61st annual NDTA Forum wrap-up, Charleston,SC.
thank you
We would like to send our sincere appreciation to all of our EXHIBITORS and SPONSORS for helping to make the 61st Annual NDTA Forum such a success!
Forum Exhibitors
A-35 / NDTA
AAR Mobility Systems
ABF Freight System, Inc.
Ace
Advantage Rent-A-Car
Agility Defense & Government Services
Air Tran
AIT Worldwide Logistics, Inc.
American Military University
AmSafe Defense
APL Limited
ASL Group
Associated Global Systems, Inc.
ATA Airlines, Inc.
Avis Budget Group
BAX Global
Bearing Point
Bennett Motor Express
Boyle Transportation
C-2 Freight Resources
C.L. Services
Calhoon MEBA Engineering School
Cavalier Logistics
Charleston Marine Containers, Inc.
Choice Hotels
Comtech Mobile Data
CorTrans Logistics
Crowley Maritime Corporation
CRST Logistics
Computer Sciences Corporation
CSX Transportation
Defense Travel Management Office
Delaware River Maritime Enterprise Council
DHL
DLA
EGL Eagle Global Logistics
Efficient Hauling Systems (EHS)
Enterprise Rent-A-Car
Europcar Car & Truck Rental
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Evergreen International Airlines
Extended Stay Hotels
FedEx
Flight Works, Inc.
FSO TO GO, Inc.
General Dynamics
General Freight Services
GEODecisions
Hershey Resorts/CVB
The Hertz Corporation
Hilton Hotels
Holiday Inn Express
Horizon Lines
HudsonMann, Inc.
IBM
ITLT Solutions, Inc.
InterContinental Hotels Group
IOMM & P
JAS Forwarding
Kalitta Charters
KGL Transportation
Korea Express Co., Ltd./GFEZ Authority
Kuehne + Nagel, Inc.
Landstar System
Lexington C & VB
LMI Government Consulting
Lockheed Martin Systems
Maersk Line, Ltd.
Matson Integrated Logistics
Mayflower
McCollister's Transportation Group
MechSim Inc., Defense Transportation Technologies
Medal of Honor
Menlo Worldwide
Mercer Transportation
Microtel Inns & Suites, Hawthorn Suites, Hyatt
Mi-Jack Products, Inc.
Military Living Publications
Military Sealift Command
National Air Cargo
National Car Rental
NYK Logistics (Americas) Inc.
Old Dominion Freight Line, Inc.
Omega World Travel
Palladian International
Panther Expedited Services
Pasha Hawaii Transport Lines
Phoenix C & VB
Pilot Freight Services
PM J-AIT
Positive Edge Technologies
Powersource Transportation.Com
PowerTrack, U.S. Bank
R & R Trucking
Ridgeway International USA Inc.
Ryder
Savi Technology
SDDC
Sealed Air Corporation
SGTP
SkyBitz, Inc.
Super Clubs
Taylor Data Systems
Total Quality Logistics
Totem Ocean Trailer Express, Inc.
Transportation Corps Foundation
Tri-State Expedited Service
TTX Company
U.S. Maritime Administration
United Seamen's Services
United Van Lines
UPS
USO
USTRANSCOM
USTRANSCOM JPMO, HHGS
UTI Worldwide--Defense Group
UTSI
XIO Strategies, Inc.
The Brands of YRC Worldwide
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Keynote Speakers
Mr. John P. Clancey
Chairman, Maersk, Inc.
The Honorable P. Jackson Bell
Deputy Under Secretary of Defense for Logistics and Materiel Readiness, OSD
LTG Robert T. Dail, USA
Director DLA
General Norton A. Schwartz, USAF
Commander USTRANSCOM
Special Guest Presenter (Military Units Awards Ceremony)
LTG Russell L. Honore, USA
Commanding General, First US Army, Ft. Gillem, GA
Opening Ceremony Remarks
September 17, 2007
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Continuing the Investment Cycle
John Clancey, Chairman, Maersk, Inc.
It's a pleasure to have the opportunity to speak in front of the many distinguished military and civilian leaders and colleagues in the transportation industry. This morning I would like to discuss the investment cycle in transportation. It's a timely discussion, especially for those of us in industry that are currently in the process of preparing budgets for next year. We have to plan our spending, based on market trends, our competition, and, most importantly, our customers' plans. This allows us to look at the subsequent five years and make the appropriate decision on capacity, equipment, and infrastructure requirements. While budgets are an annual event, we have to think about spending over the long term.
In September, I participated in the opening of the new Maersk terminal in Portsmouth, VA. The speed at which the terminal evolved--from idea to accepting the first vessel-has been recognized as an anomaly in the business. It took four years to complete and Maersk invested $450 million into the project, making the terminal one of the largest private investments in Virginia's history and the largest investment in a company-owned container terminal in the United States. Should this decision have been wrong, obviously, I would not be standing before you today. Long-term and right decisions have consequences. Correct information and a clear understanding of everyone's objectives are critical for success. Yet, I hope the terminal is not an exception to the rule, but rather the model for investment going forward. I mention the Virginia Terminal to raise the issue of investment and commitment to the intermodal network and the transportation network that the men and women in our Armed Services rely on.
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I'm an unwavering advocate of the partnership that has been created over many years between commercial industry and the military. Continuing the investment cycle requires that both parties are committed to it. I've been on the battlefield and I've been in the boardroom and I realize that there are different perspectives of the same issue--and that those perspectives constantly change.
We are challenged to foster an environment in which innovation is rewarded, but that requires a full understanding of where the DOD is going--and how to plan infrastructure and assets. There are occasions when issues arise that come as surprises. In the commercial world, we plan investments with our customers and they plan with us, and this partnership provides us with an understanding of the direction we should take. This partnership, with clear concise metrics, allows us to time and manage our capital investments.
Dwight Eisenhower once said, "Farming looks mighty easy when your plow is a pencil and you're a thousand miles from the corn field." We need to make certain that plans and investments consider the effects on the global, intermodal network. I am not entirely certain that this is occurring across the government and industry transportation community today.
This process requires insight into Defense Department intentions. It is as essential for our long-term capital plan to have insight into the Department of Defense's intentions because it is with our commercial customers on an on-going basis. And investment is what I want to discuss with you this morning: investment in the global, intermodal network to support our military interests and defend our nation and the cycle that must be continually revamped, planned, and improved. The transportation of US military cargo depends on commercial capacity, and it should. Replicating the capability, we--as commercial transporters--provide what would be difficult if not impossible. TRANSCOM has estimated that it would cost $52 billion dollars to replicate the "global intermodal system" made available through commercial providers in the Voluntary Intermodal Sealift Agreement (VISA).
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It is no secret that commercial assets and capability are a vital part of the defense transportation system. By many measures, the partnership of US government and commercial entities has worked very well. But even when it does, there are critics who focus on specific points in time. As a result, we have partners on both sides looking at a snap shop rather than a movie that clearly describes a success of 1000 days and not of just one day.
We sometimes focus too much on the moment and not the journey. And it has been a successful journey. Can it be improved? Yes, and although missteps are easy to call out, I'll offer a recommendation that can move us forward.
RECENT ACCOMPLISHMENTS
TRANSCOM estimates that it relies on its US commercial partners to provide 88 percent of land transport in the continental US, 64 percent of worldwide sealift capability, and about half of the global airlift. Asset assurance programs such as Maritime Security Program (MSP), Voluntary Intermodal Sealift Agreement (VISA), and Civil Reserve Air Fleet provide the government with access to 360 vessels and more than 1000 aircraft for a fraction of their acquisition and annualized operating costs. While we, as commercial partners, receive revenue from our participation in these programs, we provide assured strategic transportation at an extraordinary value. Take, for instance, the 60 US flag container and roll-on/roll-off ships enrolled in MSP. All of these ships are less than 15 years old and normally deployed in commercial trades; however, in time of need, any or all of these vessels are guaranteed by their owners to be available to the US government.
Assured access to all of these vessels, a combined capacity of more than 20 million square feet, costs the government approximately $150 to $160 million annually. Compare this to the cost of about $1.7 billion that the government would incur each year to acquire and sustain a similar amount of government-owned capacity, and the value of the MSP program is quite evident.
But a solid surge transportation capability is not the only area where commercial and government partnerships pay off. Since the beginning of operations in the Middle East, the defense transportation system has achieved much to be proud of. In 2006 alone, AMC airlifted more than one million personnel and 450,000 tons of cargo. Commercial aircraft carried most of those passengers and about half of the cargo. SDDC and its commercial ocean transport partners carried almost 250,000 FFE of dry cargo, of which about 123,000 FFE moved on commercial liner vessels.
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These services are also an excellent value to the government, with an average annualized cost of $173 per square foot on a commercial liner vessel versus more than $2000 per square foot on a government-owned vessel. This is an incredible value. These numbers, however impressive, are substantiated through a sustained effort stretching for more than five years since the outset of Operations Enduring Freedom and Iraqi Freedom. From 2001 to the present, MSC has moved 91 million square feet of combat equipment, almost exclusively on government and chartered ships sailed by American merchant mariners. SDDC has shipped more than 1.3 million FFE of containerized cargo around the world. Commercial carriers have moved nearly half of that.
This is not a snapshot. This would not have happened without a commitment by both sides, industry and government, to reinvest in the network. The execution of the defense supply chain has truly been remarkable. It behooves us to take a moment from the daily challenges to explore what will impact the defense transportation system of the future. We have done well to serve the men and women fighting currently, but how will we derive the capability to serve our military in the future, and what will these capabilities look like?
THE INVESTMENT CYCLE
With these questions in mind, let's begin with an observation. Many aspects of defense transportation are cyclical in nature, and the cycle takes time. Budgets must consider returns 5 to 10 years into the future, integrating the many factors I mentioned-market, competitive, customer. It's up to leaders to make judgments based on these factors. The cycle is manifested in many ways. There is the cargo cycle, which encompasses the process of deployment and redeployment of military equipment. Military missions and operational tempo are its key drivers.
There is also the cycle of leadership, with which we are all familiar, that occurs as staff and field-level leaders rotate through and among military commands and commercial organizations. This cycle is influenced primarily by individual career paths and organization needs. We all experience this, and it takes a lot of time to manage this process. Every good leader should come into a new position with ideas on improving the system, although sometimes the initiative comes before a full understanding of the interdependence of systems.
The two primary actors in this cycle are, obviously, the US government and especially the military--namely, TRANSCOM and its components--and the US commercial transportation industry.
Many of its outcomes are nearly common knowledge in our community: the US interstate highway system, our airports and seaports, CRAF, VISA, MSP, advances in cargo security/tracking--all of which support our ability to project and sustain US military power anywhere in the world. Indeed, the global nature of the intermodal capability is a unique and important feature, and is a characteristic that will be invaluable as the DOD develops more resilient end-to-end supply chains.
Inside a company, the key feature of the transportation investment cycle is time. Simply put, it takes a lot of it. In order to introduce a new capability in our business, it can take many years to plan it and get permits, build it, and deploy it. The long durations create risk, making risk mitigation a key factor in determining modernization and growth plans. And we, as industry, calculate risk factors in our financial deliberations. And in many ways, it is easier in the commercial market. We generally can rely on three percent increases to GDP and our global customers will likely grow somewhere between five to ten percent. Container flow is increasing at five to seven percent annually. We then use these factors in deliberating and developing our budget for long-term capital planning.
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It is important that we recognize that we are in this journey together. To this end, the government contributes funding for research and development, assets and infrastructure, and a steady market structure. On the commercial side, we also invest in long-term assets and infrastructure across the intermodal network, in the Merchant Mariners that sail commercial and military ships, in expertise to design and operate global supply chains.
The commercial carriers must also be recognized for their investment in our Merchant Marine. Without us, our nation would not have the US mariner base that has proven to be so critical to move cargo--on commercial, MARAD, and US Navy vessels. It is also critical that both commercial carriers as well as the Department of Defense recognize the importance that Merchant Mariners play in our success. We very seldom understand the critical role they play in our planning. We should not lose sight of the requirements to recruit, train, and reward the men and women of our mariner base.
The result of mutual investment is logistics capability, and, consequently, this capability can influence our military's ability to project power. Because of this, it's important to examine the drivers of investment today and examine areas where government and industry must invest to properly prepare for the future. I'll offer three key factors that are affecting investment today: infrastructure, security, and customer requirements.
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INFRASTRUCTURE
Let me start by discussing infrastructure and assets. The infrastructure problem is one where our interests truly intersect. Investment in infrastructure and assets is critical to move our troops, business, and mutual objectives forward.
Our military is an expeditionary force, and this means we are extending our supply lines further from the continental United States than we ever have. Yet, the military is seeking to reduce its logistics footprint and associated cost, and these goals are manifest in BRAC and foreign base consolidation. In short, the DOD wants to be leaner and meaner--do more with less. Business leaders can certainly relate. The global economy is driving us in the same direction. More with less, even as globalization and the freer flow of trade has created a greatly expanded marketplace for goods and services and is driving higher volumes of containerized trade.
We all are trying to do more with the assets we have, yet our economy and our military must have sound infrastructure to do the work. Seaports, airports, rail, and highway systems are critical features of the economic landscape that are also critical to our national security. This overlap forms the basis on which several key commercial-military partnerships are based.
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We rely on the same infrastructure all over the world to do our jobs--getting our troops the material they need. But the economics to afford the development of infrastructure is almost always based on commercial factors. Ensuring that the commercial entities that provide the basis for infrastructure investment remain fully integrated in the defense transportation system is critical to the long-term soundness of national and international infrastructure. This requires communication, commitment, teamwork, and no surprises. Infrastructure is expensive and a difficult process and the less uncertainty the better off we are.
SECURITY
Supply chain security is multi-faceted, and for our discussion today, we'll focus on two key issues. First is international, intermodal trade. There has been an extraordinary push to introduce regulatory measures that provide assurances that the freight moving through intermodal networks is legal and legitimate.
The industry now faces 100 percent scanning requirements. Congress passed and the president signed into law a bill that sets annual benchmarks on the percentage of containers headed to the US scanned, with the intent of meeting 100 percent scanning within five years. This is a difficult requirement and one that could have detrimental effects on the economy.
Scanning is essentially a technology-based solution, which can sound reassuring. Our society trusts that technology brings progress--and this is not necessarily misplaced--but in this case, I am concerned that the effect of this mandate may prove much more difficult to achieve than thought.
These changes will obviously have an impact on our commercial volumes and also the DOD moves. Collectively we must attempt to manage the impact as we go through this process. At the present time the only solution is long lines at our gates or significantly adding to our acreage. Neither are acceptable solutions to our customers or the Defense organization. Military cargo will be caught in the morass that could take place. New terminal facilities and new scanning technology--even if it can do on the move scans--will not be enough to push long lines of trucks waiting to enter terminals onto our highways. And the space at terminals is simply not sufficient to handle all the containers that could pile up there.
The global transportation providers, users, and facilitators have much to do to improve the integration of processes and information that improve security and efficiency, which can protect our supply chains and mitigate the impact on trade flows. We are working together in this regard and continuous effort and oversight will be required.
Second, we should think of supply chain security in terms of the ability to move materiel for our troops while protecting their safety. This is an ongoing problem that will continue to challenge us as a transportation community, and the severity of the problem will drive investment in the future.
It's important to explore viable options, and one worth further exploration is sea-basing. Sea-basing of some incarnation will be a key mechanism for fundamentally changing the supply lines and moving logisticians safely off the battlefield. As sea-based nodes continue to develop--a skeletal system already exists through traditional Navy operations (eg, the amphibious task force) and the military's various afloat prepositioning programs--they must be integrated into the carriers' global logistics networks and optimized. Optimization through integration will produce the greatest benefit and return on an investment that will facilitate the transformation in military capabilities that the Department needs. The problem is that we cannot invest in these long-lead technologies and assets if we do not know what is required.
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CUSTOMER REQUIREMENTS
The final factor impacting investment and innovation in defense transportation is customer requirements. In our community, there are a variety of customers, but I think we would all agree that the ultimate customer is the Soldier, Sailor, Airman, and Marine. He or she depends on us as transporters to feed, clothe, equip, and generally support them. Their mission is national security in its purest form.
Understanding and meeting customer demand is paramount, and metrics are a key communicator of customer requirements. Many of the requirements center on the ability to control and make on-the-move adjustments to the supply chain. Decision-making ability, "sense and respond," and command and control will continue to drive customer demand and affect industry and government investment.
Exploring new ways of doing business that meet customer demand is, of course, necessary and needed, but new approaches that undermine the basis for investment can erode capability in the long run. Sustaining the cycle of investment that grows and advances the defense transportation system must be grounded in long-term perspectives. The challenge comes when planning major investments in transportation assets, be it ships, warehouses, or information systems, without adequate transparency into future needs. Companies must have the commitment from the military and government that they will continue to abide by the framework that supports the system and sustains investment of past magnitudes.
CLOSING
As transportation providers, we are deeply invested in the Defense Transportation System. The foundation that creates the basis for mutual investment and innovative, customer-focused solutions must remain intact. It's vital to our national security and the strategic partnerships that form the basis of the intermodal network.
The myriad of factors that influence the investment cycle that I have discussed today are bound to change. Several years ago the thought of inspecting all imported containers would have been thought absurd, but now some level of security enhancements is a mandate. Somehow, some way, we will figure out a process that will meet the necessity to balance security and commerce. (I don't, however, underestimate the difficulty to get there.)
The challenge is in making necessary improvements without compromising investments in the current system. Open communication and the clarification of intent and objectives between industry and government are critical, and I applaud the NDTA for its ongoing commitment to this aim.
I also believe there is more we can do to foster coordination and propose that, through NDTA, senior leaders in the military and industry should come together to begin dialogue on the investment needs of the future. This small, senior-level executive planning group is needed to collaborate, as industry and government, on actionable ideas that will create sustainable investment programs that will meet the challenges of the future. I will leave this as a suggestion--a challenge--to the leaders within the defense transportation community to consider.
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General Schwartz
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"TRANSCOM has made a career of listening to NDTA"
Closing remarks made by General Schwartz in Memphis last year inspired this year's Forum theme, "Better Together," a sentiment that was echoed throughout the five-day event in Charleston, South Carolina.
In his keynote address, Schwartz spoke of the rapidly changing environment in information technology and within the defense transportation industry. He referenced a study that stated that the top ten jobs available for graduates in 2010 did not exist in 2004. Schwartz said he is sure his enterprise will experience change, and that change will be continuous and rapid. He also assured the audience that his enterprise will respond to these changes in the right way.
Explaining USTRASCOM's responsibility to provide reliable, timely, visible, and secure service to its customers, he stated, "The enterprise has moved more stuff, more reliably, and faster than any time since WWII. It has moved approximately four million passengers and nine million tons of cargo." Schwartz then highlighted some exciting programs at his command.
He said that the Defense Transportation Coordination Initiative (DTCI) is the first ever contract awarded to a third party logistics company to manage all CONUS freight movements for DOD. The program aims to improve the reliability, predictability, and efficiency of DOD material.
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USTRANSCOM has moved, to date, 630 Mine Resistant Ambush Protected vehicles (MRAP) to the war theater. While all but 40 were moved via air, Schwartz said USTRANSCOM will soon begin a mixed mode operation to move the life-saving vehicles to US troops.
USTRANSCOM has also played a role in the development of the Families First Program and the resulting Defense Personal Property System. Schwartz said the enterprise is also working to integrate systems to more effectively manage port operations.
In closing, Schwartz offered, "I think we should all have a great sense of commitment and pride in what we do. It may not be glamorous, but it is truly fundamental. Let's rock and roll together."
Prior to assuming his current position, Schwartz was Director, the Joint Staff, Washington, DC. He has served as Commander of the Special Operation Command-Pacific, as well as Alaskan Command, Alaskan North American Aerospace Defense Command Region, and the 11th Air Force. Schwartz is a command pilot with more than 4200 flying hours in a variety of aircrafts.
Schwartz's major awards and decorations include the Defense Distinguished Service Medal with oak leaf cluster, the Distinguished Service Medal, the Defense Superior Service medal with oak leaf cluster, the Legion of Merit with two oak leaf clusters, the Defense Meritorious Service Medal, the Meritorious Service Medal with two oak leaf clusters, the Air Force Commendation Medal with oak leaf cluster, and the Army Commendation Medal.
LTG Robert T. Dail, USA
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"I don't want change for the sake of change. I want change because troops deserve better. The status quo is not good enough."
The keynote presentation delivered by LTG Robert T. Dail, USA, Director of the DLA, entitled "Extending the Enterprise," provided insight to the past, present, and future of his agency. When he first began at DLA, there were many business units involved. However, the Enterprise Resource Planning System (ERP) is now making the business units more effective and improving the linkages between supply and demand.
Dail described the many challenges on which he has worked at DLA, including divesting inventory, mitigating government risk, transferring some of that risk to industrial suppliers, and improving information sharing. He also worked on populating a common operating picture, so that customers would have more confidence in the supply chain. And though the focus had previously been on managing supplies, today it is on linking supply and demand.
Dail has moved toward transformation and growth within DLA, as well as the entire industry, to create a more adaptable and agile network.
He stressed the importance of a two-way relationship between DLA and its warfighter clients. He said that in this relationship, it is essential for DLA to provide the warfighter with a level of confidence in the system; in return, the warfighter must offer feedback in order to improve the process.
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Dail said his top five priorities for the upcoming year include:
* Continued support of the warfighter;
* Executing the 2005 BRAC process, which for DLA means extending the agency out to all levels of the supply chain;
* Joint Regional Inventory and Materiel Management;
* The Defense Transportation Coordination Initiative; and
* Convergence of the integrated data environment/global transportation network.
The DLA is responsible for providing the Army, Navy, Air Force, and Marine Corps and other federal agencies with a variety of logistics, acquisition, and technical services in peace and war, including everything from food, medicine, and clothing to construction materials, weapons, and ammunition. The DLA Business Model emphasizes being connected to the warfighter, single point accountability, standard processes and systems, developing a customized solution, and providing low costs.
Prior to joining DLA, Dail was the Deputy Commander, USTRANSCOM, Scott Air Force Base, IL. He has commanded and led logistics and transportation units at every level, from platoon to corps, across a full range of Army combat capabilities. He also has extensive experience in operational and strategic level logistics.
Dail's awards and decorations include the Distinguished Service Medal, Defense Superior Service Medal, the Legion of Merit, the Bronze Star Medal, the Meritorious Service Medal, the Army Commendation Medal, the Army Achievement Medal, the Ranger Tab, the Master Parachutist Badge, the Australian Parachutist Badge, and the Army Starr Identification Badge.
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Honorable P. Jackson Bell
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"Logisticians must also be our Warfighters"
On Tuesday, the Honorable P. Jackson Bell, Deputy Undersecretary of Defense for Logistics and Materiel Readiness, OSD, delivered a keynote address to NDTA Forum & Expo attendees in Charleston. He opened by thanking the commercial transportation sector for its continued support of the warfighter and recognizing key Department of Defense leaders in attendance, including General Norton A. Schwartz, Commander, USTRANSCOM.
Bell's address centered on current issues and challenges of DOD logistics enterprises. While ongoing operations in Iraq and Afghanistan are at peak levels, DOD continues to find additional capacity to meet mission requirements. However, as operation timelines and future force projections remain unclear, the ability to meet future capacity needs will be a challenge.
Another significant challenge DOD faces is the difficult operating environment overseas due to such unprecedented conditions and unreliable communications capabilities. He went on to discuss other significant DOD programs and challenges including RESET, Disaster Relief Assistance, ongoing distribution transformation efforts, and the Mine-Resistant Ambush-Protected (MRAP) vehicle program.
The MRAP vehicle has been the focus of recent DOD and industry news as a critical protection solution to IED and RPG attacks in Iraq. Bell emphasized that MRAP production is unprecedented in terms of the scale of fielding and manufacturing, and responded to media statements that vehicle production was slow. While recognizing that the industrial base on which we depend has limited capabilities, he said DOD would continue to provide necessary funding to sustain the MRAP program.
Several MRAP related questions were raised following Bell's speech. He provided further insight by stating that while the supply chain implications of sustaining and supporting vehicles in-theater is extremely complicated, DOD is developing standardized equipment add-ons to mitigate repair and sustainment challenges.
Bell concluded his presentation by fielding audience questions regarding the anticipated draw-down of troops in Iraq and Afghanistan, and the realignment of troops in the Pacific Theater to Guam. Advanced planning and consideration of available capabilities were sited as key to the logistics success of both operations.
Bell was sworn in as Deputy Undersecretary of Defense on August 8, 2005. In this role, he is the principal advisor to the Secretary of Defense, the Deputy Secretary of Defense, and the Undersecretary of Defense for Acquisition, Technology and Logistics on logistics and materiel readiness in the Department of Defense. He is the principal logistics official within the senior management of the Department of Defense. Bell began his career as an officer in the US Marine Corps, and served tours in Vietnam, Okinawa, and the Caribbean--rising to the rank of Captain. He was awarded the Navy Commendation Medal with Combat "V," the Presidential Unit Citation, the National Defense Service Medal, the Armed Forces Expeditionary Medal, the Vietnam Service Medal, and the Republic of Vietnam Campaign Medal.
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Roundtables
VADM Ann E. Rondeau, USN
DOD's Distribution System Transformation
MajGen Arthur B. Morrill, III, USAF
Bold Leadership Needed for Lean/Six Sigma Success Stories
Bold Leadership Needed for Lean/Six Sigma Success
The great potential for improvement in productivity and efficiency in defense logistics was the key theme in Wednesday's "Lean/Six Sigma Success Stories" roundtable discussion, held at the NDTA's Forum & Expo in Charleston.
MajGen Arthur B. Morrill III, USAF, the Vice Director of the DLA, led the roundtable event. Brian Taylor, Forum Co-Chair and President, Horizon Logistics, introduced Morrill.
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Morrill argued for bold and visionary leadership in defense logistics. "If it's impossible, it can be done. Given the accelerating cycle time of change, an organization that wants to be relevant if not a leader will have to have continuous process improvement as a central cultural ingredient. Nothing great ever came from staying with the status quo. Inventing a dripless candle is neither progressive nor transformational. Organizations don't become a market leader by exemplifying the status quo," said Morrill. Morrill added that risk-taking was necessary at every level if Lean and Six Sigma (LSS) processes were to be implemented effectively.
Other roundtable participants included: Col Ron Alberto, Commander, Tobyhanna Army Depot; Chris Knaggs, DSCR Lean/Six Sigma Program Manager, DLA; James W. O'Neill, Vice President, Integrated Logistics Support Systems, Integrated Defense Systems, Boeing; and Allen Russ, Traffic Manager, Joint Munitions Command.
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Benefits attributed to LSS strategies in the roundtable discussion included reducing overproduction, eliminating excess inventory, and using human assets more effectively. Participants emphasized that LSS strategies were not a managerial "fad." Instead, process mapping and engineering were a part of every facet of the successful organization.
While Lean and Six Sigma thinking is not new, many opportunities remain for implementation of these processes. According to Alberto, for example, about 85 percent of processes at Tobyhanna are Lean, while 15 percent are at Six Sigma. There are "tremendous opportunities as we move from Lean to Six Sigma," Alberto said. At Boeing, O'Neill said Six Sigma was being used to "tweak" Lean operations.
In meeting challenges of alignment and creating both common language and common activity in operations, O'Neill concluded that LSS "creates capability that grows business." O'Neill cited recent Boeing successes on this point.
Taylor noted that he was impressed with the quality of the Forum and roundtable sessions. The Lean/Six Sigma roundtable for 2007 was programmed after a session on the same topic in the previous year.
"In following up on a successful session from last year, we hope to steal shamelessly from the successes of other units," Taylor said. Before the roundtable, LTG (R) Edward Honor, USA, looked forward to a productive session on Lean/Six Sigma. For National Defense Transportation Association meetings, according to Honor, "it's all about free advice."
Forum Roundtable Focuses on DOD Distribution System Transformation
On Tuesday, Vice Adm Ann E. Rondeau, Deputy Commander, USTRANSCOM, moderated the first roundtable discussion of NDTA's Forum & Expo. The group was composed of Lt. Gen. Robert T. Dail, Director, DLA; Lt. Gen. Christopher A. Kelly, Vice Commander, AMC; Rear Adm. Robert D. Reilly Jr., Commander, MSC; Ms. Patricia Young, Deputy to the Commander, SDDC; and Ms. Gail Jorgenson, Director of Acquisition, USTRANSCOM, in addition to Rondeau. The group described the way their organizations were working to push the distribution enterprise forward. Items discussed included:
* Performance Metrics
* Performance Based Logistics
* Universal Services Contract 06
* SDDC's Relocation
* Acquisition Consolidation
* MSC Transformation
* CRAF
* Commercial Aircraft into CENTCOM
* Fused Operations Center at USTRANSCOM
Rondeau opened by affirming that a successful mission requires industry and government to "synergize, harmonize, synchronize, and optimize." She pointed out lessons learned from Operation Desert Storm, in terms of supply chain visibility. She said there were a variety of challenges and obstacles in the return of materiel from the war theater. Rondeau sited IT initiatives as a strategic element to successful distribution transformation efforts.
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"Distribution means being able to bring information across the entire enterprise, and the use of IT to make it visible," stated Rondeau.
The roundtable agreed that collaboration and planning efforts between public and private stakeholders are necessary to ensure integration, reliability, and visibility.
Roundtable participant Dail also highlighted the importance of strategic support of the warfighter and the need for a customized global supply chain. Dail said we must use our background of In-Transit Visibility (ITV) technology to create a global common operating picture in support of distribution needs.
The event concluded with panel participants partaking in a spirited question and answer session. In that segment, the concept of a "fusion center" of operational planners was discussed as a tool to leverage necessary capabilities to answer needs and fulfill requirements of ongoing distribution transformation efforts.
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Professional Dialogue Sessions Panel Participants
Performance-Based Logistics
PANEL MODERATOR
Mr. Eric Stange, Managing Dir., Defense & Homeland Security, Accenture
PANEL PARTICIPANTS
* VADM (Ret) Keith Lippert, Accenture National Security Services, LLC Chief Strategy Officer
* Doug Belair, BAE Systems, President Technology Solutions & Services
* Patty Kelly, Army G4, SES Director Force Projection & Distribution
* Scottie Knott, DLA, SES Director of Acquisition Management
* Bob Barnhart, Principle Logistics and Acquisition Partners
Agile Warfighter Sustainment: Acquisition Transformation Challenges and Opportunities
PANEL MODERATOR
Ms. Jill Kale, VP Enterprise Applications and Systems Infrastructure, Defense Group, Northrop Grumman
PANEL PARTICIPANTS
* VADM (Ret.) USN Gordon Holder, Principal, Booz-Allen & Hamilton
* LTG (Ret.) USA Roy Beauchamp, Strategic Advisor, The Howland Group, Inc.
* C. Redding Hobby, Executive Director for Field Support Army Sustainment Command
* MG Charles Fletcher, Jr., USTRANSCOM (J-3)
How To Do Business with the Government Focusing on Customer Service
PANEL MODERATOR
Mr. William J. Kenwell, Senior VP and CCO Maersk Line, Limited
PANEL PARTICIPANTS
* Capt. Jerrold Twigg, Director of G3 Operations for SDDC
* LtCol Todd Robbins (Ret.) USA, Executive Vice President, American United Logistics (Kuwait)
* Phil Tombaugh, Principal, PRTM Management Consultants
Young Leaders in the War on Terror
PANEL MODERATOR
Major Jeffrey Babinski, USAF, Commander, Det 2, 730 Air Mobility Squadron
PANEL PARTICIPANTS
* Lieutenant Andy Halvorson, USCG, Charleston, SC
* Staff Sergeant Eileen Blanchard, USA, Charleston, SC
* Mike Babiak, McCollisters Transportation Group
A-35 Mentoring Session
SESSION LEADER
Mr. Larry Larkin, Director, Defense Supply Chain Management Solutions, Northrop Grumman, Defense Group
Passenger Travel Service
PANEL MODERATOR
"Rocky" Mobaraki, Director of Government Sales, The Hertz Corporation
PANEL PARTICIPANTS
* Denny Clifford, Director Military & Government Sales, Northwest Airlines
* Scott Lamb, Director Government Segment, Hilton Hotels Corporation
* Mark Cronin, Director Government Sales, Dollar Thrifty Automotive Group
* Craig Thompson, VP Government Markets, Carlson Wagonlit Travel / Sato Travel
Optimizing the Government/Industry Partnership
PANEL MODERATOR
Ms. Kirstin Knott, Director of Sales for Government Services, FedEx
PANEL PARTICIPANTS
* Gail Jorgenson, Director of Acquisition, USTRANSCOM
* Fred Baillie, Executive Director, Logistics Analysis and Business Integration, DLA
* Andrew Clarke, CEO, Panther Expedited Services, Inc.
* Kevin Killoran, Vice President/General Manager, ARC
Infrastructure / Congestion
PANEL MODERATOR
Mr. Jon Meyer, Sr. Account Manager CSX Transportation
PANEL PARTICIPANTS:
* Marc D. Boyle, President, Boyle Transportation
* John Vickerman, Founding Principal, Tran Systems
* Alan Blumenfeld, VP Service Design & Advanced Engineering, CSX Transportation
Defense Personal Property System
PANEL MODERATOR
LTC William Carberry, USA, Director, Defense Personal Property System
Limiting Liability for Federal Contractors
PANEL MODERATOR
Joe Hudson, SPHR, CEO, HudsonMann
Continuity of Operations Planning
PANEL MODERATOR
David H. Krumwiede, Consultant to HudsonMann
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Professional Dialogue Sessions
MONDAY SESSIONS
Performance-Based Logistics
Ongoing maintenance and support contracts help optimize system readiness
The strategy behind Performance-Based Logistics (PBL) includes the acquisition of an ongoing maintenance and support contract in addition to the purchase of a product or weapons system. The contractor, then, becomes responsible for sustaining the weapons system throughout the systems lifetime. PBL means total support in order to maintain and optimize readiness; PBL goals are met through performance-based agreements (PBAs) with clear lines of authority and responsibility.
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The session began by identifying key challenges moving forward and the next generation's potential. Five key predictions were presented:
1. The next generation PBL environment will be more cross-services oriented;
2. New organizational structures, business models, and capabilities will be required;
3. Major producers will continue to dominate PBL space, but break-out leaders will come from untraditional business models;
4. New incentive models will make tradeoffs across enterprises and between Integrated Logistics Support (ILS) elements;
5. There will be a shift from traditional supply-based PBLs to information and performance management.
Each of the panelists agreed that "jointness"--the need to bring together different, ad hoc systems to improve support, readiness, efficiency, and reliability--is the pivot point. Jointness underscores both the challenge and the solution facing PBL transformation. The silo nature and lack of cross-service and cross-industry collaboration needs to change in order to support customer requirements.
Robert T. Barnhart, Logistics & Acquisition Partners, LLC, highlighted the need for a "program support integrator" to bring together solutions from multiple suppliers that address concerns such as aging weapons systems, increasing obsolescence, and decreasing reliability.
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Contract funding and the role of government and contractors as risk sharers were recurring discussion items.
In terms of performance evaluations of PBLs and PBAs, Scottie Knott, DLA, stated, "I hope we never go back to less-cost, but that we continue to improve on best-value. We need to evaluate drivers other than cost to improve performance. Readiness, not cost, should be the key focus, because we are here to support the warfighter."
Vice Admiral (retired) Keith Lippert, Accenture National Security Services, stated that one of the intents of the BRAC decision, which transferred the responsibility of procurement of depot level repairables from the Services to the DLA, was to facilitate the Services and DLA working together to award joint PBL contracts.
Agile Warfighter Sustainment: Acquisition Transformation Challenges and Opportunities
Unique obstacles to overcome within the business of military logistics
The session focused on DOD's sustainment, RESET, and deployment challenges to provide a more efficient, effective, and transparent end-to-end distribution system in support of the warfighter. Participants addressed some of the unique obstacles that had to be met and identified the greatest challenges facing the distribution system, including:
* Our ability to sustain forces;
* Our ability to repair damaged equipment and return it to the warfighter (RESET); and
* Our ability to effectively deploy and redeploy troops and their equipment.
According to VADM Gordon Holder, USN (Ret.), the ability to meet obstacles heavily depends on using commercial and military resources in a synchronized fashion. He also explained, "The enemy is different today than ever before. Unlike in previous wars, there is no way of identifying the enemy--it is ever changing."
All panelists agreed that the defense transportation industry must develop a fully-integrated, fully-transparent, highly efficient and effective, agile distribution system, which serves the entire spectrum of users and reduces costs and lead times.
On the topic of RESET, LTG Beauchamp stated, "Time is a critical resource, and if we don't move items back from the war theaters better than ever before, we run the risk of not having an army in very few years."
The panel emphasized, in depth, the importance of looking forward to solve anticipated problems, as well as strategic partnerships among DOD, the industry base, and international markets. In addition, the criticality of IT development, integration of information sharing systems, and education of future logisticians was highlighted.
A series of thought provoking questions were posed to the audience, including: What are we doing? Are we fixing this years problems or working on fixing problems of the future? Who has the relationships? Who are the true players? Is industry a partner or a customer? How do you define success? What are the right metrics? How do we know which topics to include in the education of future logisticians?
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How to do Business with the Government
Focusing on customer service
The session highlighted the role of metrics in evaluating performance improvements and the results that implemented changes create
"In our customer service world, we employ dedicated teams that are geared specifically toward military needs," explained William Kenwell in opening remarks. These teams, he said, also understand the company's rules and regulations to deliver goods. Realizing that things do not always go perfectly in the world of transportation, Kenwell explained the importance of measuring needs in order to get information to the military customer faster and with more efficiency.
Metrics assess performance and help identify ways to improve; however, the real challenge is developing a metric that will provide constructive useful feedback. Criteria related to the transportation and delivery process in theater and the unique challenges that are encountered overseas and the importance of the end goal--improving support to the warfighter--were additional discussion items.
In the future, three vectors may take precedence in metrics models:
* Breadth (the many dimensions of performance);
* Depth (measuring and identifying areas where improvement is needed); and
* Action (whether or not the change resulted in the expected consequences).
During the question and answer period, discussion turned to cargo transportation challenges in war zones. For example: at certain points, security is not allowed to accompany the cargo, and shipments are handled as commercial cargo. Equipment and personnel are compromised due to rough terrain and possible attack.
Young Leaders in the War on Terror
Panelists share perspectives gained through deployment
Lieutenant Andy Halvorson, USCG, began the dialogue with a description of his deployment to Iraq and his various assignments, which included, along with managing 21 patrol crew members, protecting Iraqi oil terminals and territorial waters. He also trained the Iraqi Navy and performed joint operations with Kuwait, England, and Australia. When asked whether he would do anything differently had he known what was in store, Halvorson replied, "Once you have a job, it's hard to prepare for it. I didn't understand the full extent of responsibility I'd be given." He added, "Experience is a brutal teacher. But you learn." He said this famous quote keeps young military leaders motivated, inspired, and willing to move forward.
Staff Sergeant Eileen Blanchard, USA, deployed to Kuwait in December of 2005 where she worked in the information section and also facilitated the movement of more than 300,000 pieces of equipment. Blanchard explained that the experience she gained was one of the key benefits of joining the military. She believes that young America often takes for granted the fact that there are people fighting for our freedom and that protection is crucial to making our country a better place.
Former Army Officer Mike Babiak discussed his three deployments, including Operation Desert Spring in Kuwait, Operation Iraqi Freedom, and Operation Iraqi Freedom Three. In all, Babiak focused on the adaptability of logistics operations, recognizing that while not all his experiences were positive, they helped shape the person he has become. "The benefit of joining the military--you can't replicate the experience, and you can really make a difference. Experiences are the foundation of our future endeavors," he said.
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Mentoring Session
Leading the way
The Mentoring Session hosted by Larry Larkin, Northrop Grumman, counted some "Mentoring Milestones" at the recent NDTA Forum. Attendance set a record at 25 participants; the majority joined the session to learn what the program was all about directly from LTG Honor, namesake of the Washington, DC Chapter's mentor program. LTG Honor emphasized the value of mentorship, recalling inspirational leaders who helped him during the course of his distinguished career. Rounding out the group of senior mentors were MG Bill Farmen, USA (Ret.); Col Ted Lowry, USAF (Ret.); Col John Race, USA (Ret.); Ms. Mary Ann Wagner, President/CEO of XIO Strategies; and Mr. Fred Gowan, President GTIS. Mentorees represented individuals from the USAF, Federal Government, and private industry. Following the session, two mentorees requested more information in order to start a mentoring program within their local NDTA Chapters.
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TUESDAY SESSIONS
Infrastructure/Congestion
Seeking solutions across all modes
NDTA brought together stakeholders representing all modes to discuss the aging US transportation system, which continues to be stressed by greater demands.
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"It is the best of times and worst of times," according to John Vickerman of Trans Systems, who explained that by the year 2020, based on current world forecasts, our transportation system will be at capacity if ongoing challenges are not addressed. In fact, the Port of Los Angeles/Long Beach currently faces gridlock, and other ports are either at capacity or will be in the next few years. In particular, 85 million ocean carriers are being processed; by 2024, it is projected that 243 million ocean carriers will have to be processed in order to meet the demands. And, as ships are growing--from 5000 TEUs to 14,000 TEUs--oversized vessels will not be able to pass through the Panama Canal by 2014.
Vickerman offered the following solutions:
1. Implementing better IT systems for more efficient pre-positioning information;
2. Improving dwell time to one or two days; 3. Utilizing inland ports to relieve congestion; and
4. Securing government funding for more ports and/or improvements.
Marc Boyle, President of Boyle Transportation, paid homage to Dwight Eisenhower for his 1956 initiative to push for the National Highways Act, which resulted in the US Interstate system. However, there are more vehicles on our roadways now that contribute to congestion, which in-turn increases truck carrier costs. Solutions were proposed for consideration that include: increasing capacity by adding more roads; increasing truck size and weights; implementation of real-time highway incident reporting; implementation of congestion fees through High Occupancy Vehicle (HOV) lanes; and increasing fuel tax.
When it came to railroad issues, panelists agreed that anticipated growth in demand will require significant investments to improve the Nation's system. While capacity can be expanded on existing tracks, future demand will require investment to ensure high levels of customer satisfaction. Panelists suggested that employing public/private partnerships, avoiding re-regulation, and recovering the cost of capital could alleviate the challenge.
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Defense Personal Property System
Facilitating a smoother move for military families
DOD is in the process of launching the new Families First Program for Permanent Change of Station moves. To execute the Families First policies, including Full Replacement Value, DOD is developing a new web-based program called the Defense Personal Property System (DPS).
Each year DOD transfers 800,000 military personal throughout the world, with a price tag of more than $1.7 billion. It has spent more than eleven years trying to improve its efforts through lessons learned from pilot programs. The goals of the new DPS Program include:
* Implementing the Families First Program;
* Improving the quality of service from moving companies;
* Streamlining the claims process for loss or damage incurred during a move; and
* Developing an integrated information management system.
"Success is the only option," said LTC Carberry, Director of DPS and session leader. Currently, 26 systems are in use worldwide by DOD's Personal Property Shipping. The DPS will replace all current systems with a single consolidated system that is more efficient, user-friendly, and traceable.
DPS is a single, web-based, end-to-end solution, which awards traffic to Transportation Service Providers (TSPs) based on past performance. DPS will improve visibility of personal property shipments and automated interfaces between TSPs and the government. It will also forecast and report capabilities. The new system is able to connect a US bank payment to TSPs in an average of only 3.9 days, compared to 30 days under the old system. In addition to greater efficiency, DPS is more cost-effective because it will save DOD millions of dollars in interest.
CSXTransportation's Alan Blumenfeld, Vice President, Service Design, provided an overview of the rail industry's response to the supply and demand imbalance. He described the significant capital that the rail industry is investing in incremental capacity during 2007, which exceeds $1 billion. Panelists agreed that anticipated growth in demand will require significant investment to improve the Nation's system. While capacity can be expanded on existing track, future demand will require investment to ensure high levels of customer satisfaction. Panelists suggested that employing public/private partnerships, avoiding re-regulation, and recovering the cost of capital could alleviate the challenge.
Limiting Liability for Federal Contractors
Clarity, simplicity, and total understanding are key in preventing problems
According to Joe Hudson, CEO, HudsonMann, "Federal guidelines affecting personnel are at times complex to understand." He added, "In our day-today interactions with federal contractors, we see the need for more education and training. We try to simplify these guidelines for federal contractors to ensure that vital issues affecting personnel are performed according to Executive Orders and the law."
HudsonMann works to identify Human Resource (HR) issues that create liabilities for federal contractors and advise those contractors on best practices so they remain compliant with the law, maintain current contracts, and reduce noncompliance related fines and penalties.
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Hudson described various HR functions that present potential liabilities, including hiring, EEOC discrimination issues, Affirmative Action, and Immigration Form I-9, among others. Such liabilities, he noted, have increased tremendously as the federal government implements more enforcement than ever before. He pointed to the fact that in 2006, the Federal Wage and Hour division assisted 246,000 workers in receiving $172 million in back pay including overtime, which represents a 30 percent increase over 2001. Similarly in 2006, the Office of Federal Contract Compliance Programs assisted 15,000 workers in receiving $52 million in back pay, salaries, and benefits--representing a whopping 80 percent increase over 2001.
"The federal government has recouped millions and millions of dollars from federal contractors, and at the end of the day it has an enormous impact on their bottom lines," said Hudson.
He also said that federal contractors are often vulnerable to such liabilities as early-on as during the hiring process--in the recruitment and interview stage.
Hudson provided attendees with valuable information pertaining to hiring, interviewing, harassment, Affirmative Action, and compensation standards.
He also offered an in-depth review of I-9 Compliance. Specifically, he discussed that in Fiscal Year 2006, the US Immigration and Customs Enforcement (ICE) [formerly the US Immigration and Naturalization Service (INS)] significantly enhanced its worksite enforcement efforts. ICE, he said, is bringing criminal prosecutions and using asset forfeiture as tools against employers of illegal aliens--far more than the INS.
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"ICE believes that criminally charging and seizing the assets of unscrupulous employers will create the kind of deterrence that was previously absent in worksite enforcement efforts," Hudson stated.
Specifically, in Fiscal Year 2006 alone, ICE arrested 716 individuals on criminal charges (against employers and employees) and more than 3600 on administrative charges. This is seven times the number of arrests completed by the INS.
Hudson further explained that in August 2007, Department of Homeland Security Secretary Michael Chertoff issued a news release announcing an acquisition process change that requires new federal contractors to enroll in "E-Verify." Federal contractor compliance results in points toward bid evaluation processes; non-compliance, however, may lead to contract termination for non-performance.
E-Verify non-compliance risks also include federally mandated fines and/or imprisonment for employers in a pattern or practice of knowingly hiring or continuing to employ unauthorized workers.
Hudson recommended several best practices for 1-9 compliance, including:
* Knowing I-9 verification requirements and penalties for non-compliance;
* Establishing a non-discriminatory process that alerts the company to expiring work authorizations requiring verification; and
* Developing a process for purging old documents.
Continuity of Operations Planning
Ensure your plan before it's needed
David H. Krumwiede, Consultant to HudsonMann, Inc., led a professional dialogue session focused on strategic and operational business continuity planning to protect employees and corporate property following natural disaster, pandemic flu, or terrorism.
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Krumwiede explained the growing importance of a business's continuity plan, which includes personal security practices, company data security, and techniques used to safeguard personnel working in the US and abroad.
"Business continuity plans are more important than ever, especially after September 11, 2001," stated Krumwiede. That event, he said, reminded us that any type of disaster can occur at any given time. According to Krumwiede, the events of September 11 taught businesses the following lessons:
* Continuity plans must be kept updated;
* All types of threats must be considered;
* Dependencies and interdependencies must be analyzed;
* Key personnel must be available;
* Telecommunications are essential;
* Employee support (counseling) is important; and
* Alternate IT backup site is critical.
Krumwiede offered that a business's continuity plan should include an evacuation plan, fire protection plan, security procedures, plant closing policy, employee manuals, hazardous materials plan, process safety assessment, risk management plan, and a mutual aid agreement. He stated that businesses with continuity plans in place can take control of any hazardous situation, and will therefore not fall apart.
Krumwiede encouraged session attendees to visit www.dhs.gov/xlibrary/assets/nipp-ssp-transportation.pdf to view "Transportation Systems: Critical Infrastructure and Key Resources Sector-Specific Plan as input to the National Infrastructure Protection Plan." He said the site may be used as a guideline for businesses interested in developing a continuity plan.
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Special Sessions
APICS Workshop
DOD Meets Lean Supply Chain Management
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A dozen attendees participated in NDTA's first professional development pre-Forum workshop, "DOD Meets Lean Supply Chain Management," in Charleston; it was organized in partnership with the DC Metro Chapter of APICS, The Association for Operations Management. The full-day, interactive workshop focused on the application of best commercial supply chain management practices for DOD logisticians; practical lessons in change management for Transportation Managers, Logisticians, and Readiness and Distribution Officers; and tools to evaluate an individual organization's capabilities in Lean Logistics.
The instructors, Joni White, CFPIM, CSCP, and Irvin Varkonyi, CSCP, customized APICS' Body of Knowledge with current DOD Supply Chain practices in this brand new workshop. Participants simulated the experience of being change managers, responsible for managing the process of change within their units and collaboration across service units and outsourced contractors. The Joint Distribution and Deployment Enterprise (JDDE) (See DTJ, Sept 2007) Competency Model was reviewed, and its impact on DOD logistics was assessed.
Supply chain risk pooling, along with the multi-stage evolution of supply chain management was examined. A key component of the workshop was the Six Vs--Visibility, Velocity, Variability, Value, Vulnerability, and Verdancy-one of the many exercises led by the instructors. The seven deadly wastes were reviewed--design, overbuilding, processing, motion, defects, and wait.
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A key feature of the workshop focused on the Supply Chain Council's SCOR model, 8.0 (Supply Chain Operations Reference). The exercise below, held in the workshop, was used by attendees to identify lean application opportunities for their DOD units Interested readers may use this form and discuss its implications with the instructors.
For further information and queries, please contact Irvin Varkonyi, ivarkonyi@scopedu.com, or Joni White, Jwhitewadc@aol.com.
Emergency Preparedness Simulation
Following the Closing Luncheon, the Washington DC Chapter of NDTA sponsored a Simulation on Emergency Preparedness. More than sixty conference attendees registered for the simulation. The session targeted NDTA local chapter Emergency Preparedness chairs, because this is one of the key components used to evaluate annual Chapter performance. Professionals in preparedness as well as Forum attendees interested in learning about the nuts and bolts of emergency simulation also attended.
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The basic tool used at the session was EMST, "Emergency Management Staff Trainer," a product of ARA. The simulation is scaleable. At the session, attendees dealt with the pending impact of a Category Five hurricane coming toward Charleston. The simulation emphasized the difficulty of preparedness when information is sketchy and the capabilities of transportation stakeholders to simultaneously mitigate the impact of a disaster on their organizations as well as to lend resources to emergency managers.
MILITARY UNITS AWARDS
On September 17, NDTA recognized and honored outstanding military units from Active, Reserve, and National Guard during its 61st Annual Forum & Expo in Charleston, SC.
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Major General Charles Fletcher, Forum Co-Chair, reminded the audience of the tough missions accomplished by US Military Services around the world in the Global War on Terrorism, and that they continue to excel in response to an ever-increasing operational tempo. He said, "Today we honor the very best of the Active, Reserve, and National Guard military transportation and related logistics units from each of the Services."
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Before presenting the Military Units Awards, Fletcher introduced guest speaker Lieutenant General Russel L. Honore, Commanding General, First United States Army, headquartered at Fort Gillem, Georgia.
Honore spoke of the men and women that are voluntarily serving our country and ensuring our freedom. "Let us remember, at this day, in this hour, we have soldiers on the frontline in Iraq, Afghanistan, and here in America, and today let us honor the very best," he said.
Honore said that encouraging young people in America to join the military is essential. "We need the support of all of America ... as it is an obligation of this generation to hand the next generation of Americans a free country."
According to Honore, more than 17,000 troops are trained every year and then sent to the war theater. "I'd like for you to go back to your community and seek out those who are deployed. If America is going to live off of volunteers who defend them then America owes a great amount to the families of those who are deployed and those who do not return."
"The soldier will give his life for those who despise him. May God bless you, and may God bless America," Honore concluded.
Fletcher then presented awards to the Army, Marine Corps, Navy, Air Force, and Coast Guard.
The Army, Active Duty award recipient was the 57th Transportation Company, 548th Combat Sustainment Support Battalion, Fort Drum, New York. Second Lieutenant Paul Moeller, USA, accepted the award.
The Army National Guard award recipient was A Company, 53rd Brigade Support Battalion, Pinellas Park, Florida. CPT Gregory A. Wiggins, USANG, accepted the award.
The Marine Corps, Active Duty award recipient was the Combat Logistics Battalion 1, Combat Logistics Regiment 1, 1st Marine Logistics Group, Camp Pendleton, California. First Lieutenant Nicolas Gaviria, escorted by Gen David Reist, accepted the award.
The Marine Corps, Reserve Component award recipient was the 6th Motor Transport Battalion, 4th Marine Logistics Group, Red Bank, New Jersey. 1stLt Scott Shinn, USMR, accepted the award.
The Navy Active Duty award recipient was the Fleet and Industrial Supply Center, Pearl Harbor, Commander, Fleet and Industrial Supply Centers. Mr. Peter Pappalardo Jr., Supervisory Marine Cargo Specialist, escorted by RADM Rob Reilly, accepted the award.
The Navy Reserve Component award recipient was the Navy Reserve Naval Air Forces Supply 1086, Naval Operational support Center, Norfolk, Virginia. CAPT Petersen Decker, UNSR, accepted the award.
The Air Force, Active Duty award recipient was 723rd Air Mobility Squadron, 721st Air Mobility Operations Group, Ramstein Air Base, Germany. TSgt Ron Sylvas, escorted by Gen Gary McCoy, accepted the award.
The Air National Guard award recipient was the 118th Airlift Wing/Logistics Readiness Squadron, Air National Guard Air Mobility Command, Nashville, Tennessee. Major Michael Brian, TNANG, accepted the award.
Finally, the Coast Guard award recipient was US Coast Guard Air Station Barbers Point, 14th Coast Guard District, Barbers Point, Hawaii. CAPT Bradley Bean, USCG, escorted by Mr. Art Walz, accepted the award.
Since 1966, NDTA has recognized and honored military units from the Active, Reserve, and National Guard for their accomplishments and skills in transportation and logistics.
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**Congratulations to all Military Units Award recipients.**
STEPS TO SECURE THE SUPPLY CHAIN IN EMERGENCY SITUATIONS
* Planning
* Minimizing operational vulnerabilities
* Sharing information among stakeholders
* Integrating suppliers
* Efficiently handling response and recovery
Interviews
MG Charles W. Fletcher, Jr., USA
RADM Robert D. Reilly, Jr., USN
One-on-One with Major General Charles W. Fletcher, Jr., USA
Director of Operations and Plans, J-3 USTRANSCOM
As Director of Operations and Plans, MG Fletcher is responsible for the deployment of forces and the distribution of supplies and equipment for humanitarian, peace time, and war time operations for the DOD including joint training, exercises, and war planning. He is also responsible for force protection for USTRANSCOM and its Components, and has operational control of the Defense Courier Service and the Joint Operational Support Airlift Center. Additionally, he provides associated policy guidance. MG Fletcher graduated from West Point in 1972. He has held numerous staff positions and has commanded at company, battalion, brigade, and headquarters levels, and prior to his current assignment was Commanding General, SDDC.
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On September 19, as the 61st Forum was winding down in Charleston, MG Fletcher took a few moments to speak with the NDTA Forum Press Team.
NDTA FORUM PRESS TEAM
Thank you for your time today. Could you tell us a bit about TRANSCOM?
MG FLETCHER
Our job at USTRANSCOM is to take requirements from the customers we support--mostly from the combatant commands, but also from governmental agencies such as FEMA during times of disaster. We go to our Army, Air Force, and Navy components to ensure that transportation is available to meet those requirements. Our greatest capacity is on the commercial side, so we depend heavily upon industry partners and systems to understand their capabilities, to work load them, and then to monitor their performance.
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NDTA FORUM PRESS TEAM
How has ND TA helped TRANSCOM in its role with the commercial sector?
MG FLETCHER
NDTA is invaluable, given the heavy reliance that we have with commercial industry. It provides the forum in which we can work together to improve communications for better understanding. It gives industry the chance to understand how we collect our requirements and how we quantify them. In turn, we learn what industry's capabilities are so that our expectations don't exceed their capacity. NDTA also offers a forthright way to discuss ideas for improvement. The Association is a tremendous professional and personal asset as well. We get to know people on the commercial side who we will have to depend upon in times of crisis, and we are able to develop lifelong relationships with industry leaders.
NDTA FORUM PRESS TEAM
NDTA has witnessed many success stories. Can you highlight how the sectors have come together in support of the warfighter?
MG FLETCHER
The global war on terrorism has heavily taxed our units and their equipment. What we have found as we have developed our requirements over time and have come to rely on commercial capability is that we have been able to replace what we have traditionally thought of as a unique military capability with a commercial capability. We have seen a lot of adaptiveness on the part of the commercial industry. Today, as we look at the way we sustain our forces, both in Iraq and Afghanistan, more than 70 percent of what flies over, flies on commercial carriers. And once in theater, more than 40 percent of the distribution from the air hubs is done by commercial aircraft. This has allowed us to bring back the Air Force aircraft that traditionally performed this role for reset-to fix the aircraft, to rest the crews, and to train the crews to the broader missions. This is also happening on the sealift side. We entered the war with a heavy reliance on military sealift command and their vessels; now more than half of what we do is carried out on commercial vessels. The same partnership applies to all we do at TRANSCOM.
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One of the prime missions we have, and one that we take most seriously, is the return of our fallen heroes. Currently, they are brought back to Dover Air Force Base, where our military mortuary is located. If we are to move them to a final place of interment, outside a 300-mile radius of Dover, a commercial contractor assists us always with great care and dignity. The response from the families has been positive. So, in every facet of our operation, we are including and become dependent upon the commercial contribution.
NDTA FORUM PRESS TEAM
You participated in the "Agile Warfighter Sustainment," one of the Forum professional sessions where a lively discussion took place on some of the obstacles and challenges that you face in delivery. Can you talk about some of the key challenges that you are now working to resolve?
MG FLETCHER
One of the challenges we face in our relationship with commercial industry is that traditionally we have developed our command and control and our monitoring systems within the military community. We are finding that with our greater dependence on the commercial sector, that we have to understand their information systems--the way they do their reporting. Finding standards of information that we can share, and finding control systems that allow each of us to operate our enterprises with visibility over both sides, is a very complex technical challenge that we are working through. It gets down to having common metrics. The establishment of the process and the supporting information technology, and then applying discipline to it is an ever existing challenge that we have. We are working through this. Some of the recent developments in the technology of accessing data offer a real opportunity to allow people to use the systems they are familiar with but that still give visibility of the essential data that we need to monitor. We--industry and the DOD--are largely an "Information Technology Consortium" in which this interdependence has become the critical element to reaching the effectiveness and efficiency that we both seek.
NDTA FORUM PRESS TEAM
What will be TRANSCOM'S role as the troops begin to return home?
MG FLETCHER
We have to change the model that we have used for many years in deploying forces. We deploy from fixed installations, largely within the US, that have established capabilities--a hard stand. These installations have the information systems that are needed and they have the people that are needed, many of whom have spent 20 to 30 years doing this business. So it is a robust infrastructure that the military forces use to leverage, to do all the documentation, the preparation, the loading, and the movement to fixed facilities in the United States, our Aerial Ports, and our Seaports.
When you look at the complexity of returning large numbers of forces and great amounts of equipment in a coordinated and a unified manner and without an existing infrastructure in Iraq or Afghanistan, it presents a formidable challenge. We have started training teams to go in and replicate some of the long-standing capabilities that have existed in our stateside installation transportation offices. We are partnering with the commercial industry so that they understand as we develop our requirements exactly what we are seeing. We look at their capacities. We do the port selection based not only on ports that we would like to go to, but also on the ports that they can support. We are bringing in our commercial partners and non-asset owners to help manage this. We are bringing in a whole consortium of different commercial entities. We need all of this working together if we are going to be successful given the austere environment and the fact that we are still vulnerable to enemy attack--maybe even more so. It is a much more complex problem than deploying forces into theater.
NDTA FORUM PRESS TEAM
The return of hardware and equipment is happening at the same time that the volume of international trade is escalating at an all time high, and also when port congestion is affecting our Eastern ports. Is that something you are looking at right now--the impact of commercial operations at marine terminals at the same time as major military operations?
MG FLETCHER
Absolutely. This is something that has been in development over the last three or four years. As the Chinese import surge has moved from the West Coast to the East Coast, the traditional ports that we have operated out of--Savannah and Charleston--have become some of the largest port operations in the US. We now compete for pier space against imports from all over the world and exports, too. Charleston, for example, exports a lot of food and commodities. We have to recognize that. Typically we look at capabilities purely in terms of infrastructure; now, we have to look at capabilities in terms of work load as well.
We have port planning orders with the seaports, and we have arrangements through aerial ports. We are now bringing commercial entities into our US Air Force aerial ports to offset the challenge that we have at the seaports. We don't own many military seaports. In Charleston, we have an ammunition port and pier space open to military use. But we are overwhelmingly dependent upon commercial capability. The vast majority of what we ship is by sea, so we are constantly working this. This fact alone enhances the importance of NDTA and our ability to dialogue with all of the players in the maritime industry--the maritime administration, the longshoremen, the vessel operators, the personnel on board, the ports authorities. Through NDTA we have an outstanding method to get to them, to talk to them, to find out not only about their challenges, but also how they are building toward the future so we can build toward the right capability as we look ahead.
NDTA FORUM PRESS TEAM
The big talk this year at the NDTA Forum and among the press is the Mine Resistant Ambush Protected (MRAP) vehicle: the increase in production and the logistics of supplying them to the theater of operations. Can you talk about USTRANSCOM's plans for the future--for moving MRAPs by sealift or air, and how that will even out.
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MG FLETCHER
The MRAP is important to the lives of our troops and it is absolutely essential to operations in Iraq, so we currently fly them out to get them there as fast as we can.
MRAP production is a partnership. The commercial side provides carriage manufacture and assembly, and the Charleston Navy facility installs the electronics. The production rate is low but will ramp up over time. And, as we ramp up, we will see that there are opportunities to move to sealift; however, we will never sacrifice the delivery to the soldier, the marine, and the sailor in the process.
We have to adapt our defense to our enemy's understanding of our capabilities and we will be evolving the protective carriages over time just as we did with other vehicles. There's an analogy in the up--armored Humvees--we improved the doors, the windshields-and as we did this, we flew kits over to the theater so repairs could be made locally. If we can get the MRAP to them faster by doing modifications over there, then we'll do that. It's about getting the vehicle to exactly the right place in time for the user.
We are finding that there is a limited number of commercial options available to fly the MRAPs over, and we are leveraging those options. And there are some limitations in terms of capability and security, but we will work through all of those issues to make sure we get the MRAPs to the troops as quickly as possible. We have ensured that the handoff is seamless from the manufacturer to the modification site to transportation pick up. And we have people in theater to ensure that once the MRAP leaves the aircraft, it immediately moves to the user. Right now, the whole supply chain is working ... and it is improving. It is a classic "Supply Chain Challenge" engaging all communities: manufacturing, delivery, and program management. It is very complex. We have the highest level of visibility on this, and it is not a resource-constrained issue. Everyone is on board and everyone is working as quickly as they can to deliver.
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A Conversation with RADM Robert D. Reilly, Jr.
Commander, Military Sealift Command
During a break at the NDTA Forum, Rear Admiral Robert D. Reilly, Jr., Commander of the Military Sealift Command (MSC), answered questions facing the transportation industry. The discussion focused around three points--the theme of the National Defense Transportation Association's 61st Annual Forum and Expo, the DOD Preference Act, and the MRAP program.
Rear Admiral Reilly agreed with NDTA President Ken Wykle that this year's Forum & Expo's "Better Together" theme reflects the value of teamwork and leverages the strengths of government and industry to accomplish goals.
He said, "From our perspective, it's about how we provide value to those who need it. The Department of Defense is large and there are a lot of moving parts. We're fighting on three fronts--Iraq, Afghanistan, and Homeland Security--and the emergence of information technology and globalization adds a business aspect to everything we do.
"There are more effective ways to network and provide service, presenting answers to the issue of who we provide service to."
He explained that MSC must have a strong working relationship with its industry partners. According to Rear Admiral Reilly, Cargo Preference Laws reflect MSC's strategic delivery function. The law requires that Department of Defense cargo should be transported on US-flagged vessels, if available, unless the freight charge is excessive or otherwise unreasonable.
"Ships providing services carry military-unique cargo and have to move based on separate operational tempos," he said.
On the subject of how to move MRAPs from the US to the war theater, Rear Admiral Reilly brought up four points relating to the requirement of urgency--industrial capability, how and when to equip vehicles with information technology, how to get the vehicles to war fighters, and how to optimize delivery of MRAPs.
"More and more MRAPs are being sent to the war theater by ship, which is significantly cheaper then flying them over. However, the weight and size of the MRAP, combined with the speed of moving them to the war theater, play a part in the function of cost. We are looking at a variety of transportation options that involve a combination of sealift and airlift."
Rear Admiral Reilly concluded, "We want to get the effect on the battlefield as soon as possible, but we must be mission-focused and business-aware, which is one of the guiding principles of General Schwartz."
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Showstoppers
The "Better TOGETHER" partnership theme of the 61st NDTA Forum & Expo was loud and clear at the North Charleston Convention Center! You could hear it in the lively conversations between military and civilian partners who come together once a year to learn about the latest trends in the defense transportation business. And you could see it in the dramatic display of vehicles stationed on the exhibit hall floor. This year's NDTA Expo included some real showstoppers!
The Cougar, a rough and ready MRAP (Mine Resistant Ambush Protection) vehicle, first spotted outside the Convention Center on September 15 as it pulled up the drive, drew "oohs" and "aahs" from onlookers at the NDTA Forum. The manufacture of this heavy weight represents a classic case of partnership--the "belly" (full armored carriage) is assembled by private industry (currently, there are five independent commercial companies building carriage parts in the United States) and the "brains" (IT systems and onboard navigational gear) are designed and installed at the Space and Naval Warfare, the Naval Weapons Station (SPAWARS) in Charleston, South Carolina.
The Cougar on display was provided by Force Protection, Inc., headquartered in nearby Ladson, SC. Tommy Pruitt, Government Communications and Public Relations Director, explained that the company turns out three categories of MRAPs: the Buffalo (at 80,000 lbs max: for detecting explosives and clearing routes); the Cougar (in 4x4 and 6x6 models at 52,000 lbs max: for forward command and control and troop movement); and the Cheetah (at 24,000 lbs max: for light tactical operations). The facility was recently expanded for full assembly line production with 90,000 sq. ft. of warehouse space where the company expects to roll out 300 a month by the end of 2007. Pruitt added that, "Production is personal. Everyone at Force Protection is invested in the effort to safeguard our troops."
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Inside the Convention Center, the Cougar revealed another form of partnership--the cooperative element required to deliver the MRAP to the theater of operations. If production steps up as anticipated, alternative means of deployment in addition to airlift will become critical.
ITLT Solutions, Inc. and Maersk Line, Limited teamed up with Force Protection to create an impressive display targeting optional means for oversize heavy cargo lift. Contrail[R], an invention that was designed, engineered, and patented by ITL Technologies, was its centerpiece. The Contrail[R] requires no special handling equipment, and it can fit inside the cargo hold of a container ship without modification, allowing for stowage below deck. It is an ideal solution when conventional containers just won't work, According to Glenn Patch, president and CEO of ITLT Solutions, "Contrail[R] can benefit the military, shippers, and carriers. The military can greatly improve logistics mobility and speed by opening substantial new capacity and routes via US-flagged commercial containerships. The military and project cargo shippers can benefit from more scheduled services not available with roll-on/roll-off bulk shipping. Carriers can move cargo they never could before efficiently and profitably."
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There was more good news coming from the Maersk booth: the company announced its new weekly US flag liner service to the Middle East, demonstrating support capability to TRANSCOM in moving vital military equipment (like the MRAP) to the warfighter. Maersk Line, Limited, long time NDTA member and platform provider for the Contrail[R] demonstration, hosted the Exhibit Hall Opening.
Another operational military vehicle--the Oshkosh M978 HEMMT (Heavy Expanded Mobility Tactical Truck) Fuel Servicing Tanker--was stationed in the Expo Hall, courtesy of McCollister's Transportation Group, Inc. a first-time exhibitor with NDTA. The M978 model, which refuels tactical vehicles and helicopters in forward locations, was loaded on a single-drop flatbed trailer to showcase the company's capabilities. "With prior military service in the 82nd Airborne, 3rd Infantry Division and the Navy Supply Corps, our team knows what it takes to support the military," explained Dan McCollister, President and owner. "The partnership with Oshkosh Truck demonstrated McCollister's expertise in handling specialized oversized freight, and it also heralds the beginning of a new complement of services in support of the Warfighter," he continued. McCollister's has been working with the DOD for more than 50 years, primarily moving Household Goods. In January 2007, McCollister's Team became a DOD approved carrier for freight and will begin providing Transportation Protective Services including Protective Security Service in 2008.
Efficiency Hauling Systems (EHS) was another newcomer to the NDTA Expo. Their static display--the "Wingliner"--offered a fresh perspective on transporting cargo, although the concept was actually conceived of in Europe around 1996. The Wingliner employs hydraulic lift sides and top for rapid turn-around distribution vehicles (opening and closing can be accomplished in two minutes or less with finger tip control!), so it has the accessibility of a flatbed, the security of a van, and greater aperture than curtainside vehicles. For Forum attendees, "seeing was believing" as they watched an operational demonstration. Gavin Worthy, company President and CEO explained, "We have to improve the working environment if we're going to attract and retain drivers. They're not paid unless they're on the road, and the trick is to get in and get out quick. Because of the Wingliner technology, staging shipments and changing dock schedules won't compromise their drive time." And unwieldy loads, like military hardware, can be managed more efficiently and safely than negotiating flat beds and tarp tie downs. The system is in use throughout Europe, Australia, Japan, and South Africa. EHS hopes to bring it to North America thanks to their exclusive licensing rights to the Wingliner patent.
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It's all about delivery when it involves the USO, too. For more than 66 years, the USO has served our troops in traditional fixed facilities as well as on the road. By the end of 1945, USO "clubs-on-wheels" were averaging 3775 visits to troops in remote locations and delivering more than a billion letters from home each month. Today, the USO is proud to take these programs and services to a higher level, with three new Mobile USOs designed to bring a "home away from home" directly to service members serving in remote and isolated areas throughout the US. These vehicles offer a comfortable retreat where service men and women can relax, have a snack, watch a movie, play a video game, or connect online with family and friends. The vehicles also find application in serving victims of natural disaster, such as Hurricane Katrina. A new Mobile Canteen joined floor exhibits at the NDTA Expo in Charleston. The modern unit certainly has evolved over time, but the spirit of bringing communities together in support of service members or those who have lost home and belongings remains intact.
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That same spirit of support was also seen in a Landstar 18-wheel rig on display. It is emblazoned on both sides with a "moving tribute" to our country's Fallen Heroes.
Lynn and Shelly Baxter, a husband and wife team from Texas, have spent nearly 15 years on the road making deliveries for Landstar Carrier Group. Together, they drove the distance to the NDTA Forum in Charleston to remind us of the commitment and sacrifice made by our troops. Adorning their freight liner is a mural depicting images familiar to the 111th Quartermaster Company, 530th Combat Sustainment Support Battalion. (Mortuary Affairs, formerly titled Graves Registration, has been a Quartermaster Corps mission since the Civil War. Training in the specialty is provided by the Mortuary Affairs Center and includes instruction in the areas of search, recovery, and evacuation of human remains; tentative identification and disposition of the remains; and the disposition of their personal effects. Unlike historic training in this area, great emphasis is now placed on the forensics aspects of the process.) The mural depicts two soldiers kneeling in prayer as God's hands reach down to protect them. One is Shelly's son, Staff Sergeant Brian Snook, a mortuary affairs noncommissioned officer in the "11th" who has deployed to Iraq and Afghanistan. SSG Snook sent his photo home to his mother, which in turn inspired the painting. Truck owners, Alvin Mann and his wife, endorsed and funded the project; Shelly's sister, Judy Privett, is credited with composing all pictorial elements. This moving tribute was a total team effort to foster respect for those who have paid the ultimate price for our freedom.
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The 61st annual NDTA Forum and Expo concluded on September 18, 2007, as booth representatives packed up their gear and bid farewell to friends and colleagues. Chris Alf, President of National Air Cargo, sponsor of Exhibits Revisited, summed up the Expo experience by saying, "All exhibitors are strategic partners with the military in accomplishing their mission at any time, anywhere. At National Air Cargo, Inc. we strive to provide the best customer support and satisfaction, meeting those needs through swift movement of materiel.
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By Karen Schmitt
To: Force Protection, Inc.
From: GYSGT Gabriel Wilson
Date: February 23, 2007
I want to send a letter of thanks to all the personnel who work day after day building the Buffalos and Cougars that have saved my life and my Marines' lives on many separate occasions out here in Iraq.
I know you all go into work with the same reason Marines go to work, and that is to make money. But make no mistake about it, "What you do at any level for Force Protection is making a difference in our lives!" Do not ever question that.
I run a Marine Corps' route clearance out of Fallujah; there are 26 of us, and we have all taken some pretty bad hits in both the Buffalos and Cougars. Yet through it all I only needed to medically evacuate one of my Marines who had critical wounds, and I am happy to say he is back in the states and is going to recover just fine.
We have been operating for five months now, and with only two months remaining before we push back to California, we can only send our thanks to your craftsmanship, which has without a doubt saved our lives.
Thank you and God Bless!
Gabriel Paul Wilson
Gunnery Sergeant, USMC
Task Force Vanguarde, Charlie Company, 1st Combat Engineer Battalion
DHL
There were lots of show stoppers--even some that were not connected with NDTA's Expo Hall.
Registrants were greeted at the North Charleston Convention Center by DHL's first-time ever Registration Pavilion where they were treated to Benne Wafers, a Charleston original, and ice cold lemonade. The Pavilion was festooned with vivid yellow and red banners, DHL company colors, to create a cheery welcoming atmosphere. According to Ray Donahue, DHL Vice President, attendees commented favorably on the hospitality. "We didn't expect this," said an early bird arrival. "This is certainly one of the friendliest Forums we've ever attended!"
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FedEx
Flappers draped with beads and feathers and bootleggers carrying machine guns set the stage for the Monday night Scholarship Event. It was all in good fun! FedEx, event sponsor, set the stage based on the Roaring 20s, a colorful era in our Nation's history and when the Charleston dance craze epitomized the liberating feel of the times.
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Kirstin Knott, Director of Government Sales, said "We wanted to bring Charleston inside so everyone could experience it." FedEx presented a check for $10,000 to the NDTA Scholarship Fund. Justin Rashall and Mark Chang, both from Texas A & M University-Galveston and 2007 NDTA Scholarship recipients, were on hand to speak to the audience.
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Chairman's Awards Dinner
"In our audience tonight are the most accomplished national defense transportation professionals--professionals that make our business possible. IHG has the utmost pride and appreciation for you and the job that you do." --Mr. Michael Fegley, VP Sales and Marketing Global Sales Americas, IHG
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"We appreciate the opportunity to be a part of the NDTA, and to sponsor the Chairman's Awards Dinner."
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Off-site Tours
Off-site tours were added to this year's professional line-up for a first-hand look at aerial and marine port operations.
437TH AIRLIFT WING The 437th*is known as the Premier Wing within Air Mobility Command (AMC), and has received numerous honors and awards for its ability to rapidly, securely, and efficiently move cargo.
The tour launched with a background briefing by Col. John "Red" Millander, 437th Airlift Wing Commander. As one of the largest employers in the area, the Wing has more than 3800 active duty, 1400 civilian, and 2300 reserve personnel, with an economic impact of nearly $3 billion on the Charleston region. Established in 1952, it is the oldest joint-use airfield within the DOD, and is currently the model for other joint-use initiatives.
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The Airlift Wing has been home to a variety of military and commercial aircraft, but it is best known for the C-17 that participates in Outsized Str