goods is always under review for continuous process improvement and cost savings. This is becoming solid ground. One of the largest areas of sustainability focus that has been lagging behind has been in the area of improved waste disposal management and pollution control. The federal mandate referred to in Executive Order 13514 calls for 50% reduction in waste going to landfills from all federal agencies. This lagging area then can be viewed as an area where new frontiers and new opportunities exist. While there are numerous areas of supply chain management focused on green supply chain initiatives, there are few products already available in the market that can help meet these challenges. They are representative of numerous products that are out there for government agencies and their contractors to consider as they seek additional gains in improvement in this area of green supply chain goals and objectives. Between transit and storage, there are several products that are delivering both cost savings and landfill diversion, including a reusable, recyclable pallet wrap, plastic pallets, and slip sheets. They represent market opportunities in the area of pollution and waste reduction. The most popular method of goods transport from warehouse to end user involves the use of plastic stretch film and wooden pallets, both of which end up in landfills sooner rather than later. Below, we outline examples of readily available alternatives that fulfill the same function while providing cost savings and efficiency enhancements, proving that new opportunities may in fact be in plain sight. Reusable Pallet Wrap

The Pallet WrapZ is a reusable, recyclable alternative to stretch wrap that must be disposed of after one use. With a one person application process, the pallet wrap is faster and cheaper. It can be reused and it significantly reduces contribution to landfill waste. This product has been used in the private sector for several years with companies such as Goodness Greenness, achieving diversion of 118 miles of stretch film annually from landfills. Annual cost savings of 50% and more over prior stretch film costs have been achieved by

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companies using the pallet wrap. Stretch film can only be used once, then cut upon removal, and disposed of at significant additional cost.

Photos courtesy of Pallet WrapZ

Slip Sheets

Both Home Depot and SBS Worldwide have adopted use of slip sheets to replace pallets. SBS Worldwide is an international freight forwarder that switched to slip sheets from wooden pallets, and achieved 15% freight cost savings annually. Slip sheets are lighter and less bulky, providing more space for freight, and resulting in fewer shipping trips with lighter freight. Slip sheets weigh 20 times less than wooden pallets and are recyclable. Home Depot launched an initiative in 1995 aimed

Photo: Logistics Slip Sheets

at migrating 55% of their vendor shipments to slip sheets over time. After one year, the program delivered $2 million in savings to Home Depot and its vendors. Home Depot also reduced their pallet expense by $660,000 and disposal costs by $760,000. In addition, use of 1.8 million pallets was eliminated. KEY IMPEDIMENTS TO SUCCESSFUL ADOPTION OF NEW OPPORTUNITY

As with the traversing of any new frontier or pursuit of new opportunities, there are impediments to success. With respect to greening of the supply chain, this is a relatively new focus with a new framework for success measurement within existing supply chains. Adoption of new practices in a fluid system with many stakeholders, such as a supply chain, is only successful when there is a common purpose perceived to be of value to all involved. The mandate and support must come from the ultimate customer and from leadership throughout the chain. In addition, there must be incentive throughout the universe of participants to adopt new

products or processes. When it is clear that the ultimate end user; in this case the defense industry and its agencies; desires the product or changes, then a framework can be crafted to ensure successful implementation that will benefit all parties. Challenges can come from areas that one may not first consider, like an individualâ&#x20AC;&#x2122;s performance measurements, budgetary controls or lack thereof, or an employeeâ&#x20AC;&#x2122;s compensation structure. However, a clear desire to adopt a new product or process, combined with the proper incentives and ability to meet objectives, will help to ensure success. Twenty-five years ago, just-in-time inventory was the industry buzz. Now no one talks about it. That JIT lessens the huge inventory commitments in government and industry, is now the norm. No discussion needed. Green initiates can have the same system-wide positive results that JIT has shown. Green can, and should be efficient, safe, and cost saving, and there is no reason why it shouldnâ&#x20AC;&#x2122;t be. As Americans, we thrive on these challenges. New products, systems, and in-

dustries rise from challenges that become unquestioned world-wide standards. It is clear that greening of the supply chain will be a process of continuous improvement for the defense industry and its support infrastructure. Federal mandates dictate this. Requirements from the various military agencies dictate it as well. Defense contractors will ultimately be the group to deliver continued improvement results. This can only happen in an environment that embraces new frontiers and new opportunities. Our focus on several products that represent new alternatives for an existing supply chain model, highlights that new opportunities are available in the market, hiding in plain sight. They represent a means of greening the supply chain without having to change the supply chain. They are but a few of the opportunities out there. It is the challenge of those supporting the defense industry to find and adopt these types of products or services, or create new ones, in order to continue forging a lean, green supply chain machine, to support the defense industry. DTJ

San Antonio

TEXAS

67th Annual NDTA Forum & Expo

September 7-11, 2013

www.ndtahq.com | 31

corporate profile Totem Ocean Trailer Express By Glemious Jackson-Chatters

he average temperature in Anchorage, Alaska during the winter months is 11 degrees with an average winter snowfall of 75.5 inches. To most, that would be a deterrent, but for Totem Ocean Trailer Express (TOTE) and its employees, this is motivation. TOTE prides itself on being the leading ocean carrier for cargo service between the ports of Anchorage, Alaska and Tacoma, Washington. Since 1975, TOTE has succeeded in this mission. TOTE began its journey as a privatelyowned corporation and nearly 40 years later, continues to conduct business in the same manner. TOTEâ&#x20AC;&#x2122;s culture can best be described as cohesive, close-knit, and very family-like and rightfully so, as most employees have a long tenure with the organization. In fact, the average employee has been with the company for at least

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eight years. It is precisely this quality that allows for such great success. As a result of this close camaraderie and solidarity, TOTE can extend this spirit of fellowship to the larger community in the form of superior customer service. TOTEâ&#x20AC;&#x2122;s mission is founded upon the basic element of the golden rule. Simply put, do unto others as you would want them to do unto you, and this applies to each customer interaction. TOTE employees settle for nothing less than complete customer satisfaction. The goal is customer-focused solutions, in a timely manner that ultimately results in a seamless, efficient, and accurate transaction. TOTE has the newest vessels serving the off-shore domestic trades. The Orca class vessels, the Midnight Sun and the North Star, were launched in 2003. These vessels were designed and

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built specifically for the Alaska trade and because of this, TOTE provides consistent, on-time, twice weekly service yearround. TOTE has also been recognized extensively for contributions to environ-

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mental sustainability in both vessel design and terminal operations. TOTE maintains a long and continuing relationship with the military. With five Army and Air Force bases in

The importance of giving back and assisting others is not only encouraged, but consistently practiced throughout the organization. Starting with the Executive Board and trickling down to the least senior employee, philanthropy and community take precedence. Alaska, TOTE handles a near constant flow of cargo for the military between the North Country and the Lower 48. The Surface Deployment and Distribu-

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Defense Transportation Journal

tion Command (SDDC) is among the company’s top customers. TOTE provides exceptionally efficient capabilities for dealing with exercises, deployments, and redeployments for the Military due to their expertise and experience in moving Military freight. In addition, TOTE’s Roll-on Roll-off (RO RO) ships are equipped to handle any type of cargo. TOTE regularly moves rolling stock and trailers/containers of equipment to and from Alaska from all over the Lower 48. TOTE also has a contract to supply commissaries, base exchanges, and various other destinations at the bases from two distribution centers, Tracy and French Camp, California, both near Stockton. These deliveries amount to between 12 and 17 trailers per week. Other major TOTE customers include retailers, grocery, household goods/personal property shippers, and new and used vehicles, all of whom depend on TOTE’s reliability to support their businesses.

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TOTE is dedicated to serving the greater Alaskan community as well as the Seattle and Tacoma populations through various charitable contributions and events. Annual participation in local food drives, as well as larger-scale activities such as the MS Walk and the Susan G. Komen 3-Day Breast Cancer Walk, is standard for TOTE and its employees. The importance of giving back and assisting others is not only encouraged, but consistently practiced throughout the organization. Starting with the Executive Board and trickling down to the least senior employee, philanthropy and community take precedence. As an organization, TOTE has a lot of respect for the military. It is a privilege to work with the military in such an amazing capacity. The relationship has flourished and the results have been nothing short of stellar. With a fleet of nearly 1,700 trailers and specially-designed vessels, TOTE is positioned to be a leader in this business for many years to come. DTJ

A supply chain is a supply chain regardless of what color uniform it wears. Because whether your camo is woodland, desert or multi-cam, your supply chain still needs proper care and constant attention to keep it running smoothly. There is no substitute for finely-tuned precision and teamwork. And that’s what we deliver with the experience and certified expertise to keep virtually any highly specialized customer or situation on track. That’s the difference between basic operations and

www.ndtahq.com | 35

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Defense Transportation Journal

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rtu nities

New Front i

N ew O s– p

M & EXPO FORU Anchorage, Alaska September 22-26, 2012

from the ndta chairman Raymond P. Ebeling Chairman & CEO, American Shipping & Logistics Group Chairman, NDTA Board of Directors

Welcome to NDTA’s 66th Annual Forum in Anchorage, Alaska NDTA was last in Alaska in 1999, and we are delighted to come back to America’s last frontier. We hope you will take advantage of this wonderful venue, as well as engage in the excellent educational sessions and networking opportunities. This year we also have some very serious business to consider. NDTA’s core mission is to promote communication, collaboration, and the strategic partnership between companies in the transportation and logistics industry, and DOD and Government Agencies, which require use of the transportation industry’s assets and services. When we get the publicprivate collaboration right, amazing things happen, as has been the case over the last decade in both OIF and OEF. There is reason for concern, however, that we are heading down a dangerously wrong track for the future. Collaboration and partnership are based, pure and simple, on mutual trust, and recent developments on both sides are putting enormous stress on the relationship. Government values and relies on the assets, global services, and industrial base that industry provides; but there is also an underlying atmosphere of distrust of certain companies, and a view of industry that is skeptical at best. In some areas, this loss of trust has probably been earned; as one company after another across the range of logistics and transportation industries has been found guilty of, admitted to, or stand accused of contracting improprieties, defrauding the Government, conspiring to fix prices, and other irresponsible practices. Industry values and relies on Government business for strategic and financial reasons, but many have come to feel not included, not informed, and not truly involved as a strategic partner. This has resulted in an overly contentious contracting process, an unreliable operating environment, and an overall unpredictable relationship not anchored in established, agreed upon, and stable policy framework. These problems assume even greater importance as we all prepare to deal with significant DOD budget cuts (which could be truly draconian if the sequestration process happens), the final drawdown of OIF and OEF, the repositioning and drawdown of US forces overseas, and a new global geo-political and defense strategy, which includes a reconsideration of the strategic role of industry. All of these considerations come into what is already a difficult economic environment for many companies. How do we fix this? How do we re-establish mutual trust? How do we develop effective, public-private collaboration and long-term GovernmentIndustry partnership? This is the over-arching challenge to this Forum—and to NDTA in the future. Certainly industry’s commitment to ethical business practices, Government’s commitment to an efficient and effective contracting process, and a mutual commitment to an agreed, and fully implemented policy framework, which guides the Government-Industry relationship, are critical starting points. Re-setting the Government-Industry framework, and strengthening the partnership that has worked so well for decades, and most particularly has produced such extraordinary results in the past decade of OIF and OEF, will be critical to an effective long term national defense transportation posture.

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Forum moderators

NDTA thanks its 2012 Forum Volunteers for all their hard work!

Welcome to Anchorage! We hope you are ready to explore New Frontiers and New Opportunities!

Dennis Clifford

MG John O’Connor, USA

Manager, Military & Government Sales Delta Air Lines

Deputy Chief of Staff, G-4, FORSCOM

Forum Volunteers

Thank you for joining us in Anchorage, Alaska for the 66th Annual NDTA Logistics and Transportation Forum and Expo. Every year NDTA chooses two individuals, one from the government or military and one from industry, to moderate the Forum. NDTA is a link between these groups, and it is fitting to have representatives from that partnership at the Forum each year. We are excited to be a part of this year’s Forum and look forward to an informative, productive time. Last year’s event marked the 10th Anniversary of September 11th and a period of immense change for our country, as well as the world. This year we are facing another period of change, as we look forward to what drawdowns and life after war will mean to each of us. The Forum program is packed with speakers and sessions that will help us explore these issues and the New Frontiers – New Opportunities on the horizon. There will be time after each speaker for questions. We would like to encourage everyone at this year’s Forum to ask questions—of the speakers, of each other, and of yourselves. Asking questions encourages dialogue and allows us to learn from one another. This is truly one of the greatest benefits of meeting in person, and it is something all of us should take advantage of. With that we welcome you to the Forum and thank you for attending!

Jack Anglin Nuria Ballard Teresa Brewer Dale Cozart Karen Edwards Lisa Fasching Taylor Fasching Jeanne Fox Ted Garrison Kent Gourdin James Jackson Donna Johnson Vanessa Keyes Teryn Kilgore Dave Kolesky Duane Kujala Brandi Larabee Adam Leggett Colt Meyer Shane Murreafo Chuck Muscio Amanda Noble Robin Norby Bob Reilly Marie Rohrbough Steve Rohrbough Kristin Shelton Bob Sherrill Jann Sherrill Cindy Thurgood Craig Thurgood Phyllis Wlotzko

Scholarship events NDTA A-35/Echo Global Logistics Scholarship 5K Fun Run/Walk

NDTA/FedEx Opening Reception

NDTA/Delta Air Lines Forum Golf Tournament

Tony Knowles Coastal Trail Tuesday, Sept. 25 • 6:30am (shot gun start) Hosted by Echo Global Logistics

Sunday, Sept. 23 • 6pm-10pm Hosted by FedEx

Sunday, Sept. 23, 2012 7:00am (bus departs) • 9:00am (tee time) Hosted by Delta Air Lines

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Defense Transportation Journal

The Anchorage Museum

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Anchorage Golf Course

Exhibitors and Sponsors

exhibitors 1-800-PACK-RAT ABF Freight System, Inc. AIT Worldwide Logistics, Inc. Alaska Air Cargo/Alaska Airlines Alaska Veterans Museum Allswell Supply Co. Apex Logistics Group APL Limited ARC Atlas Air/Panalpina Avis Budget Group Bennett Best Western International Boyle Transportation Cakeboxx Technologies Carlile Transportation Systems Central Gulf Lines, Inc. Chapman Freeborn Airchartering Choice Hotels International Colorado Technical University Coyne Airways Crowley Maritime Corporation Damco DB Schenker Defense Logistics Agency DHL Dollar Thrifty Automotive Group Echo Global Logistics Erudite, Inc Farrell Lines FEDEX Final Mile Logistics General Dynamics

As of August 17, 2012. Please see additional listings in the Forum Exhibitors and Sponsors Directory

GlobalTrak Greatwide Truckload Management Hanjin Intermodal America Hapag-Lloyd USA, LLC Hertz Hilton Worldwide Horizon Lines, LLC InterContinental Hotels Group (IHG) J B Hunt Transport, Inc. JAS Forwarding Kalitta Charters, LLC Landstar System, Inc. Lockheed Martin Lynden Maersk Line Limited Marriott International Matson Logistics/Navigation Medallion Transport & Logistics, LLC Mercer Transportation Co. M-Pak, Inc. Naniq Global Logistics, LLC. National Air Cargo NAVSUP Business Systems Center NDTA North Pole NDTA Headquarters Panther Expedited Services PD TIS and J-AIT Pilot Freight Services PODS Enterprises, Inc. Port of Port Arthur Port of San Diego Portus Priority Solutions International

Professional Home Staging and Design R & R Trucking Radiant Logistics Partners LLC Raith – CTS Logistics Rentacrate Sealed Air Corporation SEKO Worldwide SkyBitz Sourdough Express Inc. Southwest Airlines Supreme Group USA Teradata Corporation The Pasha Group The Port of Virginia/Virginia International Terminals Total Quality Logistics Totem Ocean Trailer Express Transgroup Worldwide Logistics, Inc. Tri-State Motor Transit Co. Tucker Company Worldwide U.S. Bank U.S. Department of Transportation – Maritime Administration United Seaman’s Service Universal Truckload Services Inc UPS UTi, Worldwide (Aerospace a nd Defense Group) Vietnam Graffiti Project Virginia Port Authority Women In Trucking Association, Inc. Worldwide Aeros Corp

sponsors AAT Carriers, Inc ABF Freight System Alaska Air Cargo/Alaska Airlines Allswell Supply Co. APL Limited Avis Budget Group Baggett Transportation Best Western International Carlile Transportation Systems Chalich Trucking Choice Hotels Delta Air Lines DHL Echo Global Logistics FEDEX

FMN Logistics Hertz IHG Landstar System, Inc. Lockheed Martin Maersk Line Limited National Air Cargo NDTA/Camp Hope Omega World Travel Port of Anchorage Port of Port Arthur Professional Home Staging and Design R & R Trucking Rentacrate Ridgeway International

Southwest Airlines Supreme Group USA Tennessee Steel Haulers Teradata Corporation The Pasha Group Totem Ocean Trailer Express Transportation Institute TRUVA International Transportation & Logistics Universal Truckload Services United Airlines UPS UTi Worldwide Vietnam Graffiti Project

www.ndtahq.com | 39

Professional Sessions

speakers (in order of appearance)

Monday

An Interagency Transportation Perspective Including DOD Overseas Operations

Don Stanton, Dep. Asst. Sec. of Defense for Transportation Policy, OSD

Future AQ (DTCI, DT-15, USC 07, Sea/Air, TPS, DTMO Contracts) Gail Jorgenson, Director, Acquisition, USTRANSCOM AQ

Supply Chain Efficiencies—Reducing DOD’s Costs Through Process Change & Strengthened Partnership with Industry

COL Craig Jorgenson, USA, Chief, Joint Logistics Operations Center, DLA

What’s New in Personal Property— BCA Results & Potential Changes in HHGS Management

The Honorable Alan Estevez

MG Roger Mathews, USA

RADM Mark Buzby, USN

Maj Gen Peter Talleri, USMC

VADM Mark Harnitchek, USN

Lt Gen Brooks Bash, USAF

Gen William Fraser, USAF

Gen Raymond Johns, Jr., USAF

Assistant Secretary of Defense (Logistics and Material Readiness)

Deputy Commander USARPAC

Mike Williams, SES, Deputy to the Commander, SDDC

New Frontiers – New Opportunities for Cost Efficiencies Using Rail, on Large or Small Volume Shipments John Pinard, Manager Sales, Industrial Products, BNSF

Re-Balance to the Pacific; Opportunities and Challenges Supporting the Nation’s Strategic Pivot

COL Stan Wolosz, USA, Deputy Chief of Staff for Logistics, USARPAC

Mentoring - A Joint Junior/Senior Mentor Dialogue

Charlie Hermosa, VP, Business Development, Triple B Forwarders

NDTA Chapter Best Practices

Jeff Campbell, Manager, Chapter & Membership Support, NDTA

Tuesday

AA&E, Hazmat Safety, Security, & Base Access— Rail & Highway Rules & Regulations

Commander MSC

Commander Marine Corps Bases Pacific

Melvin Holland, Director, Strategic Business (G9), SDDC

Int’l Opportunities - Africa, Asia, Latin America, Eastern Europe Brian Roberts, Senior Dir., Gov’t Services, DAMCO

Leveraging Business Data & Intel for Logistics Efficiencies

Rob Armstrong, Solutions Marketing Specialist, Teradata Corporation

New Frontiers - New Opportunities - Air Ships GEN William Tuttle, USA (Ret.), Consultant

Sea & Air Requirements for Retrograde Operations & Reset Moderator CENTCOM

The Next Great Frontier: Cyberspace & Securing Your “Bits & Bytes”

Director DLA

Director for Logistics, J-4 Joint Staff

Brig Gen Gregory Touhill, USAF, Director, C4 Systems, USTRANSCOM TCJ6

How to Do Business with the Gov’t (GSA, DLA, USTRANSCOM)

MG James Chambers, USA (Ret.), Executive Vice President, McLane Advanced Technologies

The Army Rail Expeditionary Rail Center in Afghanistan

COL David Pollard, USA, Asst. Chief of Staff, Reserve Affairs, SDDC

Professional Educational Tour Tuesday, September 25 & Wednesday, September 26 Attendees who signed up during registration will be able to visit UPS’s distribution center at the gateway to Asia: UPS Anchorage Gateway, Anchorage International Airport. Tours will take place Tuesday, September 25 and Wednesday, September 26 departing at 1:00pm.

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september 2012

Commander USTRANSCOM

Commander AMC

The NDTA has a number of internal awards that recognize individual members who have excelled in fostering the goals and aims of NDTA. These awards include NDTA National Transportation Award, National Defense Leadership Award, NDTA DOD Distinguished Service Award, NDTA President’s Award, NDTA President’s Special Achievement Award, Young Executive of the Year Award, the Colonel Norbert Grabowski Membership Recruiting Awards, NDTA Distinguished Service Awards, and NDTA Corporate Distinguished Service Awards.

NDTA national transportation award

Mrs. Marcia G. Taylor

President & CEO Bennett International Group

Marcia G. Taylor, Bennett International Group’s President and CEO, has achieved great success on her journey, staking claim as an industry innovator in the transportation and logistics sector. Through the years, her career has flourished with distinguished acknowledgements and

honorary awards which include: “Top Woman-Owned Company in Atlanta” for the ninth consecutive year by the Atlanta Business Chronicle, ‘Top 100 Diversity Owned Businesses” in the US by Diversitybusiness.com, consecutive “Top 100 Carriers” by Transport Topics, “Top 100 Workplace List in Atlanta” by the Atlanta Journal Constitution, “Georgia’s female entrepreneur of the year” from Venture Magazine, and NDTA Corporate Distinguished Services Award for Bennett Motor Express for four consecutive years. In 1974, Marcia Taylor and her late husband, J.D. Garrison, purchased George Bennett Motor Express, which was a small contract carrier with only two customers and five trucks. More than 35 years later, Bennett has grown into an international, full-service premier provider

of complete logistics and supply chain solutions to government contractors and commercial businesses with thousands of clients across the globe. Marcia Taylor and the nationwide team of more than 3,000 contractors, agents and employees have developed Bennett and its related entities into a multi-faceted system of innovative transportation service companies. Bennett’s family of companies delivers incomparable 3PL & 4PL solutions with diverse modalities such as: heavy haul and flatbed services, intermodal and toter services, drive away and vehicle transport services, supply chain management and warehouse services, manufactured transport and storage buildings. Marcia Taylor attributes Bennett’s success to the company’s employees, agents, customers, and owner/operators.

National Defense Leadership Award

General Ann E. Dunwoody, USA Former Commanding General Army Materiel Command

General Ann E. Dunwoody is the former Commanding General, US Army Materiel Command (AMC). Throughout her distinguished 38-year career as a US Army Soldier, General Dunwoody served at every level of leadership and dedicated herself to sustaining our Nation’s warfighters during both peace and war. As the Commanding General of AMC, she led a global logistics organization of more than 69,000 Soldiers and Army Civilians, with an impact or presence in all 50 states and 144 countries.

General Dunwoody led AMC as it sustained our Nation’s joint warfighters in both Iraq and Afghanistan—two of the most challenging logistics and distribution environments imaginable. In addition, under her leadership, the men and women of AMC provided rapid logistics support for contingency operations in Haiti, Japan, Pakistan, and Chile. Notably, General Dunwoody deployed a team of logistics and distribution experts to Iraq and Kuwait in support of the drawdown of US forces—the single, largest equipment withdrawal in US history. Her vision and strategic understanding of complex equipment retrograde operations ensured our armed forces met the presidentiallymandated withdrawal timeline while also providing more than 50% of the equipment needed for the Afghanistan surge from materiel leaving Iraq—a truly unprecedented distribution achievement. In addition to her operational accomplishments, General Dunwoody revolutionized the way the Army sustains and

distributes materiel for our armed forces. As a result of her extraordinary efforts, for the first time in history, the Army has global visibility on every item of equipment in its inventory—from factory to foxhole and back again. Today, Army Materiel Command acts as the Lead Materiel Integrator for the Army and is a global center of gravity for the Department of Defense’s logistics and distribution missions. General Dunwoody also led sweeping changes in the Army’s research and development, contracting and foreign military sales efforts. Just as importantly, her wisdom and guidance to our Nation’s senior military, DOD, and defense industry leaders has been vital to the success of our warfighting commanders during a decade of immense national challenges. NDTA is proud on behalf of so many throughout the US military and defense industry who have benefited from her leadership to honor her achievements by recognizing General Dunwoody with the National Defense Leadership Award. www.ndtahq.com | 41

NDTA DOD distinguished service award

Vice Admiral Mark D. Harnitchek, USN, SC Director, Defense Logistics Agency

Vice Admiral Mark D. Harnitchek is an exceptional logistician who enables mission success for America’s warfighters and readiness sustainers by ensuring they have what they need whenever they need it. Prior to becoming Director of DLA in November 2011, Admiral Harnitchek held various senior positions at US Transportation Command, culminated by more than two years as Deputy Commander. His unparalleled leadership and remarkable expertise were invaluable in USTRANSCOM’s success as the provider of worldwide strategic mobility capability via air, land, and sea for the DOD. While assigned to USTRANSCOM, Admiral Harnitchek deployed as director of the US Central Command Deployment and Distribution Operations Center (CDDOC), where he engineered significant logistics changes to support Operation

Iraqi Freedom surge operations. Upon his return to USTRANSCOM, Admiral Harnitchek focused extensively on planning for the expected and ultimately highly successful massive drawdown of US forces and equipment from Iraq. He also guided numerous initiatives that improved on-time deliveries, reduced pilferage and increased in-transit visibility of cargo during and after the surge of 30,000 additional troops into Afghanistan. Admiral Harnitchek was instrumental in the establishment of the Northern Distribution Network—a system of ground transportation routes used to move materiel into Afghanistan via its northern border. He also significantly contributed to the Defense Department’s efforts to deploy forces, logistical assets, and vital humanitarian aid to Haiti during Operation Unified Response. He employed USTRANSCOM’s Joint Task Force PortOpening to establish an effective air bridge that resulted in more than 160 flights a day into Port-au-Prince, and worked with commercial industry partners to rapidly support surface movements into Haiti. DLA performs a broad range of worldwide supply and distribution missions involving nine supply chains and well over $40 billion in annual sales. Admiral Harnitchek’s initial focus as DLA’s Director was to ensure DOD’s only Combat Logistics Support Agency continued to provide fully

responsive food and fuel support to troops in Afghanistan in the wake of the closing of Pakistan’s ground lines of communication (PAKGLOC) in late November. This included face-to-face “Captains of Industry” meetings with key suppliers to encourage their best efforts and obtain their advice regarding approaches to sustain warfighter support in the absence of the PAKGLOC. Adequate support was preserved throughout the demanding winter months, and by late spring DLA’s support posture for food and fuel was better than when the PAKGLOC was open. Admiral Harnitchek also set DLA on a path to significantly improve the agency’s overall performance while dramatically reducing costs. The resultant plan, called “10-in-5,” is organized around five core “Big Ideas” and numerous supporting initiatives that collectively drive performance enhancements to reach $10 billion in savings by fiscal 2018. Admiral Harnitchek is a customer-focused visionary leader who continues to provide outstanding logistics support while fostering strong partnerships between America’s military and commercial industry. America’s warfighters greatly benefit from Admiral Harnitchek’s drive, dedication, and determined leadership. The NDTA proudly honors his achievements by recognizing Admiral Harnitchek with the DOD Distinguished Service Award.

Induction into the Ancient Order of Saint Christopher Saint Christopher, the Patron Saint of the US Army’s Transportation Corps Regiment, was one of the most popular saints during antiquity and early Middle Ages. The image of Saint Christopher offers a fitting symbol of strength, loyalty, and safety for Transporters charged with moving the force now and for all time. Like St. Christopher, General Johns and the

General Raymond Johns, USAF Commander Air Mobility Command

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Air Mobility Command have carried the weight of our Military Forces into and out of Iraq and Afghanistan. The US Army Transportation Corps Regimental Association’s Ancient Order of St. Christopher honors General Raymond Johns for his contributions to the goals, vision, and mission of NDTA and to Defense logistics and transportation.

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NDTA President’s Award

COL Denny Edwards, USA (Ret.) Vice President of Marketing and Corporate Development NDTA

Colonel Denny Edwards joined NDTA upon his commissioning in the Army Transportation Corps in 1964. In 1968, the Truck Company he commanded in Vietnam won the NDTA Military Unit of the Year Award, and shortly after he became one of NDTA’s youngest Life Mem-

bers. Prior to his joining the Headquarters Staff at NDTA in 1990, he served in various capacities in the Association as: Chapter Activities Committee Chairman; President of the Frankfurt, Germany (Hesse) Chapter; Co-Host of two European NDTA Conferences; and Vice President-At Large on the Board of Directors. At NDTA Headquarters, he has been the Vice President of Marketing and Corporate Development which included serving as the Managing Editor of the Defense Transportation Journal, recruiting new corporate members, coordinating the Site Selection Committee, and as Annual Forum Exhibits Manager, soliciting exhibitors and sponsors. Denny will be remembered for many reasons at NDTA, but the one he is most passionate about is creating the A-35 Program. As the Chairman of the A-35 Pro-

gram he received Board of Directors approval to add a Board Position for A-35, authorize half-price membership dues, organize and promote separate A-35 Mini Forums. For his work in giving birth to the A-35 Program, he was awarded the NDTA DOD Distinguished Service Award—the only junior officer to have ever received this award. Throughout his 23 years at the headquarters, Denny has been steadfastly supported by his wife Karen, who has been one of the association’s staunchest Forum Volunteers. For her 14 years of dedicated service, she received NDTA’s first official “Volunteer of the Year “Award in 2008. Denny is retiring at the end of this year. As the longest-serving staffer at the NDTA headquarters, he certainly deserves the NDTA President’s Award.

NDTA President’s Special Achievement Award

Mr. Dale Cozart

Charleston Chapter

Dale Cozart, President, Southeastern Region, has worked tirelessly as the principal contributor of the NDTA rewrite of two key documents, the Chapter Guidebook and Awards Handbook. In addition, Dale took it upon himself to take a critical look at our NDTA organization and address those issues that influence our continued growth and future health. The analysis provided was truly “out of the box” thinking. Although with only four states Dale’s Southeastern Region is the smallest in territory, it has grown to be the second highest in membership growth of all nine regions. His region’s chapters continue to be in the forefront of all local and national NDTA activities and awards. He has served in every key position in his local Charleston Chapter Board and as the South Carolina State President. His leadership and continued efforts will result in a stronger and more effective NDTA with enhanced communications, expanded horizons, and continued service to the Nation as the definitive voice of Defense Logistics and Transportation. NDTA recognizes Dale for his exceptional and selfless dedication to furthering the aims and goals of the Association for Global Logistics and Transportation.

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Ms. Lori Leffler

Washington, DC Chapter

NDTA recognizes Lori Leffler for exceptional service and commitment to the goals and objectives of NDTA. She is a long-time member of NDTA, serving as Chairperson of the A-35 Committee longer than any other Chair. Working in the Hospitality Industry for over 20 years, she has persuaded each of her employers to join or upgrade its Corporate Membership, and to increase sponsorship at NDTA events. She has been innovative in her approach to developing A-35 activities designed to attract and keep younger professionals involved and motivated. Her ideas include “Speed Mentoring,” in which A-35ers have 20 minutes to be mentored by a senior leader and then move on to another seasoned leader. Ms. Leffler has been particularly interested in troop morale activities. She was instrumental last Veterans Day in involving her employer, the Hertz Corporation, in providing 40,000 free threeday car rental vouchers to returning veterans and hospitalized Service members. An earlier program organized by Ms. Leffler enlisted Home Depot and DHL in an effort to supply the Transportation Office of the 101st Airborne with supplies and tools to rebuild the vital Mosul Railway Station. Her efforts were recognized by Home Depot Senior Management and the 101st Airborne. Throughout her service to NDTA, Ms. Leffler has shown initiative, loyalty, and a spirit of innovativeness that makes her particularly deserving of the NDTA President’s Special Achievement Award.

Young Executive of the Year Award

civilian

military

Brian Baney

Major Jason K. Okumura, USAF

Washington, DC Chapter

Brian Baney is a management Consultant in IBM Global Business Services’ US Federal Division, where he specializes in supply chain management, national security, and public policy, working within the homeland security and defense industries. His leadership and transportation expertise played an integral part in the growth of their supply chain practice by identifying and solving multiple issues confronting the transportation industry. Prior to joining IBM, Brian served as a Policy and Transportation Security Specialist in the Transportation Security Administration (TSA). His contributions to the development of multiple plans and procedures effectively contributed to solving significant transportation security problems. Additionally, he gained deep experiences working within the Commercial Aviation Policy Division where he instituted passenger, cargo, and charter security policies, and helped roll-out national programs that streamlined crewmember screening processes and promoted the use of electronic boarding passes. Brian has been an active member of the NDTA DC Chapter for three years and a board member for two. He has superbly served on the NDTA DC Chapter Board of Directors for two years. He impressively led the Chapter scholarship auctions the last two years, resulting in over $35,000 in proceeds and donations. Brian’s contribution to the transportation industry of the local area resulted in the award of scholarships for 19 students during his tenure. He actively supported the Chapter’s involvement of Wreaths Across America by getting almost $500 worth of donations and laying wreaths in Alexandria. Brian is a graduate of Wake Forest University and a Certified Supply Chain Professional. He is currently enrolled in George Mason University’s School of Public Policy, where he is earning an M.A. in Transportation Policy, Operations, and Logistics.

Scott-St. Louis Chapter

Major Jason K. Okumura is the Deputy Branch Chief of the Standardization, Programs, and Resources within the Air Mobility Command (AMC) Air Transportation Division. He manages 24 military and civilian personnel responsible for standardization, training, and equipping 14,000 transporters at 46 AMC locations. He masterfully managed the Department of Defense aircraft Pallet & Net operational stock, serving as the focal point for world-wide accountability and distribution of $190M in aircraft pallets, nets, and devices. Major Okumura led 390 Airmen and Contractors as the Director of Operations at an Expeditionary Air Mobility Squadron in the United States Central Command area of responsibility. His leadership drove safe movement of over 5,000 global airlift missions, transporting 200,000 passengers and 60,000 tons of mission essential cargo. Additionally, Major Okumura took the lead in coordinating United States Transportation Command and AMC development of an air node capability modeling tool. His efforts standardized strategic and operational transportation plans, and accurately modeled resource requirements. Furthermore, he earned the Advanced Logistics Readiness Officers Course Outstanding Research Paper Award for his research in Global Mobility Command Authority and was published in the Exceptional Release logistics journal. Finally, Major Okumura’s nomination for the 521st Air Mobility Operations Wing Lance P. Sijan Leadership Award exemplified his professionalism and leadership qualities. He is a highly respected member of the Air Force logistics community and is truly deserving of this year’s National Defense Transportation Association’s Young Executive of the Year Award.

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Innovative Logistics Service Award

Strategic Movement Center

Headquarters, United States Central Command

HQ USCENTOM’S Strategic Movement Center (SMC) is an innovative “Fusion Center” which includes 45 men and women from the United States Army,

Marine Corps, Air Force, and Navy to include Active Duty, Reserve, Civil Service, and Contractors. These motivated professionals come from three organizations: USCENTCOM’s Logistics Directorate’s (CCJ4) Mobility Division, Operations Directorate’s (CCJ3) Strategic Movements Division, and HQ US Transportation Command’s Liaison Team. The SMC identifies HQ CENTCOM’s distribution priorities, develops policies, ensures war fighters are supported, Presidential time line requirements, coordinates distribution requirements, priorities and policies to HQ USTRANSCOM, its components, and commercial industry. The

SMC’s brilliant facilitation, collaboration, innovation and distribution partnerships were crucial in expanding the Northern Distribution Network (NDN) and MultiModal Operations to support Operation Enduring Freedom (OEF). The additional multimodal logistic enablers support warfighters with additional seaport, rail, airport, and surface distribution capabilities while increasing distribution velocity and reducing costs. The distinctive accomplishments of the men and women of HQ USCENTCOM’s Strategic Movement Center reflect credit upon themselves, US Headquarters Central Command, the US Joint Services, and the DOD.

Colonel Norbert Grabowski membership recruiting awards Chapters Category I

A-35 RECRUITER and TOP OVERALL RECRUITER

North Pole Chapter

Outstanding Recruiters of 2012 Mr. Steve Bright

Charleston Chapter

Mr. Chuck Muscio

Category II

North Pole Chapter

Charleston Chapter Mr. Joe Escalera

Category III

Regimental Chapter

Washington, DC Chapter

NDTA Corporate Distinguished Service Awards American Shipping & Logistics Group

FedEx

Panther Expedited Services

APL, Limited

Final Mile Logistics

The Pasha Group

Avis Budget Group

FMN Logistics

R & R Trucking

Baggett Transportation

The Hertz Company

Raith – CTS Logistics

Booz Allen Hamilton

InterContinental Hotel Group

Southwest Airlines

Chalich Trucking

Landstar System, Inc.

Supreme Group USA, LLC

DB Schenker

Maersk Line, Limited

Transportation Institute

DHL

National Air Cargo

UPS

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ndta distinguished service awards

COL Rick Barnaby, USA (Ret.)

Mr. Roger Buls

Washington, DC Chapter

North Pole Chapter

Mr. Thomas Fortunato

MAJ Justin S. Herbermann, USA

Washington, DC Chapter

Mr. Will L. Martin

San Francisco Bay Chapter

Fort Campbell-Tuckasee Chapter

Mr. David McClean

Scott-St. Louis Chapter

Mr. Adam Pincus

San Antonio Chapter

Mr. Mike Carnes

Scott-St. Louis Chapter

Mr. Charlie Hermosa

Ms. Terri Dalton

Ms. Suzanne Fairbanks

Mr. Adam Leggett

Ms. Kristin Martin-Wakefield

San Joaquin Chapter

San Francisco Bay Chapter

North Pole Chapter

Mr. Mike McVeigh

LCDR Brian Mowery, USN

Valley of the Sun Chapter

Mr. Harry L. Reese

San Antonio Chapter

Charleston Chapter

Mr. Larry Santor

Valley of the Sun Chapter

North Pole Chapter

Scott-St. Louis Chapter

Mr. Ralph Percival

Scott-St. Louis Chapter

Mr. Bob Sherrill

North Pole Chapter

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ndta scholarship recipients – national level program a

program B (High School)

NDTA ACADEMIC SCHOLARSHIP PROGRAMS

Matthew Bennett

Melissa Morello

NDTA offers three scholarship/tuition assistance programs that are available to NDTA members and their financial dependents.

California Maritime Academy

Carolyn Davis

Texas A&M University

Samantha Keshner

University of Maryland, College Park

Darshan Sangani

University of Maryland, College Park

Geneva Community High School Geneva, Illinois

program B (College) Alexander Weaver

Pennsylvania State University

SCHOLARSHIP program C Antoine Davis

American Military University

Adam Sickle

University of Maryland, College Park

ACADEMIC SCHOLARSHIP PROGRAM A: tuition assistance to college students enrolled in an undergraduate degree program in transportation, physical distribution, logistics, or a combination of disciplines. ACADEMIC SCHOLARSHIP PROGRAM B: tuition assistance to college freshmen and graduating high school students planning to attend college. Applicants must indicate that they plan to enroll in an undergraduate degree program (there are no limits placed on the areas of study, but transportation, logistics, and related fields are encouraged). Academic Scholarship Program C: tuition assistance for distance learning college students enrolled in an undergraduate program. NDTA scholarship/tuition assistance funds can only be disbursed to an academic institution on behalf of the successful applicant. If the institution is not known at the time an application is submitted, the successful applicant must submit documentation showing that he/she has in fact been accepted by an institution as a full-time student before disbursements can be made.

Kevin Wakefield

Texas A&M University

ndta international chapter of the year awards The International Chapter of the Year Award was initiated in 1977 to recognize chapters that have excelled in fostering the goals and objectives of NDTA; promoting an understanding of the importance of transportation to the security of the nation; participating in community service programs; developing quality educational programs for the chapter membership; and providing for chapter growth through effective membership recruiting and retention programs.

Category I North Pole Chapter

The North Pole Chapter distinguished itself through building energy, enthusiasm, and knowledge. Chapter meetings are attended and led by the most influential experts in the Alaskan Logistics Industry and Department of Defense. Anchorage personifies multi-modal logistics and the chapter captures that experience base, synergizing efforts, and capitalizing on the corporate knowledge of its industry partners. From sealift to ice road truckers, from remote airlift to rail; Alaska’s logisticians are pioneers of the last Frontier, making sure supplies and materials get to their final end-user. The chapter’s partnering with Joint Base Elmendorf Richardson, federal, state, and civilian agencies has resulted in disaster preparedness and Homeland Security programs that are second to none. A key tenet of The North Pole Chapter is education of our future and current logistics leaders. Its A-35 concentration and emphasis has netted 25% growth in NDTA membership, 41% of the new members are A-35ers with a membership gain of 60%. Its focus is on instilling the positive NDTA message to university and high school lo48 |

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gisticians, and the chapter has awarded four scholarships. The North Pole Chapter breathes life into the local community with active engagement like Carlile University, Alaska Veteran’s Museum, and Anchorage Freight Advisory Council Webinars as well as rewarding social events. Its integration with the Alaskan Partnership for Infrastructure Protection and the Red Cross guarantees a ready posture should disaster strike. Its Veterans’ projects include Wreaths across America at the National Cemetery, Veteran’s Day memorial, and Helping Hands Project for the homeless, honoring those who have served our great nation. The chapter’s contributions to the Alaska Food Bank, USMC Toys for Tots, Fisher House, and USO Phone cards for deployed military, keep these valuable programs moving forward and are a force multiplier in the community. For its distinctive accomplishments NDTA recognizes the North Pole Chapter as its Category I International Chapter of the Year. Congratulations to Team North Pole!

Category II San Antonio Chapter

The San Antonio Chapter of the NDTA is recognized as the 2012 International

september 2012

Chapter of the Year for outstanding achievement in meeting the goals of the Chapter and of the National Association. The Chapter aggressively promoted the spirit and mission of the NDTA by coordinating a Mayoral Proclamation that established Transportation Week in San Antonio, emphasizing the importance of transportation in the economy that has made the city one of the premier logistics hubs in the Southwest. Membership involvement in Chapter activities, including that of the A-35s, was truly admirable. The San Antonio Chapter responded to the needs of the local military community by proudly sponsoring the Wreaths Across America program for placement of wreaths on grave markers at local, state, and national cemeteries. Chapter members donated wreaths and on December 10, 2011, they and their families joined other San Antonio residents in placing over 6,900 wreaths on the graves of the soldiers, sailors, marines and airmen at Ft. Sam Houston National Cemetery. Additionally, San Antonio Chapter members and guests served breakfast to Wounded Warriors and families at the Operation Homefront Village. The San Antonio Chapter scholarship

support for the year was outstanding. They hosted their first annual 5K funrun/walk honoring the Nation’s military on Armed Forces Day, May 19, 2012. This and other fundraisers assured financial stability for present, as well as future, chapter scholarships. This year the Chapter awarded $4,000 in scholarships to deserving students and fully anticipates a substantial increase in that amount for the upcoming year. The San Antonio Chapter membership made long lasting and significant contributions toward furthering the objectives and goals of the NDTA, and truly earned the prestigious Category II, International Chapter of the Year Award.

Category III Scott-St. Louis Chapter

The Scott-St. Louis Chapter is recognized as the NDTA International Chapter of the Year for its outstanding service to their local community, the NDTA, and the United States. The chapter had

a banner year, serving chapter members, sponsors, the community, the Department of Defense, as well as Headquarters NDTA, and leading by example. It started the year by co-hosting Technet/Cyberlog Mid-America, hosting well over 700 attendees and sponsors; the chapter’s participation drove a convergence between logistics and information technology. Technet had many distinguished speakers and provided widespread recognition for the NDTA. In August, chapter members reached out to the tornado-struck community of Joplin, Missouri, spending the day re-organizing stocks and supporting the relief effort. Later in the month the Chapter went on to co-sponsor and participate in a work day for a local homeless veterans’ shelter, where members painted over twenty six closets and other areas, and donated over one-thousand dollars for general repairs. In December, the chapter developed new relationships with the local community, established a first-ever

holiday toy drive and birthday recognition program, where children, who would have gone without, received presents through over one-thousand dollars and two hundred donated items. The chapter brought its world class website online and ran a first-rate National Transportation Week complete with a luncheon and career day, scholarship awards dinner, and benefit golf outing, which raised over $12,000 for scholarships and veterans outreach support. The activities of the past year truly epitomize what it means to be an NDTA Chapter in terms of community outreach, DOD support, member support and recruiting, A-35 activity, and engaging Chapter sponsors. The distinctive accomplishments of the men and women of the Scott-St. Louis Chapter are representative of the highest ideals held by the National Defense Transportation Association, and as such, they richly deserve recognition with the NDTA International Chapter of the Year Award.

ndta international a-35 chapter of the year awards The International A-35 Chapter of the Year Award was instituted in the continuing endeavor to involve young people in the varied programs of the NDTA and to recognize those Chapters that make significant contributions to the furtherance of this goal.

Category I North Pole Chapter

The A-35 organization of the North Pole Chapter distinguished itself throughout 2011/2012. New ideas coupled with energy and enthusiasm advance as the chapter moves forward in the community, regionally, and internationally. Our commitment to A-35 is a chapter responsibility we take very seriously and have shown more than 25% growth in NDTA membership alone. 41% of our new membership are A-35ers, and there has been a more than 300% increase in A-35 memberships from last year. The North Pole Chapter is a key enabler not only in the education of our future and current logistics leaders, but we’re making a difference through collaboration, communication, and forward thinking. One of our greatest events geared specifically to our A-35ers is the wholesale logistics speakers program and telling the NDTA story. This year we’ve spoken to three separate classes: University of Alaska Anchorage advanced logistics class; UAA Technology Center at Merrill Field Fed-

eral Aviation class; and the Mat-Su Career and Technical High School championing the NDTA mission, vision, and goals. The Logistics Military Recognition programs using the Hertz for Heroes free rental car program for the local Air Force quarterly awards programs is an outstanding avenue for NDTA recognition and targets a fantastic recruiting opportunity. Maintaining programs that A-35ers are interested in such as Carlile University, Wreaths across America, Alaska Food Bank drive, Fisher House, Toys for Tots, Helping Hands for the Homeless, and USO phone home card along with our professional educational meetings and rewarding social events, keeps the A-35 interest elevated. Our Scholarship Program funded through the golf tournament and bowling fun day is directly tied to NDTA programs. We awarded three scholarships last year and four this year, while raising nearly $6000. We are collectively making a difference in our community, personally and professionally. With the National Forum in An-

chorage, local A-35 volunteers are finding innovative ways to keep costs down. The distinctive accomplishments of the North Pole Chapter are worthy considerations for the Regional and International A-35 Chapter of the Year for 2011/2012. Congratulations to A-35 Team North Pole!

Category II Charleston Chapter

The winner of the NDTA International A-35 Chapter of the Year (Category II) is the Charleston, South Carolina Chapter. The chapter’s A-35 members have exceeded all expectations and goals of the NDTA. While establishing an Action-35 Committee, the chapter adopted a fiveperson committee that was instrumental in the support of the 18th Annual Golf Tournament that raised over $3000 for its local scholarship program. They also helped raise over $1500 in support of local charities, while the chapter’s tireless Social Committee, led by A-35 members, hosted five events that directly impacted recruitment. www.ndtahq.com | 49

In the area of Program Development, A-35 members assisted chapter officers in bringing in experts throughout the transportation arena as guest speakers. Some of the speakers included Mr. Sean Tracey, Charleston County Aviation Authority, who spoke on the future of Charleston area airports and their impact on the transportation industry; and Mr. David Kinard, SCDOT, who spoke on current and future roadway projects, their effect on the Charleston Port, as well as local trucking business. Under Plan Implementation, the Social Committee sponsored numerous events focused on our younger members. They set up outings at three local sporting events which proved extremely successful in incorporating our younger members with our corporate partners. Their Membership Drive Activities were stellar as the A-35 Chair teamed with the Chapter President to educate potential members on the mission and benefits of NDTA, thereby increasing membership dramatically. The Charleston Chapter is proud to have three A-35 members currently filling leadership roles, which solidifies Charles-

ton as one of the most active Category II A-35 Chapters in the NDTA. Charleston is deserving of recognition as NDTA’s Category II International A-35 Chapter of the Year for 2012.

Category III Washington, DC Chapter

The Washington DC NDTA Chapter continued to have another active year with a special effort to increase A-35 participation and support young people in the pursuit of transportation education and career development. The A-35 Action Committee planned and executed another exciting Scholarship & Education Auction, raising more than $7500 in support of the scholarship program. The program assisted six students with $14,000 in financial aid. Revisions to the Chapter Bylaws in 2010 extended the opportunities to scholarship applicants, who are members of the DC Chapter, however studying at schools outside of the National Capital region. This year the chapter awarded scholarships to students at University of Maryland, George Mason University, American Military University, and Howard University.

The Washington, DC Chapter held the six-month LTG Edward Honor Mentoring Program for the 12th year in a row to help guide young people in their career development by exposing them to career veterans. This program is instrumental in building relationships between new transportation specialists and industry leaders, exposing them to various career paths and strategies for reaching their professional goals. The chapter’s proudest achievement in community service is its continued volunteer program at the Arlington Food Assistance Center (AFAC). Each month, 6-10 volunteers, including young people, from the DC Chapter meet at AFAC and work for about an hour. Our activity entails preparing dry-goods bags for distribution during the week; usually our group prepares 500 bags. Our chapter also continues to involve young people in leadership of the chapter by involving as many A-35 members on the Board of Directors as possible. This year we have at least five A-35 members in positions of leadership including Treasurer, A-35 Committee Chair, A-35 Committee Co-chair, and Awards Committee Chair.

ndta Military unit of the year awards Since 1966, NDTA has annually honored units of the military services that have performed outstanding service in transportation or a related field. These units are selected by each of the Services and receive the NDTA Military Units Award at the Annual Transportation and Logistics Forum and Exposition.

Army US Army Active component 66th Transportation Company 39th Transportation Battalion Kaiserslautern, Germany

The 66th Transportation Company (66th TC) has solidified itself as the premiere transportation unit within the European Theater due to its wide variety of accomplishments and achievements over the past year. In 2011, The 66th TC executed 1,280 truck missions, drove over 400,000 miles, and delivered 5,311 short tons of general cargo and high priority equipment to its customers throughout Europe. This line-haul support included postal delivery to five major garrison installations throughout the winter months. In 2011, no other unit 50 |

Defense Transportation Journal

within United States Army Europe (USAREUR) logged more miles or delivered more cargo than the skilled transporters of the 66th TC. Being multifunctional logisticians, the 66th TC was also responsible for conducting Installation Staging Area (ISA) operations for the 170th Infantry Brigade Combat Team, the 2nd Striker Cavalry Regiment, and the 5/7 Air Defense Artillery Battalion. The unit inspected over 2,000 containers and pieces of rolling stock directly supporting the deployment of these units. The 66th TC maintained an excellent Supply Discipline program, receiving commendable ratings in property responsibility, property accountability, and excess turn in during the Army Campaign on Property Accountability Inspection. Because of its commitment to supply excellence, the 66th TC was selected to

september 2012

compete at the USAREUR- level for the Supply Excellence Award. All of these achievements were accomplished while the unit was preparing for its upcoming deployment in support of Operation Enduring Freedom. The 66th TC was able to maintain a 98% readiness rating for wheeled vehicles and equipment and an 80% Soldier readiness rating. These accomplishments show how diverse and dedicated the Soldiers of the 66th TC are in all aspects of logistics. Their passion and dedication have earned the 66th TC the NDTA Unit of the Year Award.

US Army National Guard 1644th Transportation Company 1144th TMT Battalion Rock Falls, Illinois

The 1644th Transportation Company (TC) “ROLLING THUNDER” is a medium duty line haul transportation com-

pany, echelon above corps (EAC) headquartered out of Rock Falls, Illinois. The unit executes the movement of containerized, non-containerized, palletized, dry and/or refrigerated containerized cargo, bulk water products, and bulk petroleum products utilizing the M915A3 (Freightliner Tractor) and M872 series trailer (40 foot flatbed). Calendar year 2011 was a busy and productive year for the 1644th. The unit spent the first half of the year preparing for overseas deployment. The unit trained and completed all required pre-deployment training in accordance with the FORSCOM Pre-deployment Training Guidance for Follow-on Forces Deploying in Support of Southwest Asia. The 1644th TC mobilized on 1 July 2011 in support of Operation Enduring Freedom-Kuwait. The unit’s primary mission was to execute line haul transportation operations in support of the responsible drawdown of forces in Iraq. The 1644th was stationed at Camp Arifjan, Kuwait, and assigned to the Joint Logistics Task Force 6 (6th Transportation Battalion) and the 230th Sustainment Brigade. Throughout the remainder of 2011, the 1644th TC safely and successfully executed 180 transportation missions (72 line haul and 8 short haul in Iraq) amassing over 4 million convoy commanded miles. By the year’s end, the 1644th had successfully trained, deployed, conducted the largest retrograde of equipment and repositioning of US forces since World War II, and officially closed the books on our country’s second longest war.

cific training such as Blue Force Tracker and VSAT. Upon deployment in 2011, the 481st MCT’s accomplishments enhanced tactics, techniques, and procedures for Entry Control Point operations, and saved millions of dollars to the United States Government. The 481st MCT enhanced in-gating procedures at seven Entry Control Points. The new procedures enabled the safe and swift processing of 700 convoys. The 481st MCT assisted in saving the US Government and tax-payers $2.4 million on unnecessary contracts for a five acre Vehicle Holding Area that was not needed. As part of their MCT mission the 481st worked with Afghan Security Forces and maintained in-transit visibility of cargo coming from Pakistan into Afghanistan. The unit maintained in-transit visibility of all cargo coming in and out of the Port of Karachi. The unit processed more than 100 vehicles of cargo per day, guaranteeing that more than 33,000 trucks carrying 33,000 pieces of unit equipment were accurately tracked. The 481st MCT Soldiers worked alongside the Afghan Border Patrol and an Afghan local security force, Edinburgh International, to establish a positive working relationship with the citizens supporting the counter insurgency efforts and directives established by commander, US Forces – Afghanistan.

US Army Reserve Component

USMC Active component

481st Transportation Detachment (MCT) 316th Quartermaster Battalion Bartlesville, Oklahoma

Combat Logistics Battalion 3 (CLB-3) Combat Logistics Regiment 3 3d Marine Logistics Group Kaneohe Bay, Hawaii

The 481st Transportation Detachment (Movement Control Team (MCT)) is a 21-man detachment located at Bartlesville, OK. The 481st MCT’s mission is to mobilize and deploy into an assigned area of operation and provide in-transit visibility. Fiscal Years 2010 and 2011 were busy and productive years for the 481st MCT. The unit spent the later part of FY10 preparing for overseas deployment. The unit trained and completed all required predeployment training in accordance with the FORSCOM Pre-deployment Training Guidance in addition to mission spe-

Marine Corps

From January to April 2011, Combat Logistics Battalion 3 (CLB-3) was deployed to Southern Helmand Province of Afghanistan in support of Operation ENDURING FREEDOM (OEF). During January, the CLB-3 Force Generation Element (FGE) deployed a detachment to Pohakula Training Area (PTA) in order to provide logistics support to 1st Battalion, 3d Marines during the execution of Lava Viper 11-1. On 23 March, CLB3 FGE rapidly deployed a detachment of 41 Marines and Sailors to Okinawa,

Japan, in order to stage for follow-on Humanitarian Assistance/Disaster Relief actions in mainland Japan, following the earthquake and subsequent tsunami. During the month of April, CLB-3 FGE deployed a detachment to PTA in order to provide logistics support to 3d Battalion, 3d Marines during the execution of a crew-served weapons fire exercise. Also in April, CLB-3 completed its Transfer of Authority with CLB-7 in Afghanistan and redeployed to both Hawaii and Okinawa in order to complete post-deployment actions. In June, CLB-3 FGE deployed a detachment to PTA in order to provide logistics support to 3d Battalion, 3d Marines during the execution of Lava Viper 11-2. CLB-3 executed Alert Contingency MAGTF (ACM) Exercise aboard Marine Corps Base Hawaii during the month of July. In September, CLB-3 supported 1st Battalion, 12th Marines with four separate Port Operations Groups (POG), moving 118 pieces of rolling stock. In October, 1st Platoon, Motor Transport Company provided direct logistics support to 2nd Battalion, 3rd Marines at PTA for a live-fire Crew Serve Weapon training exercise, as well as cross training with the weapon systems. Over the course of 2011, CLB-3 has demonstrated its operational flexibility and logistical expertise. Through its support for countless missions around the globe, support of combat operations in Afghanistan, and logistics operations support for MCBH, it has exemplified what it means to be an expeditionary force in readiness. CLB-3 effectively managed its manpower, resources, and talent to accomplish every mission given, providing supported units responsive and seamless logistics support.

USMC Reserve Component 6th Engineer Support Battalion (6TH ESB) 4th Marine Logistics Group Marine Forces Reserve Portland, Oregon

For the past 65 years “We are ready” has been the motto for 6th Engineer Support Battalion (ESB) and its seasoned combat Marines and Sailors. As an active participant in the Global War on Terrorism, they have stood the test of time by actively supporting the Nation’s national security strategy with unparalleled general www.ndtahq.com | 51

engineering support in conjunction with Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF). The Marines and Sailors energetically lent their support to various humanitarian and support efforts throughout the Continental United States. One of these ongoing support missions was the relocation of the village, Newtok, in the state of Alaska. With the rapid deterioration of the shore line along the Ninglick River at Newtok village, the State of Alaska requested the assistance of 6th ESB to move Newtok to Mertarvik on Nelson Island. With the assistance of civilian sea vessels, 6th ESB transported over 150 thousand pounds of excavating equipment and 50 containers from Port Hueneme to the coast of Alaska. During 2010 and 2011, 6th ESB facilitated and supported various training evolutions to include Shared Accord, African Lion, and two Innovation Readiness Training programs. At any given time, the battalion coordinated and executed the transportation of organic assets across a continuum of sea, air, and land, and provided real world tactical and exercise support when called upon. With unwavering dedication 6th ESB continues to stand in the breach, leading Marine Forces Reserve in supporting any given mission, in demonstration of its motto, “We are ready”.

Navy US Navy Active component Commander, Logistics Group Western Pacific (COMLOG WESTPAC) Commander, US Seventh Fleet Singapore

During 2011, Commander, Logistics Group Western Pacific (CLWP) provided an unprecedented level of operational logistics support in what was demonstrably the past decade’s most dynamic operational year in the Navy’s largest and most active Area of Responsibility (AOR). As Commander, SEVENTH Fleet’s primary logistics agent, CLWP met or exceeded every expectation when challenged time after time to build and then adapt afloat logistics support plans to the theater’s dynamic, continuously changing operational environment. Spring 2011 required CL 52 |

Defense Transportation Journal

WP to maintain round the clock operations for over a month when a 9.0 magnitude earthquake triggered a tsunami and devastated Japan’s mainland. CLWP took immediate action to establish a viable logistics scheme that ultimately provided 1,497 pallets of life sustaining relief supplies for survivors as part of the US military response, known as Operation TOMODACHI, by surging six Combat Logistics Force (CLF) ships to the Japan Operating Area. The CLF ships also supplied stores and more than 8.2 million gallons of fuel to eighteen ships and over 100 aircraft tasked by US Naval Forces to support the operation. As Operation TOMODACHI drew down, the SEVENTH Fleet Naval Forces operational summer schedule continued to evolve, requiring major changes to the dynamic logistics support plans developed for the 20 II TALISMAN SABRE (TS ‘11) multinational exercise. CL WP made crucial adjustments, resulting in the effective delivery of 16.2 million gallons of fuel and over 300K pounds of freight to 24 US and coalition ships. As the end of CYll approached, the team shifted to developing logistics support for US ships tasked to support President Obama’s visit to Jakarta, Indonesia, followed by support for two Carrier Strike Groups (CSGs) and an Amphibious Readiness Group (ARG). In summary, the CLWP team directed 571 Replenishment At Sea (RAS) events, synchronized 596 port visits, provided support to 48 different SEVENTH Fleet Operations, and developed logistics support plans for 9 CSGs, 6 ARGs, 42 transiting ships, 23 Forward Deployed Naval Force ships, and 17 Coalition Force ships during CY 11. This year tested the CLWP team like no other in recent history. The team’s unwavering flexibility and dedication to “Serving the Fleet” led to the highest levels of mission readiness ever achieved in the SEVENTH Fleet AOR.

plishments of its highly trained mobilized members in providing critical combat logistics support to war fighters in the United States Central Command Theater of Operations. Distribution maintained a vital force of over 210 joint service reservists providing flexible, high value operational logistics support in direct alignment with Depot Commanders’ mission needs in 2011. Distribution reservists provided 6,523 hours of inactive duty contributory support to seven DLA Distribution Depots, valued at $907,510. Distribution reservists provided 1,299 man days of active duty operational support to five Distribution Depots, valued at $1,445,350; including 847 man days of rapid response operational logistics and transportation support for surge requirements at three depots. Distribution Reservists also supported three exercises and disaster relief efforts for Operation TOMODACHI. Forty eight Distribution reservists were mobilized during all or part of 2011, contributing 8,154 days of boots on ground expeditionary support to the war fighter. This included 34 members who served 5,206 days in support of DLA Distribution contingency missions in Afghanistan, Iraq, Pakistan, and Kuwait. Fourteen Distribution members filled critical mobilization requirements for DLA Disposition Services in 2011, contributing 2,948 days of support for missions in Afghanistan, Iraq, and Kuwait. Distribution members contributed over 500 hours of community service to a wide variety of worthy causes. The performance of the DLA Distribution Joint Reserve Force in 2011 was truly exceptional, and is deserving of consideration for this prestigious award.

USN Reserve Component

USAF Active component

DLA Distribution Joint Reserve Force Defense Logistics Agency Joint Force (DLA J9) Fort Belvoir, Virginia

730th Air Mobility Squadron Air Mobility Command (AMC) Yokota Air Base, Japan

The Defense Logistics Agency Distribution J9 Expeditionary Logistics Reserve Program distinguished itself through exceptional unit performance in executing rapid response to operational logistics missions and by the tremendous accom-

The 730th Air Mobility Squadron, Yokota Air Base, Japan is the winner of the National Defense Transportation Association Military Unit Award for 2012. As the 2010 yearly winner for the Air Force Medium Command Post, Air Mobil-

september 2012

Air Force

ity Control Center and the Air Mobility Operations Wing, the 730th Air Mobility Squadron organized the movement of fourteen thousand tons and processed four hundred and thirty four passengers in support of Maintenance operations and RED FLAG requirements. The squadron was key in the flawless execution of 350 Patriot Express aircraft by processing 67,500 passengers with zero mishaps earning the 515th Air Mobility Operations Group Best Overall Unit Safety Program for 2010. Additionally, the 730th Air Mobility Squadron was the linchpin for Operations TOMODACHI which aided 263 missions, moved 2.6 thousand tons and processed three thousand passengers for a total of thirty-one days easing the suffering of 400,000 tsunami victims. Furthermore, the squadron successfully eliminated Operation PACIFIC PASSAGE saturation by coordinating with the Tanker Airlift Control Center, moved two missions and 1.2 thousand passengers, which saved seven thousand dollars in delays. Moreover, motivated squadron members performed 1.3 thousand evaluations on the movement of fifty-one thousand passengers to include 5.5 thousand tons of cargo receiving a pass rate of 88% which exceeded the Air Mobility Command standard more than twenty percent. The 730th Air Mobility Squadron has demonstrated professionalism and dedication in the performance of outstanding service to the logistics community.

USAF Reserve Component 73rd Aerial Port Squadron Air Force Reserve Command NAS Fort Worth JRB, Texas

The 73rd Aerial Port Squadron’s accomplishments include deploying individuals to Kuwait, Iraq, HQ CENTCOM, Ramstein Air Base, Dover AFB, and Nellis AFB; processing more than 132,000

tons of cargo and over 214,000 passengers. Also, as a Joint Service provider, this squadron ensured 100 percent readiness of $198.4 Mil in Operation Enduring Freedom munitions, reducing the Army backlog by 28 percent. These high performers provided seasoned Logistics Compliance Assessment Program inspectors and were the key component during six inspections for the Air Force Reserve Command. Their role in the coordination of an amnesty day resulted in the merging of 18 organizations into one team that recovered $7 million in equipment and 90,000 pounds of ammunition. The squadron’s Air Force Smart Operations and Lean Six Sigma events led to a reduction in the training timeline by 35 percent and the renegotiation of Base Operations Support bus/fuel delivery contracts resulting in 79 reduced stops and $298,000 in savings. Their skillful troubleshooting proved pivotal in lost/found baggage with a successful 87 percent return rate. The squadron’s involvement in community projects, organizations, and mentoring 28 individuals resulted in over 400 volunteer hours, and $10,000 raised to support events and members in need. The 73rd Aerial Port Squadron has demonstrated professionalism and dedication in the performance of outstanding service to the logistics community, and is deserving of the NDTA Military Unit of the Year Award.

Coast Guard US Coast Guard Air Station Barbers Point (ASBP) United States Coast Guard District Fourteen Kapolei, Hawaii

At 12.2 million square nautical miles, District Fourteen is the largest operating area in the Coast Guard, and Air Station Barbers Point (ASBP) is charged with its

safe keeping. In addition to providing Law Enforcement, and Search and Rescue (SAR) services, ASBP supplies District Fourteen with reliable and efficient transportation of supplies, cargo, and personnel. In the aftermath of the tragic tsunami that devastated Japan, ASBP was one of the first responders on scene. By providing a dual crew and flying 19.4 demanding hours, one of ASBP’s HC-130s was able to deliver relief supplies and evacuate 26 Coast Guard dependents stationed at Coast Guard Far East Activities from a potentially catastrophic nuclear area within 24 hours of the tsunami’s landfall. This year Honolulu, Hawaii, hosted the AsiaPacific Economic Cooperation (APEC) Conference, gathering many Heads of State from around the world to include the President of the United States. ASBP worked hand in hand with the Secret Service, CG Investigative Service, and the Federal Bureau of Investigation to ensure the safety of APEC guests and to provide transportation to assisting agencies. ASBP supports local government, DOD, and other Coast Guard units by providing platforms and crews to assist with the movement of prisoners, law enforcement officers and their equipment, Red Cross supplies, environmental teams, and endangered species. Tasked with upholding the economic treaties of the United States and its allies, ASBP projects the Commandant’s strategic intent by partnering with federal organizations and international entities to protect resources throughout the Pacific region. ASBP moved over 13.2 million pounds of equipment, over 700 passengers, prosecuted over 160 SAR cases, saved or assisted 79 lives, and protected hundreds of thousands of dollars in property. The men and women of Air Station Barbers Point are our Ambassadors to the Pacific and continue to uphold the highest traditions of the United States Coast Guard.

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SDDC Excellence in traffic management awards

ARMY

SFC Maria A. Caulford

NAVY

Marine Corps

AIR FORCE

US Army Africa, G4 Mobility Distribution and Mobility Division Vicenza, Italy

NAVSUP Fleet Logistics Center Norfolk, VA

Pamela Young

GySgt Alex Garciasilva Marine Corps Base Camp Lejeune, NC

379th Expeditionary Logistics Readiness Squadron Al Udeid Air Base, Qatar

COAST GUARD

DLA

AAFES

DCMA

Frank Mallard

Base Boston, Boston, MA

Elva Aragon

Defense Energy Support Center San Antonio, TX

Carlos Rios

Japan Distribution Center Yokota Air Base, Japan

SMSgt Olando T. Watt

Joe Caldwell

DCMA Southest Transportation Team Atlanta, GA

NDTA Instructor of the Year Awards

ARMY

LTC John C. Moore

75th Training Division (Mission Command) Houston, Texas

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Defense Transportation Journal

ARMY

SSG Tamera L. Cameron

US Army Transportation School, Fort Lee, Virginia

september 2012

ARMY

NAVY

SSG Robert H. Garretson

Mr. Raymond Peterson

139th Regional Training Institute (CA) Fort Bragg, North Carolina

Navy Supply Corps School Newport, Rhode Island

DoDâ&#x20AC;&#x2122;s Partner of Choice for Multimodal Logistics & Strategic Sealift

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Chapter Spotlight Observing and Making History with NDTA Charleston

Along with honoring service members from “The Greatest Generation”, NDTA Charleston supports “The Next Generation” of transportation professionals through fundraisers like the 19th annual chapter golf tournament coming up this Fall. NDTA Golf Tournaments provide fantastic settings for local networking opportunities and sponsorship exposure in support of chapter scholarship funds, benefitting future logisticians and transporters. Charleston is one of a half dozen chapters hosting tourneys in the next couple months, so if business takes you to these areas, seize this opportunity to meet your contacts on the green . . . and practice for the Forum Tourney! Registration information is available on the NDTA website.

Jeff Campbell Chapter Liaison

his month, we’re shining the spotlight on our Charleston Chapter. Five years after Charleston served as host city to the NDTA Forum, the chapter is still going strong, with community involvement and social activities, in addition to regular monthly meetings and fundraisers. Visit the chapter at www. charlestonndta.org, and find them on Facebook, too! In addition to the NDTA Forum visit to Charleston, in 2007, another South Carolina transportation milestone took place, the state’s first Honor Flight. Honor Flights make it possible for veterans to visit the Washington, DC WWII memorial built in their honor. NDTA Charleston supports Honor Flight Lowcountry’s mission to fulfill the dream of visiting the memorial to as many veterans from the Lowcountry of South Carolina as they possibly can. This year, the chapter sponsored hats for everyone on the special trip, which often includes Charleston Chapter members. NDTA Southeast Region President and Charleston Chapter Member Dale Cozart sponsored a WWII Veteran on this trip and said it’s an honor he’ll never forget. “Sharing the day with 77 members of the ‘Greatest Generation’ and listening to their stories about the days just before, during and immediately following WWII would make any red-blooded American stand tall and be counted,” Cozart said. “The sacrifices and hardships these men and women endured to fight for our freedom and the

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al Transportation Week Poster Contest—their winners also won at the National level!  Established the A-35 Executive Council  Successful Mentor-Protégé Programs at several chapters, including Atlanta and Washington, DC 56 |

Defense Transportation Journal

September 7 – Central PA Carlisle Barracks, PA September 8 – Valley of the Sun Goodyear, AZ October 5 – Charleston Chapter Charleston, SC

American way of life that we enjoy today should never be forgotten.” Dale said his only regret is that his Dad, a US Army WWII Veteran, passed away before he had the opportunity to take an Honor Flight and see the WWII Memorial in our nation’s capital. To volunteer on, or donate for the next flight, contact Charleston Chapter President, Steve Bright. Charleston Chapter meetings are generally held the second Thursday of the The greatest benefit from NDTA’s A-35 committee is the return from active participation. So, take your time in Anchorage to participate, network, learn, socialize, and reap the benefits NDTA offers us every day! The A-35 Vision is to be an active component of NDTA providing opportunities and developing tomorrow’s leaders. The benefits to you are:

september 2012

October 18 – Tampa Bay Chapter Tampa Bay, FL

month at the Embassy Suites, Charleston. Beyond the regular chapter meetings and annual National Transportation Week Social, which NDTA President LTG Ken Wykle, USA (Ret.), often attends, members enjoy social activities like this Spring’s visit to a Charleston RiverDogs Minor League Baseball game. DTJ Networking with industry leaders  Scholarship opportunities  Mentor programs  Educational programs  Professional development  Job referral assistance  Leadership opportunities  Community involvement 

DTJ

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Alaska—Our 49th State COL Denny Edwards, USA (Ret.)

t seems entirely appropriate that an NDTA Transportation and Logistics Forum should be hosted in a state so thoroughly dependent on transportation as Alaska. Indeed, it might not even have become our 49th state had it not been for transportation. Isolated and forgotten by the rest of the country for so many years, residents of the Territory of Alaska were eager to prove to those of us in the “lower 48” just how close by Alaska really was. They chose the occasion of the Alaska statehood vote in the Senate on Monday, June 30th 1958 to dramatically make their point. Colonel Thomas J. Weed, the benefactor to our Weed Foundation Fund, described the plan in the September 1958 DTJ, “. . . as the statehood votes were being cast in the Senate, a reporter from the Fairbanks Alaska News-Miner kept a wire open in a phone booth outside the Senate Chamber as the roll call was being completed. At frequent intervals the vote totals were reported to the distant Alaska village 3000 miles away; an expensive arrangement at $2.50 per long distance minute! The final tally was 64 to 20—64 votes that Alaska was to be a state. At the offices of the Fairbanks News-Miner, on the receiving end of the telephone call, re-write men, copy boys, linotype operators and pressmen rushed to complete a Special Edition. Its black headlines shouted— CONGRESS APPROVES ALASKA STATEHOOD! There was an unusual reason for all this hurry. Standing by ready to receive the first copies of this Special Edition was an Air Force B-47 destined for Washington, DC. On the following morning, Congressmen looked with amazement at a gift copy of the Fairbanks Daily, printed in Alaska the night before. The paper reviewed the story of victory for statehood nearly as fast as The Washington Post and Times-Herald had been able to do. At the bottom of page one of the Fairbanks 58 |

Defense Transportation Journal

newspaper was a note: “This newspaper was printed in Fairbanks, Alaska, after passage of the Alaska Statehood Bill by the United States Senate the afternoon of Monday, June 30, 1958. A token shipment is being made to Washington, DC for delivery to every member of Congress and for sales on the newsstands, as a demonstration of the nearness, under modern transportation conditions, of the nation’s capital to the heart of Alaska, the 49th state.” The miracle of modern transportation and communication, and the enterprise of publisher C.W. “Bill” Snedden had made Alaska seem little farther away from Washington than New York City. Key to Survival

An Alaskan newspaper on Congressmen’s desks, a few hours after the statehood vote, symbolized the meaning of transportation to both civilian and military life in the new state. In this day of the global economy, transportation is the key to accomplishment everywhere. It represents

the very core of every Alaskan’s existence. In Alaska it is the key, not only to accomplishment, but to survival. “The ship, airplane, railroad, bus, truck and . . . the barge lines . . . have made modern Alaska possible. They have changed the ‘Great Land’ from an isolated and limited land of self-subsistence, that still characterizes the lives of some Alaska Eskimos and Indians today, to a land of growing, bustling communities. They have also made possible the building and supplying of our northernmost line of defense.” In his article Colonel Weed goes on to say that, “The defense establishment is one of the largest users of transportation in Alaska…With military bases and installations scattered over the vast terrain, defense transportation becomes the sure foundation on which the defense of Alaska rests.” As we deliberate during the days of our 66th Annual Forum in Anchorage, we should take a moment to be proud of the role that transportation has played in the modern day development of Alaska. In 1958 when Alaska became a state, the motto on our NDTA logo read “Transportation Protects the Nation.” Nowhere was that more meaningful then and now, than in our 49th and largest state. DTJ

Alaskan Transportation Facts World’s busiest seaplane base: Anchorages’ Lake Hood handles an average of more



 



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than 175 daily flight operations during the peak summer season. The busiest day in 2010 accommodated 1,403 operations. Flying population: 1 in 87 Alaskan residents is an active pilot. In 2011 there were 8,165 active pilots and 10,947 registered aircraft in the state. Ted Stevens Anchorage International is the number 2 cargo airport in the US. The trans-Alaska oil pipeline is 800 miles long and 48” in diameter. Oil takes five to six days to travel from Prudhoe Bay to the terminal at Valdez. Five oil companies jointly own the pipeline: BP, ConocoPhillips, ExxonMobil, Koch Alaska and Unocal. The Alaska railroad is the northernmost railroad in North America; originally owned by the federal government, it now belongs to the state of Alaska. It carried 400,000 passengers in 2010. The 1,422 mile Alaska Highway was originally built to supply a land route for equipment during World War II, and to relieve the hazards of shipping by water. North America’s longest highway tunnel: Anton Anderson Memorial Tunnel, 2.5 miles long, is on the Portage Glacier Highway.

The U.S. Merchant Marine Reafrming its Commitment to the Armed Forces in time of Peace and Conict

Transportation Institute Working for a Strong American Maritime Capability

James L. Henry President www.trans-inst.org

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Transportation and Logistics— Winning the Talent Race Irvin Varkonyi, President, Supply Chain Operations Preparedness Education (SCOPE) ivarkonyi@scopedu.com

he headline in a recent issue of Material Handling Management was stunning—“Workforce development among logistics employers is not keeping pace.”1 This was the conclusion from the latest edition of PwC’s report, “Transportation and Logistics 2030, Volume 5: Winning the talent race.” The magazine goes on to say, “. . . the aging population worldwide is quickly creating a labor shortage while T&L companies are struggling to attract the new, younger workers who typically view jobs in the T&L sector as dead-ends because of factors including low wages and unfavorable working environments.”2 Well, I guess there’s no denying that yours truly is aging. I have been since the day I was born. In fact, maybe the aging process is rapidly increasing??? Anyway, the PwC report notes six key topics affecting T&L companies: 1. Demographics – The aging population is affecting all transportation modes. For example, the US trucking industry will need to hire one million new drivers in the next 15 years just to deal with replacing retirees and expected freight growth. 2. Recruiting – T&L modes must move toward utilization of social media to attract younger demographics 3. Compensation and incentives – The perception of the T&L industry offering low wage employment is based on decreasing wages during the recession. From 1996 to 2004, wages increased an average of 5% per annum but only 2.3% per annum since 2007. Greater freight transport demand is driving increasing wages. 4. Career paths – Surveys of the T&L workforce found that one out of four were disappointed with career advancement. Some one out of two respondents in a survey of logistics and supply chain professionals was actively pursuing other jobs. 5. Employer brand – Employers will need to enhance the attractiveness of 60 |

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the industry, to improve their brand and cope with current negative images. 6. Diversity management – The T&L Industry has not sufficiently taken advantage of the significant benefits of gender and cultural diversity. Less than thirty percent of the industry are women and less than ten percent of management are women. “These findings are hugely significant for the T&L sector showing us what must be done before the industry falls into a critical state,” said Klaus-Dieter Ruske, PwC’s global T&L leader. “Poor image, poor pay and poor prospects are all perceptions that currently choke the industry. The reality is that there are rewarding, multinational opportunities out there that need tapping into.”3 As this column has indicated over time, the importance of human capital cannot be understated. This is more than a commonly expressed statement but a reality in the global economy. Notwithstanding, the economic downturns of the US economy and those of many other regions of the world, freight movement is not in a downturn. Consider the severe shortage of capacity on the sea-lanes from Asia to North America or the high capacity utilization of the nation’s railroads. Trucking companies, as noted by the PwC, have driver shortages. While there may be inconsistencies with an economy where unemployment exceeds eight percent, labor shortages nonetheless exist. A free market will bring new entrants into high capacity utilization industries which will need more workers to compete. What are the positive aspects of the T&L industry that may not be sufficiently visible to younger demographics who seek careers in information technology and medical services, high growth areas in a nation with an insatiable demand for technology, and an aging population that requires more medical care? Consider these elements:  Opportunities to work with state-ofthe-art technology from smartphones operating warehouses to utilizing social

september 2012

media to communicate with customers; transparency in freight movement so that movement of information becomes as important as the movement of freight. In other words, the T&L industry has “exciting toys” to play with.  There’s a great variety of work within the industry, and opportunities within a company. Consider the UPS driver, who begins his career out of high school or college, will know he/ she has opportunities to move into a warehouse operation as a supervisor. Afterwards, he/she can move into middle management perhaps at one of UPS’ hub locations and then complete a career in senior management. The industry has considerable promotional possibilities.  The benefits of outsourcing bring additional work opportunities with 3PL’s and 4PL’s as supply chains compete to gain advantages for global firms. So with such opportunities, what is the T&L industry doing to attract more workers and what is it not doing? 1. Prioritize improvement of the T&L image with a commitment from the top. While this is easy for anyone to claim, especially in difficult economic times, how much has the industry achieved by decreasing training programs and lack of focus on professional development? A stronger focus on internal education stimulates and motivates a workforce which leads to enhanced brand image. Consider the dedication of UPS, a leader in image development. 2. Adapting the workplace to the needs of older workers with different needs from younger workers. Differences are noticeable in communication styles, learning styles, feedback and more. A good example to emulate are the changes in education in the movement from pure brick and mortar learning institutions to mixed online/face-toface learning, and pure exclusively continued on page 64

“It is a very austere logistics environment to transport anything. Combat is still going on. Terrible terrain. Narrow road. Long way to a seaport. Afghanistan is more challenging for… (withdrawal) than was Iraq.” -Deputy Defense Secretary Ashton Carter

We Specialize in USC-06 Cargo Redeployments from Afghanistan. Innovative Logistics provides comprehensive unit cargo redeployment services to and from Afghanistan while, offering a full range of services that allow us to support unit redeployment cargo back to home station within the Required Delivery Date with real-time in transit visibility. We have a proven record of success redeploying units out of Afghanistan using multi-mode air, land, and ocean freight components under one Supply Chain Management Service Provider (SCMSP). Services  Point of Origin On-Site Cargo Load Masters  Afghanistan and Pakistan In-Land Trucking  Warehousing, Storage and Cargo Consolidation  Qualified and Licensed Enhanced Security  SDDC Compliant Enhanced ITV  Border Crossing and Customs Brokers  Wash/Rinse/Load Ocean/Air Freight  Ocean Freight Forwarding  Air Freight Forwarding

Salang Pass, Afghanistan

Qualifications  Licensed Ocean Freight Forwarder  Licensed NVOCC  Registered Vendor w/ SDDC and AMC  Bonded and Insured  DCAA Compliant Cost Accounting System  Cleared US Personnel Load Masters  22,000 sq ft Compound in Kabul  SDVOSB  Strong Past Performance

Torkham Border Crossing

Chaman Border Crossing

Visit us at www.totalscmsolutions.com or call us at p. +1407.539.6146 • f. +1407.628.1508 CAGE Code: 5G7M8 • Service Disabled Veteran Owned Small Business ( SDVOSB ) • DUNS: 829968614 www.ndtahq.com | 61

HONOR ROLL

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS 1-800-PACK-RAT AAT Carriers, Inc. ABF Freight System, Inc. Accenture Accor Hotels ACTCO-Afghanistan Logistics Airlines for America Air Transport International, LLC AIT Worldwide Logistics, Inc. Al-Hamd International Container Terminal American Maritime Officers American United Logistics America’s Central Port AMYX Apex Logistics Group ARINC Arven Services, LLC Associated Global Systems Baggett Transportation Co. Blue Water Shipping US, Inc. Boyle Transportation Byrne Transportation Services, LLC C2 Freight Resources, Inc. Cardinal Transport, Inc. Carlile Transportation Systems Carlson Rezidor Hotel Group CGI Chalich Trucking, Inc. Chamber of Shipping of America Citigroup Comtech Mobile Datacom Corporation Covenant Transport Coyne Airways Crowley Maritime Corp. CRST International, Inc. CSC

REGIONAL PATRONS

CWT SatoTravel DAMCO Dell, Inc. Delta Air Lines, Inc. DHL Express Dollar Thrifty Automotive Group Door to Door Storage, Inc. Dynamics Research Corp. Enterprise Database Corporation The Exchange Express-1 Fikes Truck Line GE Aviation General Dynamics/American Overseas Marine General Dynamics NASSCO GeoDecisions GID – Get It Done, LLC Greatwide Truckload Management Hilton Worldwide Hub Group, Inc. Intercomp Intermarine, LLC Intermodal Association of North America (IANA) International Longshoremen’s Association, AFL-CIO Intl. Organization of Masters, Mates and Pilots Interstate Worldwide Relocation J. B. Hunt Transport, Inc. Kansas City Southern Keystone Shipping Company Knight Transportation KU Transportation Research Institute Kuehne + Nagel, Inc. Labelmaster Software Liberty Global Logistics, LLC

Liberty Maritime Corporation LMI Lockheed Martin Aeronautics Co. M2 Transport Mack Defense Marine Engineer’s Benefits Association Martin Logistics, Inc. Mayflower Transit McCollister’s Transportation Systems, Inc. McLeod Software Medallion Transport & Logistics, LLC Menlo Worldwide Mercer Transportation Co. Military Officers Association of America National Air Carrier Assn., Inc. National Van Lines North Carolina State Ports Authority NYK Logistics Americas Ocean Shipholdings, Inc. Ocean Star International, Inc. Omega World Travel One Network Enterprises, Inc. ORBIS Corporation OSG Ship Management, Inc. Overdrive Logistics, Inc. Owner-Operator Independent Drivers Association Panalpina Parts Associates, Inc. (PAI) Pilot Freight Services PODS Port of Beaumont Port of San Diego Pratt & Whitney Prestera Trucking, Inc. Priority Solutions International Priority Worldwide Services Qualcomm Incorporated

Radiant Logistics Partners, LLC Ramar Transportation, Inc. Ridgeway International Rockey’s Moving & Storage, LLC Sammons Trucking Savi, a Lockheed Martin Company Sea Star Line, LLC Seafarers Int’l Union of N.A. AGLIWD Sealed Air Corp. Sealift, Inc. Seko Service by Air Southwest Airlines SRA International, Inc. Tamerlane Global Services Teradata Corporation Textainer Equipment Management The Parking Spot The Port of Virginia Totem Ocean Trailer Express, Inc. (TOTE) TQL Transportation Institute Transportation Intermediaries Assn. (TIA) Transportation Management Services Tri-State Motor Transit, Co., (TSMT) Truva International Transportation and Logistics TTX Company Tucker Company Worldwide, Inc. Union Pacific Railroad United Airlines United Van Lines, Inc. UTi Worldwide, Inc. Wagler Integrated Logistics, LLC Women In Trucking Association, Inc. Worldwide Aeros Corp

Chassis King C.L. Services, Inc. Colorado Technical Library EADS North America Enterprise Holdings Erudite Company Estes Forwarding Worldwide, LLC Europcar Car & Truck Rental Federal IT Consulting (FEDITC), LLC FlightWorks FMN Logistics Fox Rent A Car Garner Transportation Group Great American Lines, Inc. Green Valley Transportation Corp. Guard Transport, Inc. Hanjin Intermodal America, Inc. Hawaii Air Cargo, Inc. Holiday Inn VA Beach – Norfolk Hotel & Conference Center Hyatt Hotels and Resorts IdenTrust, Inc. Image Branding Group Innovative Green Solutions JAS Forwarding K & S Trucking, LLC Kalitta Charters, LLC LMJ International Logistics, LLC

LTD Hospitality Group M-Pak Incorporated Marriott International MBA | Morten Beyer & Agnew MCR Federal, LLC (MCR) Meyer Trucking, Inc. Mi-Jack Products & Technology Military Sealift Command (MSC) Miramar Transportation Naniq Global Logistics LLC National Motor Freight Traffic Association, Inc. NCI Information Systems, Inc. NFI NovaVision, Inc. Numerex Corporation Oakwood Corporate Worldwide OTO Hospitality Development Overwatch, Inc. Pak Shaheen Freighters (Pvt) Ltd. Patriot Contract Services, LLC Payless Car Rental Philadelphia Regional Port Authority PITT OHIO Port of Port Arthur Portus Professional Homestaging and Design, LLC Reckart Logistics, Inc. Royal Trucking Company

Ryan’s Express Transportation Seabridge, Inc. Seatac Marine Services Sea Box, Inc. Secured Land Transport SkyLink—(USA) SR International Logistics, Inc. Stratos Jet Charters, Inc. Suite Solutions TAPESTRY - FSG TechGuard Security Tennessee Steel Haulers Trailer Transit, Inc. Trans Global Logistics Europe GmbH TRI-STATE Expedited Service, Inc. Triton Systems, Inc. Try Tours Expediting Services Turnkey Transportation Services Tydenbrooks – Security Products Group Unified Consultants Group, Inc. U.S. Bank US Door & Building Components Utley, Inc. The Virginian Suites YRC Worldwide

Ace Doran Hauling & Rigging Acme Truck Line, Inc. AFC Worldwide Express/R+L Global Services Agile Defense, Inc. AKA a division of Korman Communities Alaska Marine Lines Al-Morrell Development/Morrell Int’l. Alaska West Express All-Lift Systems Inc. Allswell Supply Co. American Moving & Storage Assn. American Trucking Associations Association of American Railroads ATS Specialized, Inc. Avis Budget Group Benchmarking Partners Blkbird, Inc. C5T Corporation Cake Boxx Technologies Cargotec USA, Inc. The Cartwright Companies Cavalier Logistics Center for the Commercial Deployment of Transportation Technologies (CCDoTT) Ceres Terminals, Inc. Chapman Freeborn Airchartering 62 | Defense Transportation Journal |

september 2012

American Roll-On Roll-Off Carrier, LLC Best Western International BNSF Railway Co. Booz Allen Hamilton CSX Transportation DB Schenker DHL Global Forwarding

Evergreen International Airlines, Inc. The Hertz Corporation IBM Innovative Logistics, LLC International Shipholding Corp. KGL Holding Lockheed Martin

AN’S CIRCLE RM P AI

S LU

N’S CIR RMA CL AI E H C

AAR CORP + PLUS Agility Defense & Government Services + PLUS American Shipping & Logistics Group (ASL) + PLUS APL Limited + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boeing Company + PLUS Bristol Associate + PLUS CEVA Logistics + PLUS Choice Hotels International + PLUS Coyote Logistics + PLUS Cubic Global Tracking Solutions, Inc. + PLUS Echo Global Logistics, Inc. + PLUS FedEx + PLUS Final Mile Logistics + PLUS Global Aviation Holdings Inc. + PLUS Hapag-Lloyd USA, LLC + PLUS Horizon Lines, Inc. + PLUS InterContinental Hotels Group + PLUS Landstar System, Inc. + PLUS Maersk Line, Limited + PLUS McLane Advanced Technologies + PLUS National Air Cargo + PLUS Omni Air International + PLUS Panther Expedited Services, Inc. + PLUS Ports America + PLUS Science Applications International Corp. (SAIC) + PLUS Supreme Group USA, LLC + PLUS Universal Truckload Services, Inc. + PLUS UPS + PLUS

Matson Navigation Company, Inc. Norfolk Southern Corporation The Pasha Group R&R Trucking Raith-CTS Logistics Rock-It Cargo USA, LLC SkyBitz

These corporations are a distinctive group of NDTA Members who, through their generous support of the Association, have dedicated themselves to supporting an expansion of NDTA programs to benefit our members and defense transportation preparedness.

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Kent Gourdin

The Road to Renewal: Private Investment in the US Transportation Infrastructure The Road to Renewal: Private Investment in the US Transportation Infrastructure, Richard R. Geddes, 2011, American Enterprise Institute for Public Policy Research, Hardcover, 230 pages, ISBN 9780844743462, $49.95. Here is another book on one of my favorite topics: addressing the nation’s failing transport infrastructure. Despite record levels of government spending, America’s transportation system is plagued by traffic congestion, decaying infrastructure, and politicization of transportation funding— leading to calamities such as the 2007 collapse of an interstate highway bridge over

the Mississippi River, and political fiascos like Alaska’s infamous ‘Bridge to Nowhere.’ In The Road to Renewal, R. Richard Geddes surveys the current state of US ground transportation and finds that, like the roads themselves, transportation policy is in desperate need of repair. A shift toward increased use of public-private partnerships (PPPs)—contractual agreements that allow private participation in the design, construction, operation, and delivery of transportation facilities—could significantly improve the quality of US roadways. Clearly, this is an idea worth serious consideration. DTJ score men on everything from “displaying high integrity” to “driving for results.” 4

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online learning. Content is adapted to different delivery methodologies. 3. The lack of diversity means missed opportunities. By fostering enhanced gender and cultural diversity, companies can spark more creativity and enhance innovation. The PwC report’s Delphi study noted that companies that make sure to include women in top roles may find that profits increase too. This recent report commented on a new Harvard Business Review study: “Are women better leaders than men?” That’s the provocative question Joseph Folkman and Jack Zenger raised in a blog post on Harvard Business Review’s Web site. In their study of 7,000 leaders, they analyzed thousands of their clients. Their study found that women outscored men on 12 of the 16 attributes Folkman and Zenger have found to be most associated with great leaders. On average, the study found, women were more likely to out-

4. Employee satisfaction also leads to improving an employee’s brand. This combines individual hierarchical needs of the workforce as well as external needs such as corporate responsibility, environmental responsibility and workforce diversity. In summary, the T&L industry competes with other industries for talent. The needs of the “millennial” generation require different approaches. The consequences of poor recruitment will mean poor company performance which will lead to shareholder dissatisfaction and negative economic developments. Our industry can control its future. DTJ 1 Material Handling Management, March 30, 2012 2 Material Handling Management, March 30, 2012 3 Transportation and Logistics 2030, Vol. 5, Winning the talent race, PwC, 2012 4 Washington Post, April 19, 2012

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the Maritime Security Program and is the catalyst for an effort to ensure the strategy and policies are in place prior to the development of RFP’s, and the resulting contracts. Work has included the USC07 and Multi-modal contracts. The Passenger Travel Services Committee lends its voice to the revision of travel regulations, policies, and Rental Car Agreements. The Military Distribution Committee is currently engaged with DLA to share industry knowledge on best practices for gaining supply chain efficiencies. NDTA teamed with NAVSUP Systems Command early this year to conduct a training symposium in Norfolk, VA. In April we supported the SDDC Training and Education Symposium by providing the Exposition. Both events were successful and demonstrated the value of NDTA working with Military organizations to provide training and share information with industry on policies, regulations, and future requirements. Our chapters have hosted events to educate and inform chapter members, contributed to their communities through service projects, and have awarded scholarships to help educate the future generation of transportation and logistics professionals—collectively NDTA has awarded more than $100,000 in scholarships. Thank you for your commitment to NDTA and to your communities. We do not know the impact of the reductions in the defense budgets, reduced force structure, changes in acquisition programs, or programmatic changes, but we are confident NDTA will continue to provide a vital service and value to our members—corporate and military/government. Each of you make significant contributions to our economy and National Security. Our achievements are a direct result of your involvement and commitment. Thank you for your commitment to NDTA, for your confidence in the Association, and for the contributions each of you make to ensure our success. DTJ

DTJ Index of Advertisers ABF...........................................................13 APL...........................................................11 ARC...........................................................55 Bennett International Group................57 Boyle Transportation...............................6 Budget.....................................................15 DHL Global Forwarding...........................9

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Defense Transportation Journal

Farrell Lines............................................25 FedEx....................................................... C4 IHG............................................................36 Innovative Logistics...............................61 Landstar.................................................. C3 Maersk Line, Limited...............................1 Mayflower...............................................29

september 2012

Pasha.......................................................33 Pilot Freight Services............................35 Port of San Diego...................................21 SAIC........................................................ C2 SkyBitz.....................................................19 Supreme Group......................................43 Transportation Institute.........................59

Union Pacific Railroad..........................23 United.......................................................17 Universal Truckload Services..............27 UPS....................................................... TOC

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