Commander's corner.

Sixteen months ago we changed our name to better reflect a changing world and a changing mission. Where once we were traffic managers and port operators, now our responsibilities stretch along the entire supply chain from the point of origin to the final destination.

One could use the Transportation Corps crest as an illustration. Previously, this command was focused on the wheel. Today our focus extends over the signpost, the rail, and the highway representing the capabilities upon which the supply chain and deployment system ride.

For the last 16 months we have been engaged in the complex and difficult process of changing from traffic management and terminal service to end-to-end deployment and distribution. In the past we focused on the "dirt to water" part of the chain. Now, we're extending the process at either end--a process that enables the Military Surface Deployment and Distribution Command to continue to grow into its new name.

We are engaged in the difficult task of changing the nature of the command to reflect the tasks and responsibilities inherent in a Surface Deployment and Distribution Command. As you look at our new name it no longer is just "managing traffic or terminals or terminal service." We now start at the origin--whether it be the fort, the foxhole, the factory--and end at the final destination--whether a support activity, supply issue, or directly to a Soldier, Marine, sailor, airman.

We will continue to do the things we've always done--run ports, set policies for household goods, man age contracts for ocean shipment, and conduct transportation engineering. But now. more importantly, we must extend our focus to this broader end-to-end domain for which we now have responsibility.

This process goes back to the Distribution Process Owner--the commander of the U.S. Transportation Command. While the air movement piece remains with the Air Mobility Command. the task of getting things to and from an airport and everything that doesn't move through an airport is ours.

There are four objectives that help guide our efforts and chart the course:

Simplify for military units

Making the process a step-by-step battle drill with the support of on-site SDDC technical experts will ensure we capture accurate source data--which has long been the nemesis of our business. In addition, we give to all the Services something we provide better than any others--our transportation expertise.

We are doing this today by forming Deployment Task Forces under a brigadier general or colonel that are responsible for working with the Installation Management Agency to get deploying units out of the forts and to their ports of embarkation accompanied by accurate data and working Radio Frequency tags. The same Task Force then itself deploys to meet the unit at the port of debarkation and coordinate their onward movement and integration.

Empower the end-to-end process

The current system preserves and even encourages seams and stovepipes. There are multiple units and organizations working for multiple headquarters that touch every segment of the transportation process with no clear ownership. SDDC is moving to change that. We have vastly expanded our support for the RFID network and taken responsibility to ensure that shipments have working tags not just when they arrive but as they move forward and when they arrive at a depot or Supply Support Activity (SSA). Whereas yesterday's MTMC would consider the mission completed when the cargo left the port, today there is an SDDC battalion headquartered in Balad, Iraq and SDDC Soldiers, civilians and contractors ensuring the integrity of the RFID chain in Kuwait, Iraq and Afghanistan.

Leverage commercial capabilities

Our commercial partners manage and execute end-to-end distribution everyday and we want to take increasing advantage of their knowledge, expertise and capabilities. We want to leverage and look at 3PL (third party logistics) relationships--their databases and processes. We're looking at ways to become more interoperable with the commercial industry that provides 90 percent of what we do. Our commercial partners have proven their ability to carry a huge weight since 9-11.1 believe that we have only begun to tap into this immense resource. While there are certainly mission and tasks that can only be done by military personnel, units and equipment, we must look for more ways to harness the abilities of the commercial sector. This is the ultimate force multiplier for logisticians.

Migrate to common C2 platforms, systems and processes

We went to war without much of the technology required to practice distribution based logistics. We must connect the logistician--we must again look at the huge amounts of sustainment information already resident in the systems of our commercial partners. If you'd asked us five years ago about a common C2 process we have responded in terms of a common joint process. Ask the same question today and the response must include not only joint processes but also combined, commercial, and inter-governmental interoperable command and control process. There are a whole host of agencies that we must deal with if the United States is under attack and our CONUS capabilities become a first line of defense.

Other issue to be addressed in future Translog editions

Reorganization of the Army and Army Reserve Components:

SDDC's critical role regarding movement control structures in the Army--Transportation terminal battalions across the Army supporting the theater sustainment command, and the role of SDDC as a MTOE (Modification Table of Organization and Equipment) vice a TDA (Table of Distribution and Allowances) organization.

Base Realignment and Closure:

Taking care of our workforce through fair treatment, professional development and frequent communication is one of my top objectives. Employee needs are a priority during transition and the command will maximize initiatives wherever possible to support our people.

From the command's view our priority is to take care of employees as we implement the decision--that's a fundamental rule. We have various means of communicating key decisions regarding BRAC. Your best source for day-to-day information is SDDC's intranet home page. Clicking on the "SDDC BRAC 2005" link will take you to a site where you can read the latest information and submit questions.

New information, questions and answers will be posted as the process continues.

You can also find more information about BRAC 2005 at the DOD site, www.dod.mil/brac or the Army's site, http://www.hqda.army.mil/acsim /brac/braco.htm.

Families First:

The Families First initiative is the next generation of household goods and personally owned vehicle movements program under SDDC's Personal and Passenger Property division. Beginning dates for this program will be announced in the near future.

We must keep in mind our people are our most valuable asset in everything we do.

I thank you all for your valuable contribution to SDDC and your continued support to the Department of Defense and our country.

Editor's Note:

Upcoming Commander's Corner topics in future Translog editions:

Summer--Annual Review

Fall--Reorganization of AC & RC

Winter--BRAC Implementation

Spring--Families First

Summer--Tour Review