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Department of Defense.

On behalf of the Secretary of Defense, the Assistant Deputy Under Secretary of Defense for Transportation Policy (ADUSD(TP)) oversees all Department of Defense (DoD) transportation issues and develops policies for all aspects of the Defense Transportation System. The Defense Transportation Vision is a "world class, globally capable, intermodal transportation system that is responsive, efficient, fully integrated, and in partnership with industry--ensuring readiness, sustainability, and qualify of life."

To ensure a responsive transportation capability for wartime as well as a safe, secure, and efficient peacetime distribution system, the ADUSD(TP) provides leadership programs which guide organic and contracted transportation agencies by effectively executing personal property and cargo movements, passenger travel, and worldwide deployments of military personnel and equipment. The ADUSD (TP) is also responsible for transportation policies governing the Military Postal System and the Military Customs program.

Transportation policies and programs are coordinated with the Joint Staff, the Military Departments, the Unified Commands, and the Defense Agencies. Most policies and programs are executed by the U.S. Transportation Command (USTRANSCOM) through its Components: Air Mobility Command (AMC), Military Traffic Management Command (MTMC) and Military Sealift Command (MSC). DoD Transportation Policy provides policy guidance, program advocacy and management to ensure a safe, effective and efficient Defense Transportation System. Management Support Groups include:

* Defense Transportation Policy Council, which addresses general transportation policy issues.

* MRM #15 Board of Directors which provides oversight and direction for the Department's initiative to reengineer its transportation and financial processes.

* Household Goods General Officers Steering Counsel which coordinates the Full Service Moving Program (FSMP) pilot program with all the Services

* Joint Transportation Coordinator's -- Automated Information for Movement System II (TC-AIMS II) Board which provides policy, guidance and oversight of the TC-AIMS II program.

Transportation is a primary function of the DoD logistics system. During FY 00, DoD's worldwide transportation program exceeded $9 billion. The program supports the acquisition of transportation services and the maintenance of transportation infrastructure which affect the efficient movement of materiel, personnel, and personal property. DoD maintains and operates in peacetime only those transportation assets needed to meet DoD emergency, wartime, and training requirements. The DoD policy states that transportation requirements shall be met by commercial transportation to the maximum extent possible. The DoD relies on commercial transportation to meet over 85 percent of its peacetime and wartime transportation requirements. The acquisition of transportation services is integral to DoD's force deployment, readiness and logistics processes.

Freight Transportation

DoD has completed Management Reform Memorandum (MRM #15) implementation for commercial airlift, truck, rail, pipeline and barge. In Spring 2001, express package and outbound sealift container movements will be completed. MRM #15 is a Defense Reform Initiative that completely reengineers the Department of Defense (DoD) transportation documentation and financial processes. The goals of MRM #15 are to implement a single payment process for all modes of transportation, embrace the latest e-commerce technology, eliminate government-unique documentation, and reduce both costs and infrastructure for DoD and its commercial partners. DoD's 21st Century Defense strategy depends on achieving fundamental reform of DoD's business processes; the reengineered solutions implemented under MRM #15 support this objective. MRM #15 adopts best transportation industry practices in conjunction with our commercial transportation industry partners. This includes implementing U.S. Bank's PowerTrack service for commercial transportati on payments. PowerTrack effectively supports up-front pricing, facilitates exchange of electronic information between shipper and carrier, and provides an automated payment and reconciliation tool.

The development and implementation of MRM #15 provides real-time information exchange through the World Wide Web and bridges the gap between DoD and carrier information systems. On-going initiatives under MRM #15 include processing Transportation Working Capital Fund transactions through PowerTrack, implementing the Automated Commercial Finance and Accounting Process, and prototyping a Third Party Logistics concept. MRM #15 business processes are now the standard way of doing business for DoD commercial domestic freight and outbound sealift container movements.

The elimination of government unique documentation and faster pay under MRM #15, best value acquisition policies, and adoption of best commercial practices have strengthened relationships with key strategic commercial partners. Partnerships with industry promote better undertanding of military requirements and maximum use of industry's extensive intermodal capabilities.

Transportation Coordinator's -- Automated Information for Movement System II (TC-AIMS II) is an initiative that provides an integrated information transportation system capability for routine deployment, sustainment, and redeployment/retrograde operations by employing the same DoD and Service shipment policies and procedures in peace and war and in both the active and reserve forces. It is a top down directed program aimed at addressing critical shortfalls in the transportation of materiel and personnel, in support of DoD. DoD depends more than ever on rapid and effective force deployments to accomplish National Security objectives. To achieve these goals, the DoD must rely on automated information systems (AISs) capable of operating within a leaner infrastructure. The DoD must modernize, standardize and reengineer the AISs that support the Defense Transportation System (DTS). TC-AIMS II emerges as the result of this process. TC-AIMS II combines the best of the current systems into a single AIS capable of mee ting both multiple and individual Service requirements as a DOD source movement information system. TC-AIMS II also will provide data for In-Transit Visibility (ITV) and control over cargo and passenger movement. Developmental testing followed by operational testing is scheduled to begin Spring 2001 with a full fielding decision during second quarter FY02.

Household Goods

In addition to freight the Defense Department moves hundreds of thousands of military and civilian personnel and their families every year at a cost of nearly 1.7 billion dollars. Despite the fact that the DoD moves more people than any United States corporation, the system we have created to do so lags far behind any used by the private sector. Under the DoD system, the burden for these moves is placed on our personnel rather than on the government that is requiring them to move in the first place. Moreover, a process where contracts are awarded to the "lowest bidder" has often led to the most inadequate service for those who deserve it the least.

Management Reform Memorandum #6 (MRM #6) directed USTRANSCOM in coordination with the Assistant Deputy Under Secretary (Transportation Policy".., to develop and implement a plan that would streamline and simplify policies and procedures for the management of member-arranged movement of household goods by service personnel. To improve service quality, the DoD authorized four Quality of Life moving pilots. Full Service Moving Project (FSMP), the largest of these pilots, commenced in January 2001. FSMP is a pilot partnership between the office of the Assistant Deputy Under Secretary of Defense for Transportation Policy, the Military Services, US Coast Guard, US Transportation Command, US Army Communication Electronic Command Acquisition Center and the household goods moving and relocation management industries. FSMP incorporates the lessons learned from other pilots such as the Military Traffic Management Command (MTMC), Service Member Arranged Moves (SAMs) and Hunter Army Air Field. FSMP incorporates the use of Move Managers to act as the single point of contact for all moving requirements, simplifies the process for the service member and helps reduce the time the service member spends in the move process. Key features of the project include: customer satisfaction surveys conducted by the Gallup Organization; a guaranteed two-hour window for packing, pickup and delivery; a toll-free telephone number to contact the move manager; binding estimates that represent a not-to-exceed price for the move; full replacement value protection and a 45 day claim settlement and reimbursement to the service member by either the move manager or the carrier. As with MRM #15, move manager and carrier payments will be accomplished using US Bank's PowerTrack service.

Twenty-three DoD installations will receive the improved household goods shipment process implemented under FSMP. These installations are located in North Dakota, the areas in and adjacent to Washington, DC and Georgia. Each of the three regions to be tested presents an area of different size in terms of geography and the number of household goods shipments processed in a given year. DoD has contracted with seven firms to provide move management services and 189 transportation providers from across the US have signed agreements to provide transportation services to DoD under this pilot program USTRANSCOM is responsible for evaluating all pilots and provide OSD with a recommended course of action.

Airlift

The Civil Reserve Air Fleet (CRAF) consists of passenger and cargo aircraft that commercial carriers have agreed to make available for DoD use in times of crisis. CRAF forces are mobilized in three stages that allow for tailoring an airlift force suitable for the contingency at hand. Stage I is used for minor regional crises: Stage II is used for major regional contingencies: and Stage III is used for periods of national mobilization. In return for their participation in the CRAF program, carriers receive preference for DoD's peacetime passenger and cargo business. By participating in CRAF, the carriers are also guaranteed that the burden of a deployment will be spread fairly among all participants.

Calling up Stage I aircraft provides DoD with access to about 8 percent of the passenger capacity in the long-range U.S. commercial fleet and 14 percent of the cargo capacity. With the addition of Stage II aircraft, those figures rise to 22 percent and 32 percent, respectively. Aircraft from Stage III bring the CRAF contribution, as a share of total U.S. longrange commercial aircraft capacity to 59 percent for passengers and 79 percent for cargo.

The NDTA Military Airlift Committee has provided an excellent forum for facilitating dialogue between the air carrier industry and DoD. Following the first-ever CRAF activation during Operation Desert Shield/Storm, DoD accomplished a number of CRAF business and operational efforts. Major initiatives included: (1) renewed emphasis on awarding DoD contracts to CRAF participants; (2) making CRAF participation a prerequisite for General Services Administration passenger and DoD domestic express small package airlift contracts valued at $1.3 billion; (3) Congressional approval of legislation authorizing the Secretary of Defense to use Defense appropriations to pay aviation war risk insurance claims in a timely manner; and (4) Congressional approval of legislation allowing CRAP carriers to use military airfields. Continuous dialogue and annual contracts with CRAF participants ensure the CRAF program is responsive to changing conditions while assuring access to the airlift capability essential to preserve our nation al interests.

Sealift

Sealift capacity comes from: ships operating in commercial trade, commercial ships under long-term charter to the DoD, and government owned ships maintained by the Military Sealift Command (MSC) in a fast response breakout status (Surge) and Ready Reserve Force (RRF) ships maintained in reserve status by the Maritime Administration (MARAD). These vessels provide three primary types of capacity: 1) container capacity, primarily for moving supplies (food, parts, consumables, and ammunition); 2) Roll-On-Roll-Off (RO/RO) capacity to move the wheeled, tracked, and aviation equipment of combat units; and, 3) tanker capacity for transportation of fuels. In addition, older break-bulk ships (principally in the reserve inventory) and barge-moving ships can carry both military equipment and supplies.

MSC charters dry cargo ships and tankers from the commercial operators to transport military cargoes to locations not accessible by regular commercial service. Additionally, MSC has Government and commercial ships in the Afloat Prepositioning Force.

The U.S. flag commercial fleet contains 201 ships with military utility. These include 114 dry cargo ships, 86 tankers, and one passenger ship. These ships can be accessed through charter, the Voluntary Tanker Agreement (VTA), or the Voluntary Intermodal Sealift Agreement (VISA). VISA is a CRAF-like program developed by DoD, the MARAD, and the maritime industry to provide a responsive transition from peace to contingency operations through pre-coordinated agreements for obtaining intermodal sealift capacity. The Maritime Security Act (MSA) of 1996 requires the establishment of a fleet of active, privately owned militarily useful, U.S.-flag ships to meet national defense and other security requirements. The Maritime Security Program provides $2.1 million per ship annually for 47 U.S.-flag ships through FY 2005. Each ship selected is entered into the Emergency Preparedness Program otherwise known as VISA.

Another source of commercial sealift is the Effective U.S. Control (EUSC) fleet, which has 117 vessels. EUSC ships are owned by U.S. companies or their foreign subsidiaries and registered in nations whose laws do not preclude the ships' requisitioning.

The Mobility Requirements Study Bottom-Up Review (MRS-BUR) validated a need for the acquisition of 19 LMSR vessels for afloat prepositioning and for transporting combat and support equipment of early-deploying Army divisions. Thirteen ships have been delivered to date, the first five ships were purchased on the world market and sent to U.S. shipyards for conversion for military use and the remaining 14 LMSRs are new vessels, constructed at U.S. shipyards. The FY 1998-2003 program includes more than $1.1 billion in ship construction funds to complete the LMSR program by the end of 2002. An additional new LMSR for the U.S. Marine Corps was added to the afloat prepositioning fleet in 2001, which brings the total number of LMSRs to 20.

Travel

The City Pair Program covers all federal agencies and Government employees on official travel and is valued at over $1.2 billion. Eighty percent of all official DOD travelers utilize a City Pair flight. Participation in the Civil Reserve Air Fleet (CRAP) is a prerequisite for an airline to receive an award. "The FY02 City Pair Contract solicitation was released by GSA on March 2, 2001. ADUSD (TP), working closely with USTRANSCOM, HQ AMC (DoD Contract Liaison), GSA and industry representatives have embarked on a new solicitation with a dual fare structure, i.e. both unrestricted and capacity controlled fare options, and more commercial practices for government passenger travel. The new City Pair Contact will be effective October 1, 2001.

The Defense Travel System remains the cornerstone for satisfying Department's future official TDY travel requirements. In May 1998, the DoD awarded a contract to TRW to provide official travel services worldwide. TRW is providing a Common User Interface that uses a hardware and software design which electronically executes DoD's TDY process. The CUI facilitates travel policy compliance, travel arrangements through an interface with commercial travel offices, processes financial transactions through the DoD Disbursing and Accounting Systems, and archives travel data. The net effect will be a better, cheaper, faster TDY end-to-end process, which will bring discipline to travel regulations and force common standards when performing DoD travel. Due to problems encountered during recent operational testing, the DTS is currently undergoing a program review. A decision on the future direction of the program is imminent.

Transportation Management Professional Enhancement (PEP) Program.

The 12-month DoD Transportation Management Professional Enhancement Program, sponsored by the ADUSD(TP), is designed for transportation professionals that have the potential to meet high-level management positions. Participants representing the Military Services and Defense Agencies receive unique rotational assignments with DoD and transportation organizations that include the Defense Logistics Agency, the United States Transportation Command and its components, and the Military Departments. Nominations are submitted via their respective Service chiefs where selection is made. The program runs annually from July to July. For more details on this program contact COL Kevin Keady, OADUSD (TP), at (703) 6014461, Extension 136.

Joint Chiefs of Staff

Directorate for Logistics (J-4)

The Logistics Directorate, J-4, under the leadership of LTG John M. McDuffie, USA, serves the Chairman of the Joint Chiefs of Staff in his primary role as advisor to the National Command Authorities. The J-4 provides a strategic and joint perspective on strategic lift, logistics; medical and engineering advice to the Chairman of the Joint Chiefs of Staff and the Unified Commands. In addition to focusing on current joint operational requirements, major departmental programs include Logistics Transformation, Joint Vision 2020

(Focused Logistics), Deployment Process Improvements, and TRICARE. Although the Joint Staff has no command or logistics executive authority, it serves as a major coordinating agency within the planning and programming systems. The Director for Logistics is supported by MajGen Richard L. Kelly, USMC, the Vice Director for Logistics; RADM Richard A. Mayo, USN, Deputy Director for Medical Readiness; MG Celia L. Adolphi, USAR, the Deputy Director for Logistics Readiness (IMA): MG Ralph L. Haynes, USAR, Deputy Director for Medical Support (IMA); and COL Dave Kapinos, USA, Deputy Director for Readiness and Requirements. The J-4 Directorate consists of nine divisions with approximately 100 personnel on the staff.

Mobility Division

COL Clarence J. Evans, USAF

(703) 507-2257, clarence.evans@js.pentagon.mil

The Mobility Division evaluates transportation policy issues concerning use of DoD lift and analyze the joint aspects of mobility plans, programs, and doctrine. The division conducts in-depth analyses of and intra-theater mobility requirements (e.g. Mobility Requirements Study 2005) to guide current and future defense mobility programs and develops the transportation planning guidance in the Joint Strategic Capabilities Plan. The division oversees several vital strategic mobility programs such as: Joint Logistics Over-the-Shore (JLOTS), Large Medium Speed Roll-on/Roll-off (LMSR) ships, Ready Reserve Fleet (RRF), Voluntary Intermodal Sealift Agreement (VISA), C-17 procurement, C5 upgrade, and the Civil Reserve Air Fleet (CRAF). The Mobility Division also explores advanced strategic mobility technologies and concepts, including fast sealift and ultra large airlifters supporting Joint Vision 2020 (Focused Logistics).

Deployment Division

Cal L. Frank Marlow, USAF, (703) 614-7232, marlowlf@js.pentagan.mil

The Deployment Division oversees, directs, coordinates, and implements needed improvements to the Joint Deployment and Distribution process. It serves as the Joint Staff office responsible for Joint Deployment and Distribution Process Improvement (JDDPI) by providing the combatant commands, Services, and combat support agencies as a single point of contact to facilitate force projection and distribution process improvement actions and initiatives. The division horizontally integrates JDDPI initiatives aimed at maintaining effectiveness and enhancing efficiency within these processes. The objective is to implement actions which ultimately support combatant commands, Services, combat support agencies and enable mission success by the efficient movement of information, troops, equipment and supplies from origin to final destination.

Logistics Information Systems Division Cal Steve Fenstermacher, USMC, (703) 595-0967, fenstesm@js.pentagon.mil

The Logistics Information Systems Division coordinates all joint logistics automated information systems policy, procedures, implementation plans, and interoperability standards for compliance under the Defense Information Infrastructure Common Operation Environment. Through the Global Combat Support System Functional Requirements Office (GFRO), the division provides joint functional policy management and oversight to ensure integration and synchronization of GCSS across the Military Services and Defense Agencies. The GFRO also provides management oversight for Service and CINC implementation of Logistics Transformation plans in accordance with Defense Reform Initiative Directive #54. Additionally, the division provides oversight to several key information technology enablers including data synchronization, Automatic Identification Technology (AlT), the Common Access Card (CAC), Transportation Coordinators Automated Information for Movement System II (TC AIMS II), and the Joint Theater Logistics Advanced Concepts Technology Demonstration (JTL ACTD).

International Logistics Division

CAPT Raymond P. Donahue, USN, (703) 614-2648, donahueerp@js.pentagon.mil

The International Logistics Division advises on DOD involvement in multinational logistics, humanitarian assistance, United Nations peace-keeping support, coalition logistics doctrine, treaties and agreements, War reserve stockpiles in foreign nations, and interagency coordination. The division is the focal point for policies and procedures concerning acquisition, cross-servicing, supply, and maintenance overseas. Additionally, the division ensures the integration of logistics planning for joint wargames and exercises and is the lead agent for the multinational Focused Logistics Wargame (FLOW).

Sustainability, Mobilization and Plans Division

COL Scott G. West, USA, (703) 697-1535, westsg@js.pentagon.mil

The Sustainability, Mobilization, and Plans Division serves as the focal point for sustainability issues relating to joint integration in such areas as supply, maintenance, distribution, fuels, munitions, mortuary affairs, war reserve materiel (including prepositioned assets), materiel sourcing, agile infrastructure, and logistics metrics, such as Customer Wait Time and Time Definite Delivery. Additionally, the division is responsible for reserve call-up actions and ensuring that combatant command operations and contingency plans adhere to joint logistics doctrine, policies, and the National Military Strategy. The division also ensures integration of all logistics in operation plans, the operation plans in concept format, the functional plans, and the Theater Engagement Plans.

Medical Readiness Division

COL Charles H. Davis, USA, (703) 697-4421, charles.davis@js.pentagon.mil

The Deputy Director for Medical Readiness and the Medical Readiness Division (MRD) are responsible for providing health service support advice to the Chairman, Director for Logistics, and the warfighting CINCs to successfully execute the full spectrum of military operations. MRD has developed and promotes a unified Force Health Protection strategy that protects service members from all health and environmental hazards associated with military service. The strategy supports Focused Logistics in the 21st Century through three pillars: Health and Fit Forces, Casualty Prevention and Casualty Care and Management.

Requirements and Readiness Division

CAPT Peter S. Eltringham, USN, (703) 614-3561, eltrinps@js.pentagon.mil

The Requirements and Readiness Division establishes, manages, and integrates the J-4 efforts to conduct logistics readiness, requirements and capability assessments. They support analyses, studies, and reviews to provide recommendations for improvements and technological enhancements across the joint logistics spectrum, present and future. The division serves as focal point for the planning, programming, and budgeting system (PPBS), legislative issues, Joint Requirements Oversight Council, Joint Warfighting Capabilities Assessment (JWCA), Joint Monthly Readiness Review (JMRR), and Quadrennial Defense Review processes.

The division also serves as the J-4 coordinator for Joint Vision 2020, including specific responsibility for Focused Logistics challenges and desired operational capabilities and aim points.

Engineering Division

CAPT William L. Rudich, USN, (703) 614-2627, rudichwl@js.pentagon.mil

The Engineering Division is responsible for validating and improving engineering readiness, interoperability, and capabilities of US Forces. They also oversee and coordinate engineering programs to ensure agile infrastructure is available to expedite deployment, beddown and sustainment of CONUS-based and forward-deployed forces. Additionally, the division develops joint engineering doctrine and training initiatives and collaborates on environmental security policies to ensure support of joint operations and exercises.

Logistics Readiness Center

COL Joseph M. Reheiser, USAF, (703) 697-0744, reheisjm@js.pentagon.mil

The Logistics Readiness Center (LRC) located within the National Military Command Center (NMCC) provides timely updates on force movements and other

logistics-related activities, and works to rapidly resolve force/equipment flow problems. The LRC is the conduit that provides United States Transportation Command and the other CINCs advance notification of anticipated air/surface lift requirements to help meet global transportation requirements expeditiously. The LRC is organized to manage daily logistics actions, as well as, responses required during periods of national emergency, heightened international tensions, exercises, and situations of an extraordinary nature requiring intensive management like humanitarian assistance and disaster relief operations. During a crisis, the LRC provides the nucleus staff necessary to address all logistics issues for the CJCS and other senior leaders.

Defense Logistics Agency

Right Item, Right Place, Right Price....Every Time," clearly describes the scope of the Defense Logistics Agency's mission, which is to provide support to our Warfighters around the globe, in peace and war, and assist in relief efforts during national emergencies. More specifically, DLA provides supply and distribution support as well as technical and logistics services to all branches of the Military. By responding to its customers' needs and adopting improved, streamlined logistics business practices, DLA has evolved as the provider of choice. With approximately four million managed items and customers in most countries of the world, DLA must continue to satisfy a variety of logistics requirements.

As the current operating environment in the Department of Defense (DoD) changes, DLA must continuously seek and implement new technologies and business processes. DLA has reorganized to meet the changes in the 21st Century. This reorganization, referred to as DLA 21, streamlined and realigned the organization to be more agile, focused, and harmonized to remain relevant and perform supply chain management functions. DLA has used innovative approaches in the acquisition of logistics services to reengineer various logistics business processes. Some reengineering efforts take the form of Reinvention Labs while others are simply implemented as modifications to the business processes. "Better, Faster, and Cheaper" service to the customer are the direct results of these efforts.

A major change for DLA this past year took place on March 27, 2000, when the Deputy Secretary of Defense made the Defense Contract Management Command (DCMC) a separate agency under the authority, direction, and control of the Under Secretary of Defense (Acquisition, Technology, & Logistics). The Defense Contract Management Agency consists of all personnel and resources of the former DCMC and has a Combat Support Agency Designation.

In addition, the Defense Logistics Support Command was disestablished and reorganized as Logistics Operations (J-3). The J-3 area includes a headquarters staff located at Fort Belvoir, VA. J-3 is responsible for logistics and acquisition policy, supply chain management, development, and application of DLA readiness and customer support efforts. It is the principal strategic operational, and tactical planner for DLA and oversees the daily operation of DLA's logistics field activities.

DLA activities include supply centers and a distribution center with a network of depots devoted to meeting the readiness and combat support needs of America's service men and women. These activities procure, manage, store, and distribute the items for U.S. Military customers, other U.S. Federal Agencies, and allied forces throughout the world. DLA also performs a wide variety of logistical services and serves as a full combat support partner with the Army, Navy, Air Force, and Marine Corps.

Three supply centers purchase and manage approximately four million items used by all the Military Services and Federal civilian agencies. The Defense Supply Center Columbus was designated as the lead center for land and maritime systems. The Defense Supply Center Richmond is the lead center for aviation. The lead center for general troop support and general and industrial supplies is located at the Defense Supply Center Philadelphia. The supply centers buy and arrange for distribution of hardware and electronic items used in the maintenance and repair of equipment and weapons systems, food, clothing, and medical supplies, providing the American warfighter with the materiel logistics support needed to maintain readiness to meet operational missions.

There are two other centers that offer support to the Military Services. The Defense Energy Support Center, formerly known as the Defense Fuel Supply Center, is the lead center for energy acquisition and management related to facilities and troop mobility. The Defense National Stockpile Center manages stockpiles of critical materials used in the manufacture of defense items. Both centers are located at Fort Belvoir, VA.

The primary distribution mission of DLA is executed by the Defense Distribution Center (DDC), established in 1997 and located at New Cumberland, PA. The DDC provides distribution management support for the distribution depots located throughout the United States and abroad. DDC depots execute the storage and shipment of defense items housed in 220 million cubic feet of storage space. The depots process in excess of 22 million receipts and issues annually. They are strategically located to take full advantage of the existing transportation, including rail lines, airports and highways, and leverage the most modern transportation technological, information, and business processes to perform this mission with industry-recognized speed and accuracy.

DLA activities also include other DoD logistics services programs. The Defense Logistics Information Service provides cataloging and other related services for managed items, and the Defense Reutilization and Marketing Service provides materiel reutilization, transfer, and disposal services.

DLA personnel actively investigate and implement the best in commercial and Government practices as well as develop plans and programs that support America's warfighters in current and future contingencies. DLA is operating on a competitive basis like America's best-run commercial corporations, always striving to improve quality, affordability, and responsiveness. It is especially attentive to the customer satisfaction level, because logistics support is not the same as one-formula support.

New emphasis is being placed on adapting its approach to customers to ensure they receive the tailored support they need. By providing effective, reliable, agile support, DLA can best sustain the Military Services' focused logistics. Additionally, the organization is moving closer to the customer in peacetime to provide optimal support and combat readiness. The following initiatives exemplify DLA's incorporation of commercial practices and technology.

Guaranteed Traffic (GT)/Optimum Benefit Negotiation (OBN) Program and the Transition to Federal Acquisition Regulation (FAR)-based Contracts

DLA collaborates with the Military Traffic Management Command on the Guaranteed Traffic (GT)/Optimum Benefit (OBN) Program, a competitive, bid-based traffic award program. Commercial carriers are evaluated equally on price (rate submitted by a carrier) and on technical elements (carrier services provided, past performance, and carrier managerial capabilities). The GT/OBN traffic awards are based on a specific period, from a DLA depot to a grouping of states, points, or by round trip movements. The GT/OBN review allows for hands-on evaluation by the DLA transportation officer, using two evaluation teams: one from the DLA facility/depot and a second from the Joint Traffic Management Office (JTMO) at MTMC.

Because contracting laws have changed and the former Federal Acquisition Regulation (FAR) Part 47 exemption to Government traffic no longer applies, DLA GT/OBN solicitations will gradually transition to a best value, FAR-based contracts, taking with it all the best features of the GT/OBN environment. An aggressive transition is planned for contract implementation in early 2002.

Dedicated Truck

The implementation and optimization of scheduled dedicated truck service is an excellent example of a win-win partnership with our customers. Traditionally, installations received packages through an uncoordinated mix of delivery modes. This mix wasted resources, time, and made the process more unpredictable. With the truck dedicated to a customer or route, services can be tailored to meet the customer's requirements to a degree not possible with ad hoc transportation arrangements. Examples of tailored services are compressed transit times, scheduled deliveries, split deliveries, and flexible schedules.

Premium Service

Premium Service uses the latest in commercial practices to significantly reduce order-ship time, thus allowing a reduction of both wholesale and retail stocks. Customers store critical, mission-essential items in a centralized contractor-owned, contractor-operated facility in Memphis, TN. Federal Express, the contractor, provides guaranteed direct door-to-door delivery within 24 hours in CONUS and delivery to foreign countries within 48 hours. Premium Service is available 24 hours a day, 365 days a year.

The program partners DLA with a third party provider allowing DLA to provide guaranteed, expedited delivery of critical, high dollar-value assets to its customers with less paperwork and at a lower cost. The expedited requisition processing, which requires special handling in traditional depots, is routine practice with Premium Service, allowing Continental U.S. customers to receive their orders within 24 hours after receipt of the requisition at the Premium Service warehouse. Requisitions for overseas customers are delivered to the servicing in-country airport within 48 hours with same day or next day customs clearance and delivery. Being collocated with Federal Express' Memphis Hub, requisitions can be received up to midnight central time with guaranteed next day delivery within the Continental U.S. These late evening requisitions are often delivered to the customer in less than 12 hours after receipt of the requisition. For west coast customers, this increased window of opportunity to place orders for par ts or equipment is like giving them an extra day's worth of access to inventory.

Currently, the 80,000 square-foot Premium Service facility houses over 1,200 lines from the Army, Navy, Coast Guard, and DLA. Premium Service fills an important niche in the total DLA support system. Opportunities to expand the number of items and customers are available.

Prime Vendor

The Prime Vendor Program is a DLA effort to transform traditional Government-unique segregated methods of buying, stocking, storing, issuing, and transporting into a more integrated business practice pioneered by the private sector. These initiatives are tailored to customer requirements in order to allocate resources efficiently and enable customers to attain optimum performance of assigned missions. It is based on long-term contracts designed to take advantage of private sector competencies in improved reliability of products, agile manufacturing capabilities, and just-in-time or phased deliveries that significantly reduce the need for inventory investment.

Automatic Identification Technology (AIT) Lead Organization

DLA is the Executive Agent for DoD Logistics Automatic Identification Technology (AIT). AIT is a suite of technologies that enable the automatic capture of source data, thereby enhancing the ability to identify, track, document, and control deploying and redeploying forces, equipment, personnel, and sustainment cargo. DLA, as the Executive Agent, is responsible to the Deputy Under Secretary of Defense for Logistics and Materiel Readiness and the Director for Logistics J-4), Joint Staff, with oversight by the AIT Principals (DCINC USTRANSCOM and Service Logistics Chiefs). The Army retains the responsibility as the Executive Agent for AIT hardware procurement. Initial implementation in the European and Pacific theaters was completed in 1998 and 1999. Current initiatives include deployment in the SOUTHCOM and CENTCOM areas, and broader worldwide implementation required by the DOD Logistics Implementation Plan for AIT that was released in early 2000. Additional information is available on the worldwide web at ht tp://isis.web-eis.com/ait/

Advanced HAZMAT Rapid Identification, Sorting and Tracking (AHRIST)

The Advanced HAZMAT Rapid Identification, Sorting, and Tracking (AHRIST) project is an Automatic Identification Technology (AIT) application that uses Radio Frequency Identification (RFI) and Radio Frequency Data Collection (RFDC) technology to provide immediate recognition and identification of regulated hazardous materiels. DLA is attempting to stimulate the development of this technology as a commercial practice that when fully implemented will enhance product safety for hazardous items and improve the overall compliance posture with a suite of Code of Federal Regulations, Titles 10 (Energy), 29 (Occupational Safety and Health), 40 (Environment) and 49 (Transportation). It has been demonstrated the RFID/RFDC technology can effectively function in a DLA distribution depot environment. DLA is working with the Uniform Code Council to establish global business partnerships for prototyping the operation and apply this technology at the source of supply. When fully implemented, DoD will have total visibility of its regulated hazardous assets throughout the logistics supply chain.

Third Party Logistics

(3PL)

DLA is co-directing with MTMC an initiative to use a 3PL provider in three states, Florida, Georgia, and Alabama. This initiative is being undertaken as a result of Management Reform Memorandum #15, which reengineers DoD's transportation documentation and financial processes. The three-state region includes 28 transportation offices initiating nearly 60,000 shipments annually. The objective of this prototype is to evaluate the practices and capabilities of a 3PL provider to meet CONUS peacetime and wartime freight transportation requirements by assessing cost effectiveness, readiness, and surge responsiveness, customer satisfaction, and DoD systems interface capability.

Barcoding

The DoD AIT Implementation Plan provides that bar codes will be used to collect initial source data for all items moving throughout DoD. Bar codes eliminate the need for keystrokes or other manual means to input source data. The baseline requirement is the linear bar code, with a gradual transition to two-dimensional bar codes. Two-dimensional bar codes contain considerably more storage capacity (1,850 characters) and have a redundancy feature to enhance readability. DLA depots under the Distribution Standard System (DSS) use linear bar codes on DD Form 1348-1A, Issue Release/Receipt Document and both linear and two-dimensional bar codes on Military Shipping Labels. DLA recently instituted a policy requiring DLA contractors (vendors) making shipments directly to DoD activities to provide linear bar coded supply information on the DD Form 250, Material Inspection and Receiving Report, similar to that provided by our depots on the DD Form 1348-1A. The goal is to enhance the speed and accuracy of receiving acti vities, thereby achieving manpower and inventory savings.

Commercial Air Lines of Communication

(COMALOC)

COMALOC gives customers door-to-door service via competitively priced commercial delivery systems. In the past, medical supplies and Army Air Lines of Communication repair parts moved on 463L pallets from depot consolidation and containerization points to military aerial ports of embarkation for overseas shipment via military aircraft. This Air Mobility Command contract required door-to-door delivery within 4 business days.

Strategic Distribution Management Initiative

(SDMI):

SDMI is a United States Transportation Command and DLA partnership with a mission to improve DoD's end-to-end distribution process. SDMI's vision is to do this during peacetime and wartime by streamlining and optimizing DoD's global distribution system. SDMI will also provide the best possible service to the customers by being more responsive, and more reliable. This will be accomplished through improving customer wait time performance and proving time definite delivery services.

The Director, Operations and Logistics of USTRANSCOM and the Commander of DDC direct the SDMI organization. It is divided into three committees, air, surface, and stockage. AMC, MTMC, and DDC provide analytical support for the committees. DLA continues to seek the most innovative solutions to our customers' requirements. Applying state-of-the-art commercial industry concepts to our DOD mission, keeps the organization looking to the future while remaining grounded in the realities our customers face daily. DLA 21 is the steppingstone to meet the challenges of the dynamic world that is today and tomorrow's DoD. DTJ

USTRANSCOM

Mission:

Provide air, land, and sea transportation for the Department of Defense, both in time of peace and time of war.

Command Directorates:

J1-Manpower and Personnel (TCJ1)

CAPT Mary M. Orban, USN, Director

(618) 229-7085 DSN 779-7085 FAX: (018) 229-0107

Develops and administers the USTRANSCOM command Manpower and Personnel management policies and programs. Reviews all Transportation Working Capital Fund (TWCF) and Appropriated Fund manpower issues and integrates resource requirements within the Planning, Programming, and Budgeting System (PPBS). Formulates plans, policies, and procedures for the administration of military and civilian manpower and personnel programs. Coordinates personnel plans and readiness matters and serves as element commander for the enlisted force. Manages the command training program and monitors quality of life issues affecting the command.

J2-Intelligence (TCJ2)

Colonel Roger Maher, USAF, Director

(618) 229-4140 DSN 779-4140 FAX (618) 256-5855

The Intelligence Directorate (TCJ2) is responsible for peacetime and wartime intelligence activities for USTRANSCOM and subordinate Transportation Component Commands. Develops intelligence policy programs, doctrine, organizational concepts and implementation strategies. Directs development and implementation of intelligence support to USTRANSCOM's global operations, plans, crisis action teams (CAT), exercises and deployments. Directs the development and implementation of coherent transportation intelligence to support USTRANSCOM's global mobility mission as part of US national security policy. Directs operational intelligence activities, including threat and transportation intelligence analysis and dissemination, to meet the needs of USTRANSCOM and supported command mobility forces.

J3/J4- Operations and Logistics (TCJ3/J4) Major General John D. Becker, USAF, Director (618) 229-3821 DSN 779-3821 FAX (618) 256-6823

The mission of the Directorate of Operations and Logistics, USTRANSCOM, is to provide USCINCTRANS the capability to exercise combatant command of assigned forces world wide and to provide air, land, and sea transportation for the DOD. Responsible for joint crisis action planning, management, and execution. Responsible for crisis action team (CAT) operation to include procedures, training, manning, and facilities. Maintains centralized control and visibility of DOD transportation and aerial refueling assets. Responsible for consolidated scheduling of CONUS Operational Support Airlift (OSA). Prepares integrated supporting plans for supported CINC OPLANS to include major deployments concepts, component information, and resource constraints. Maintains currency of the refined time-phased force and deployment data in coordination with supported and supporting commanders. Serves as the single focal point within USTRANSCOM for facilitating force projection initiatives. Inputs strategic lift provider perspective into the Joint Deployment Process Improvement initiative. Functional proponent for transportation and traffic management operational policy and procedures, including publication of the Defense Transportation Regulation. Develops data standards and supports their inclusion in automated information systems. Maintains oversight of the Joint Logistics Over-The-Shore (JLOTS) Program and serves as a primary point of contact regarding DOD's capability to meet the geographic CINC's JLOTS requirements. Lead agent for the Joint Intermodal Container Program and joint containerization exercise designed to increase DOD use of intermodal containers in CINC exercises. Acts as the DOD functional proponent for In-Transit-Visibility, part of the Joint Total Asset Visibility program. Conceives and coordinates military standard transportation and movement procedures revisions. Co-director of the Strategic Distribution Management Initiative, an aggressive, fact-based, result-oriented program with an overarching goal to improve end-to -end distribution to sustain war-fighting units. Provides senior DOD leaders with logistics process improvement recommendations, which balance customer service, cost, readiness, and sustainability.

J5-Plans and Policy (TCJ5) Rear Admiral Edward J. Fahy, USN, Director (618) 229-3999 DSN 779-3999 FAX (618) 256-6822

The USTRANSCOM Plans and Policy Directorate (TCJ5) is responsible for mobility programs, concepts, force structure definition, strategies, and policies to fulfill future forward presence and power projection requirements of the U.S. Defense Transportation System (DTS). Assures command and DTS goals/interests are reflected in Joint Strategic Planning System documents and other critical Department of Defense (DOD) and Joint Staff planning publications. Responsible for the development/maintenance of the command's Strategic Plan. Performs detailed analysis of the end-to-end deployment systems highlighting key mobility programs, transportation infrastructure, force structure, and policy requirements for Planning, Programming and Budgeting System (PPBS) purposes. Manages civil readiness programs (Civil Reserve Air Fleet {CRAF}, Voluntary Intermodal Sealift Agreement {VISA}, Contingency Response (CORED to provide assured access to required commercial intermodal capability. Coordinates the Critical Asset Assurance P rogram and the Critical Infrastructure Protection Plan. Integrates command efforts to enhance DTS operations in a chemical/biological warfare and nuclear environment. Focal point for the exploration and exploitation of emerging and future transportation-related technologies, automated systems, modeling & simulation, and decision support tools. Develops, negotiates and implements Command Arrangements Agreements (CAAs) with the other Commanders in Chief (CTNCs). Command point of contact and Coordinating Review Authority (CPA) for the development of Joint Doctrine and Joint Tactics, Techniques, and Procedures (JTTP) to enhance the nation's strategic transportation system and capabilities as well as reviews NATO doctrine that supercedes national doctrine in an alliance operation. Focal point for Joint Requirements Oversight Council (JROC) issues coordinating inputs on major defense acquisition and automated information systems.

J6-Command, Control, Communications and Computer Systems (TCJ6)

Brig Gen Gilbert R. Hawk, USAF, Director

(618) 229-3824 DSN 779-3824 FAX (618) 229-8150

The directorate is responsible for long-range planning, policy guidance, direction, technical, control, and program management for projects involving the development and implementation of major transportation management systems Department of Defense (DOD)-wide. Architecture and Technical Integration Division is responsible for the development, maintenance and integration of the operational systems, and technical architectures for the Defense Transportation System (DTS) Enterprise Architecture. Global Transportation Network Program Management Office responsible for the evaluation of GTN requirements, management of ongoing and implementing GTN-related projects and the configuration management of existing and proposed GTN systems. Joint Transportation Corporate Information Management Center mission is to improve the efficiency and effectiveness of the DTS through the application of functional process improvement techniques and the central direction of transportation-related command, control, communications, and computer (C4) system development. Operations and Security Division manages command C4S operations and maintenance (O&M). Establishes USTRANSCOM's and TCCs' C4S O&M interoperability standards, directives, and procedures. Functions as the Designated Approval Authority (DAA) for the command's C4S collateral systems/networks. Manages communications planning support for contingencies and exercises. Programs Division is responsible for managing, developing, and implementing USTRANSCOM validated command, control, communications, and computer systems (C4S) programs and for providing command oversight for DOD and Joint Staff C4S programs. Resources Office is responsible for the resource management of the C4S directorate to include budgeting and the managing of funds expenditures, personnel management, and contractual support for USTRANSCOM C4S programs. Future Technology Division identifies and researches future and emerging information technologies in support of the Chief Information Officer. Responsible for the eva luation of GTN requirements, management of ongoing and implementing GTN-related projects and the configuration management of existing and proposed GTN systems.

J8-Program Analysis & Financial Management (TCJ8)

Arthur J. Coleman, Jr, SES, Director

(618) 229-1099 DSN 779-1099

FAX (618)256-8097

Develops Command policy and issues guidance on use of Command-wide $4.5 billion Transportation Working Capital Fund (TWCF) budget. Prepares Command positions for the CINC throughout Planning, Programming and Budgeting System (PPBS) and Congressional hearing processes. Coordinates and develops USTRANSCOM positions on mobility issues and programs with the Office of the Secretary of Defense (OSD), the Joint Staff, CINCs, Services, and Components. Directorate is the focal point for TWCF policies and procedures in coordination with Component Commanders and OSD. Receives and promulgates OSD funding guidance; provides guidance for standardization of rates; analyzes and reviews Component rate proposals; reviews and consolidates Component budgets for submission to OSD; defends budget before OSD; and controls the TWCF execution through oversight of Components.

Other Important Numbers

* Business Center /TCJ4-BC

(618) 229-1030 DSN 779-1030

FAX (618) 256-8559

* Global Transportation Network (GTN) Process

Management Office/TCJ4-LPG (618) 229-1036

DSN 779-1036 FAX (618) 256-1927

* Research Center/TCRC

(618) 229-1167 DSN 779-1167

FAX (618) 256-8803

* Public Affairs Office/TCPA

(618) 229-4828 DSN 779-4828

FAX (618) 229-3121

* Web Site: www.transcom.mil

* e-mail: first.last@hq.transcom.mil

Air Mobility Command

United States forces must be able to provide a rapid, tailored response with a capability to intervene against a well-equipped foe, hit hard and terminate quickly. Rapid global mobility lies at the heart of U.S. strategy in this environment; without the capability to project forces, there is no conventional deterrent. As U.S. forces stationed overseas continue to decline, global interests remain, generating an increasing demand on the Air Mobility Command.

Primary Mission

AMC's primary mission is rapid, global mobility and sustainment for America's armed forces. The command also plays a crucial role in providing humanitarian support at home and around the world. AMC men and women provide airlift and aerial refueling for all of America's armed forces. Many special duty and operational support aircraft and stateside aeromedical evacuation missions are also assigned to AMC.

As the air component of USTRANSCOM, AMC serves many customers and, as the single manager for air mobility, AMC's customers have only one number to call for global reach.

Airlift aircraft provide the capability to deploy our aimed forces anywhere in the world and help sustain them in a conflict. Air refueling aircraft increase range, payloads and flexibility. Because Air Force tankers can also refuel Navy, Marine and many allied aircraft, they leverage all service capabilities on land, sea and in the air. Refuelers also have an inherent cargo-carrying capability -- maximizing AMC's airlift options.

The command's headquarters and the Tanker Airlift Control Center, the agency responsible for coordinating all mobility missions, are located at Scott AFB, Ill. The command was formed in August 1992, when the Department of the Air Force integrated tanker and airlift aircraft into a single team.

Since its inception, AMC has been called upon by the National Command Authorities to support major contingencies and humanitarian operations around the world, including Operation Allied Force in Kosovo, Operations Joint Endeavor and Provide Promise in Bosnia-Herzegovina; Support Hope in Rwanda; Maintain Democracy in Haiti; Restore Hope in Somalia; and Phoenix Scorpion I, II, III and IV in Southwest Asia. At home, the command has provided aid to disaster victims from New York to California.

In 2001, the command's total force team continues to demonstrate excellence as the nation's arm for global reach: delivering strength and stability at home and abroad.

The Air Force is becoming more of a continental United States-based fighting force. As the Air Force transitions to an expeditionary mindset, the need for mobility forces to accomplish national defense objectives becomes more prominent than ever before in the nation's history. AMC will continue to play a crucial role under the Expeditionary Aerospace Force as both a force enabler and force provider.

As a force enabler, AMC will bring the warriors to the fight, sustain the warfighters with supplies and equipment and then take the forces home when the contingency or crisis is over. As a force provider, AMC will continue to be responsible for delivering a wide range of support to theater commanders, from aircraft to cargo loaders to fuels specialists and chaplains.

Accomplishing Mission Under EAF

AMC will accomplish its mission under EAF by pairing the Air Force's 10 Aerospace Expeditionary Forces with five lead mobility wings that will provide expeditionary leadership and airlift and air refueling expertise.

The five lead mobility wings -- 43rd Airlift Wing, Pope AFB, N.C.; 60th Air Mobility Wing, Travis AFB, Calif.; 22nd Air Refueling Wing, McConnell AFB, Kan.; 319th ARW, Grand Forks AFB, N.D.; and 92nd ARW, Fairchild AFB, Wash. -- will represent all intra-theater airlift and air refueling wings, but all AMC wings and units will support the AEF packages. Some wings may only provide aircraft to one or two of the 10 AEFs; others will be called upon to provide both equipment and personnel aligned with several of the force packages.

Strategic airlift forces with broader mission and national asset roles, such as presidential movements, State Department taskings, embassy re-supply, Army, Navy and Marine Corps movements and other missions, will be designated as part of an AEF. Whether deploying combat forces or providing humanitarian assistance, strategic airlift continues to project U.S. resolve around the world through flexible and responsive airlift.

Because of AMC's unique airlift capabilities, its people and assets are the first tasked in the nation's quest for global stability or in national humanitarian efforts to relieve suffering when disaster strikes members of our world community. AMC continues to deliver the equipment and supplies necessary to sustain our warfighters and those people in need of humanitarian assistance.

Many missions encompass the delivery of supplies and equipment that cannot wait for surface transportation, including hazardous materiel, equipment too large for civilian aircraft, and time-critical equipment and supplies that must be available to warfighters before other lines of supply can be established.

AMC's airlift mission also encompasses movement of combat troops, support personnel, DoD civilians and senior government officials to and from points around the globe. One unique capability of AMC passenger airlift provides passenger and cargo airdrop operations, allowing disembarkation of personnel or materiel from aircraft in flight.

Our airdrop capability directly supports the Joint Chiefs of Staff requirement for an immediate response capability to deploy airborne forces throughout the world. Airlift provides specialized strategic airland/airdrop support to special operations forces for joint/combined training, contingencies, operations other than war, and other missions as directed by the National Command Authorities.

Air Refueling Aircraft

Air refueling aircraft are the lifeline of global reach. By increasing range, payloads and flexibility, in-flight refueling enables American and allied forces to rapidly deploy people and equipment to hotspots around the globe.

Air refueling strengthens America's total force capability by acting as a force multiplier that enables America's forces to rapidly respond to a wide spectrum of global crisis situations. With continuing closure of overseas bases, air refueling levels the global playing field by extending the range and presence of America's global reach and global power while decreasing the need for dependence of bases overseas.

AMC also uses its tanker fleet to provide airlift support, taking maximum advantage of its dual-role airframes and conserving precious resources in the process. From air refueling tasks for deployment and redeployment of fighters and bombers, and force extension of tankers and airlifters to movement of troops and equipment, AMC supports our national security strategy of strategic and conventional deterrence by building air bridges throughout the world.

Aeromedical Evacuation System

The Aeromedical Evacuation System is a significant part of the nation's mobility resources and an integral part of the total Department of Defense health-care system. With more than 90 percent of the AE force structure incorporated in the Air Reserve Component, Air Force Reserve and Air National Guard members provide the majority of support to AMC's Total Force AE team. This Total Force AE team of skilled medical professionals and other aircrew members, as well as a host of communication and support personnel, serve the nation daily.

During peacetime, AMC's AE team airlifts seriously ill or injured military members and other Department of Defense beneficiaries to medical treatment centers located throughout the continental United States, Europe and the Pacific region. During wartime, AE enables commanders to keep patients medically stabilized as they quickly move them from forward airfields in combat zones to capable medical facilities anywhere in the world. In fiscal year 2000, the AE team moved 19,859 patients within CONUS, nearly 6,000 patients intertheater and more than 16,500 patients in the European and Pacific regions.

Aeromedical Evacuation is one of AMC's seven core airlift missions and is a core competency of the Air Force Medical Service. As such, AMC remains the central focus for issues affecting the DOD's worldwide AE system.

With the transition of the Air Force to the Aerospace Expeditionary Force operating concept, the AE mission will become even more critical as America's Air Force operates in more locations than ever before. AMC remains committed to equipping, organizing and training its AE team to continue to perform its global, often lifesaving mission in support of our nation's global national defense objectives.

Military Sealift Command

The Navy's Military Sealift Command, headed by Vice Adm. Gordon S. Holder, U.S. Navy, provides ocean transportation for Department of Defense cargo to sustain U.S. forces worldwide during peacetime and in war. More than 95 percent of all the equipment and supplies needed to sustain the U.S. military are carried by sea. In addition to the command's transportation mission, MSC operates Combat Logistics Force ships that replenish and support the Navy fleet at sea as well as special mission ships that serve as at-sea platforms for various federal government agencies.

In peacetime, MSC accomplishes its diverse missions with more than 100 ships, plus nearly 100 in reduced operating status or reserve. The command's key business operations are managed in five programs: the Naval Fleet Auxiliary Force Program, the Special Mission Program, the Prepositioning Program, the Sealift Program and the Ship Introduction Program. The programs function as independent modules--each tailored to the needs of its own unique customer base.

Naval Fleet Auxiliary Force Program

The Naval Fleet Auxiliary Force Program operates approximately 28 ships that provide direct support to Navy combatant ships at sea, providing food, fuel, spare parts and ammunition. Ocean-going tugs provide towing services to Navy ships at sea. All NFAF ships are crewed by civil service mariners. Combat stores ships also have a small Navy supply department, and the command's two hospital ships, normally kept in reduced operating status, are staffed by Navy medical personnel when the ships are activated. The Navy communications departments aboard all NFAF ships are being replaced by civil service mariners. The transfer is scheduled for completion by October 2002.

The NFAF mission has grown in the last five years. The NFAF fleet currently includes six combat stores ships, four active ammunition ships, five ocean-going tugs and 13 oilers. MSC's civil service crews are providing high quality service to the fleet at substantial cost savings over the former military crews.

Special Mission Program

The Special Mission Program features 30 ships that carry out highly specialized missions around the world, including oceanographic surveys, undersea surveillance, missile tracking, navigation test support, coastal surveys, counter-drug operations and cable laying and repair. Most of the ships are U.S. government-owned and are operated by mariners employed by private companies under contract to MSC or by civil service mariners. Chartered ships from private industry provide submarine escort for deep submergence rescue and exploratory vehicles. Military and civilian scientists and technicians are assigned to the ships to conduct specialized missions.

Prepositioning Program

The Prepositioning Program operates 36 strategically located ships laden with military equipment and supplies for the U.S. Army, Air Force, Navy, Marine Corps and Defense Logistics Agency. The ships are critical to the U.S. military's rapid response to crises anywhere in the world.

* Thirteen Combat Prepositioning Ships carry enough equipment, food, water and other supplies to support an Army 2X2 heavy brigade of 6,000 soldiers for up to 30 days. These ships are prepositioned in the Mediterranean Sea, the Indian Ocean near Diego Garcia and the western Pacific near Guam.

* Fourteen Maritime Prepositioning Ships divided into three squadrons are laden with U.S. Marine Corps supplies and equipment. Each of the three MPS squadrons carries everything needed to support a Marine Expeditionary Force of up to 17,600 Marines for up to 30 days. These ships are prepositioned in the Mediterranean Sea, the Indian Ocean near Diego Garcia and the southwest Pacific near Guam. By 2002, two additional ships will join the force to meet changing Marine Corps needs.

* Seven Logistics Prepositioning Ships support Air Force, Defense Logistics Agency and Navy needs. Three are loaded with Air Force precision munitions. Three more carry more than 600,000 barrels of fuel for the Defense Logistics Agency. The final ship carries Navy munitions.

* The Prepositioning Program also oversees two ships that are ordinarily kept in reduced operating status, the aviation logistics ships SS Wright and SS Curtiss. When activated, these ships provide at-sea maintenance facilities for U.S. Marine Corps fixed-wing and rotary aircraft.

Sealift Program

The Sealift Program is responsible for an average daily fleet of 20 commercially chartered ships that transport DOD cargo worldwide. By law, MSC must first look to the U.S.-flag commercial market. If suitable ships are not available in the U.S. commercial sector, foreign-flag vessels may be chartered. The Sealift Program's normal peacetime operations include chartered dry cargo ships and tankers. The tankers carry DOD fuel from remote supply points worldwide to DOD fuel depots.

In time of war or contingency and for exercise purposes MSC's mobilization resources can be activated, including eight Fast Sealift Ships and seven large, medium-speed, roll-on/roll-off ships, or LMSRs. In addition, 76 Ready Reserve Force ships are available that are owned and maintained by the U.S. Maritime Administration in various degrees of readiness from four to 90 days. When activated, RRF ships come under the operational control of MSC.

Ship Introduction Program

The Ship Introduction Program oversees MSC's ship acquisitions, including ships currently under construction and conversion to meet MSC and military sponsor requirements, and auxiliary ship transfers to MSC from the Navy's uniformed operations. The program is especially important as MSC continues to acquire Combat Logistics Force ships from the combatant fleet and accepts delivery of the current acquisition program's final six LMSRs.

Headquarters

Headquartered in Washington, D.C., MSC employs about 8,500 people worldwide and has five major area commands: MSC Atlantic in Norfolk, Va.; MSC Pacific in San Diego, Calif.; MSC Europe in Naples, Italy; MSC Central in Manama, Bahrain; and MSC Far East in Yokohama, Japan.

MSC's commander reports directly to the Navy's Chief of Naval Operations as a second echelon commander for Navy-unique matters and to Commander in Chief, U.S. Transportation Command, as a component commander for DOD transportation matters.

COMSC functions much like a type commander for the Commanders in Chief, U.S. Atlantic and Pacific Fleets and U.S. Naval Forces Europe. In this capacity, MSC's auxiliary ships and special mission ships support the Navy's fleet operations worldwide.

As MSC moves into the new millennium, its roles and responsibilities continue to grow. Lessons learned in the Persian Gulf and in Europe have highlighted the need for the U.S. military to have a strong, viable defense positioned "Forward ... From The Sea." MSC's vision for the future is to be the leader in providing innovative maritime solutions supporting national security objectives.

Military Traffic Management Command www.mtmc.army.mil

Management

The Military Traffic Management Command, headquartered in Alexandria, Va., is the Army component of the U.S. Transportation Command. MTMC is responsible for all land and ocean freight shipments by the Department of Defense as well as several core transportation processes.

The core element of the command's work takes place at 24 ocean ports located worldwide. In all, these ports assist in the movement of a million measurement tons of freight every month. The ports are found in such strategic locations as Yokohama, Japan; Southport, N.C.; and Izmir, Turkey.

The reach of MTMC's port groups, battalions and companies goes far beyond the geographic region where they are located. Each port unit has a standardized deployment support team organization that allows the deployment of a tailored team to virtually any port in the world. As an example, a 30-member team from the 839th Transportation Battalion, Livorno, might go to a port discharge in Rijeka, Croatia. For a smaller loading in Mombassa, Kenya, three transporters might deploy from the 831st Transportation Battalion, Bahrain, Southwest Asia.

The members of these deployment support teams include active duty military, civilians and foreign national employees.

MTMC's ports are managed by three subordinate geographic headquarters: Deployment Support Command, Fort Eustis, Va.; 598th Transportation Group, Rottterdam, The Netherlands; and the 599th Transportation Group, Wheeler Army Air Field, Hawaii.

A fourth subordinate command is the Transportation Engineering Agency, Newport News, Va. The agency's engineers and operations analysts provide analysis, modeling and simulation support in support of deployability engineering for the Department of Defense basis. Currently, the Transportation Engineering Agency is assessing deployability engineering on combat vehicles under consideration for the Army Transformation led by Army Chief of Staff Gen. Eric Shinseki.

Missions

The scores of U.S. Army vehicles passing through the port of Bourgas, Bulgaria in late February were an unfamiliar sight for residents of the Black Sea port long behind the Iron Curtain. MTMC was moving the equipment of an Army task force that had just completed peacekeeping duties in Kosovo. The vehicles were loaded on the Greek-flag vessel "Thelisis" for a voyage back to the United States through Charleston, S.C.

The move was a test to determine if the Black Sea port could prove to be a good alternative route from the current ocean route to Bremerhaven, Germany, and then movement by railroad through Eastern Europe to a staging area in Skopje, Macedonia. Among considerations was the support provided by Bulgarian military and civilian contract workers in the transportation movement that allowed the size of the supporting American task force to be greatly reduced in size.

MTMC transporters from the 953rd Transportation Co., of Piraeus, under the command of Maj. Carl Axelson, directed the loading with efficiency and elan.

The movement of the equipment for American peacekeeping task forces in both Kosovo and Bosnia remains one of the major themes of the command's move of Department of Defense forces for contingency operations. The movement of peacekeeping troops to Bosnia began in 1995. A similar requirement for Kosovo began in 1999. In each case, a task force is moved into the particular Balkan country every six months. Then, typically in two weeks, the peacekeeping unit that was replaced is transported to its home duty station.

In addition to the Department of Defense's contingency missions, the Military Traffic Management Command supports extensive training missions. One example was early in November when the command managed the movement of a task force of the 2nd Brigade, 101st Airborne Division (Air Assault) from Fort Campbell, Ky., to the National Training Center, at Fort Irwin, near Barstow, Calif. In all, the post's Installation Transportation Office loaded four trains composed of 234 CSX railroad cars. Army Reservists from the 1190th Deployment Support Brigade, of Baton Rouge, La., and CSX rail workers assisted soldiers in documenting and securing the cargoes.

The four trains arrived at the National Training Center without incident. Two weeks later with training complete, the journey was retraced.

In May 2000, MTMC used a different form of transportation to move warfighters. The command moved the equipment of the 76th Infantry Brigade, of Indianapolis, Ind., aboard 65 barges through three river systems -- starting in Indiana and ending up in Alexandria, La. At the conclusion of the training, the equipment returned home in the opposite direction.

These operations -- large and small -- support Department of Defense contingency, training, and humanitarian operations around the world. The Military Traffic Management Command could not do the job by itself. The command's organic equipment is limited to 10,000 shipping containers and 2,000 heavy-lift railroad cars. MTMC achieves success because of the tremendous support of its many industry partners who supply trucks, trains, ships, barges and other transportation modes so the transportation mission is always accomplished. The command directly manages or influences transportation expenditures and related contracts of $2.7 billion a year.

Operations such as these validate Department of Defense doctrine and processes for the movement of warfighters worldwide. The command is ready to support American military forces at any time on a global basis.

Quality of Life Processes

The Military Traffic Management Command is also responsible for many Quality of Life initiatives that affect the lives of our service members. Among its many responsibilities, MTMC manages both the personal property moves and the privately owned vehicle moves of Department of Defense service members.

MTMC is the largest customer of moving companies in the United States. Every year, the command is responsible for an average of 613,000 personal property moves for service members in the Department of Defense. The moves not only take place around the country, but also all over the world where America's military service members are stationed.

Efforts have been ongoing since 1994 to make improvements to the personal property program. Currently there are three ongoing pilot programs testing the movement of household goods. The Navy's Sailor Arranged Moves program affects approximately 2,500 moves annually, the MTMC Reengineering Pilot Program affects approximately 9,000 moves annually, and the Full Service Move Project which began in January, is expected to affect approximately 37,000 moves annually. While we are seeing positive benefits from the pilots, the downside is that these pilots affect less than 10 percent of the 613,000 shipments moved annually.

MTMC is pursuing the incorporation of successful pilot features into the current personal property program now as an interim solution. To facilitate this initiative, MTMC established "Task Force Fix" composed of personal property moving experts, which include members of the nation's moving associations. This approach will allow service members and their families to begin realizing improved services much sooner than planned. This proposal is not intended to replace the pilots, but to capitalize on their successes - the real winner being the military family.

The features that are proposed for implementation are: (1) Full replacement value coverage for lost and damaged items, (2) Direct claims settlement with the contractor, (3) A toll-free number for direct communication between the contractor and the member, (4) Business awarded based on best value rather than low cost; and (5) Use of customer satisfaction surveys to allow service members' input to be the primary measure of carrier performance.

A second major Quality of Life initiative is the Global Privately Owned Vehicle Contract, signed in September 1998. Under the contract, a single firm - American Auto Logistics, Inc., of Monroe, N.Y - has the responsibility of moving an average of 75,000 vehicles a year worldwide. Results are impressive. Ninety-nine percent of service members and civilians give it excellent ratings. Formerly, as many as nine private contractors were directly involved in moving a single vehicle. Now, if damage occurs in the shipment, responsibility is simplified.

When the contract was initiated, the firm offered 32 vehicle processing centers worldwide. Now, several years later, seven more vehicle processing centers have been added. Most recently, new centers have been opened in Anchorage and Fairbanks, Alaska; and Sigonella, Sicily.

Reshape

In the past two years, the Military Traffic Management Command has been reshaping and streamlining its organizational structure for greater efficiency, economy and seamless operation. Through natural tumover, the command has reduced its overall strength by several hundred employees in the past month. By mirroring business-oriented organizations and process, the tradeoff has been faster and more efficient operations.

In 1999-2000, the reshaping centralized the workload of several processes - including finance, personnel, engineering and supply at MTMC Headquarters. Additional initiatives included the development of standardized organizational structures for MTMC's port units. In a related standardization move, 26-member deployment support teams were formed at each battalion-size port.

The reshaping continues into the future. A review is under consideration that would significantly shift the command relationships between MTMC Headquarters and the Deployment Support Command. The latter was created by the closure in 1999 of Bayonne Military Ocean Terminal, Bayonne, NJ.; and Oakland Army Terminal, Oakland, Calif., as a result of the 1995 Base Realignment & Closure Commission.

The two headquarters are structured largely the same and contain duplicate staffing in several areas. Under consideration is a reorganization that would transform the two headquarters into one. The command at Fort Eustis would be inactivated and, instead, serve as MTMC's operations center. MTMC Headquarters, in turn, would reorganize and the bulk of Operations Division work would take place at Fort Eustis - not MTMC Headquarters in Alexandria, Va. Logistics Management Institute, of McLean, Va., is helping MTMC to develop a transitional plan for this concept.

The goal of all the reshaping efforts is the creation of a smaller, faster and more efficient organization and work force. The future shape of the command is still taklng form - but it will be smaller in size and its operating functions will more closely resemble its industry partners. Results of this effort can already be seen. For two consecutive fiscal years - 2000 and 2001 - MTMC has reduced the freight rates it charges its military customers. In cargo operations, the rates came down an average of 40 percent for fiscal year 2002. They dropped an average of 27 percent in fiscal year 2001. MTMC underspent its fiscal year 2000 budget by over 5 percent - saving over $57 million for American taxpayers.

Strategic Distribution Management Initiative

In all its history, the Department of Defense has never had faster freight movements. Shipments within the continental United States are getting to their destinations 59 percent faster than a year ago. Meanwhile, shipments between the United States and Europe are 20 percent faster.

The increased speed and resulting efficiencies and customer satisfaction is all a result of a new Department of Defense distribution strategy called the Strategic Distribution Management Initiative - in which MTMC plays a big role.

The concept is true supply-chain management. The Military Traffic Management Command and its military and industry partners are merging supplies and transportation together. The initiative started in February 2000 with two principal backers - the U.S. Transportation Command and the Defense Logistics Agency. At that time, freight shipments within the continental United States took an average of 22 days - now they take nine days. For shipments between the United States and Europe, which formerly took an average of 64 days, now take an average of 51 days.

The key to the effort is the synchronization of the work of the Department of Defense's depots in the Defense Logistics Agency and the defense freight shipments of the U.S. Army's Military Traffic Management Command. The military and industry partnership is moving the transportation pipeline into the supply chain pipeline - the result is better synchronizing for both.

PowerTrack

The use of the U.S. Bank's PowerTrack to pay for domestic freight shipments has soared. Most freight delivered by motor carrier, ship, barge, railroad or pipeline must use PowerTrack to receive a contract to carry MTMC freight. The online payment and transaction tracking system is reducing the payment cycle to carriers from an average of 60 days - to three days! Currently, one of the few exceptions is for personal property carriers.

As a consequence, the use of Government Bills of Lading for Department of Defense freight shipments has plummeted as MTMC has mandated the use of USBank's PowerTrack automated software across the spectrum of its freight shipments. Use of Government Bills has been cut 97 percent - from 65,000-to-2,000. Approximately 500 carriers now are eligible to receive PowerTrack payments. Those carriers received in excess of $335 million in freight charges in 2000.

US Army Directorate for Force Projection and Distribution

TRANSPORTATION AND DISTRIBUTION POLICY DIVISION

The functions of this division reflect the changing priorities of the DoD and the Army. The Transportation and Distribution Policy Division interprets and implements policy and guidance for transportation and services supporting Army-sponsored cargo; official and space-available travel; personal property shipments; Army's Over-ocean Second Destination Transportation Budget; acquisition and use of non-tactical vehicles. This office has responsibility for Army policy and programs that impact transportation expenditures of approximately $2.7 billion annually. It serves as the cutting edge for transportation reform and business process re-engineering, as well as the primary source for policies and procedures that support that reform. This division provides program and policy information for Army major commands and installation transportation offices world-wide, and provides policy and technical advice to the Army's Deputy Chief of Staff for Logistics, the Chief of Staff of the Army and the Secretary of the Army.

Transportation Business Process Team

Under the leadership of Mr. Donald Stump, the Transportation Business Process Team is responsible for several business process re-engineering initiatives, intended to streamline the acquisition and payment of transportation services. Ms. Carol Komhoff, Mr. David Fuchs, Mr. Stephen Greiner, Ms. Laverne Douglas and Mr. Matthew Linehan lead Army Staff efforts to acquire and manage sufficient Second Destination Transportation (SDT) funding for the movement of Army material between installation/depots in CONUS and oversea locations. The team also is responsible for implementing the Financial and Air Clearance Transportation System (FACTS), which provides essential management information on the execution of SDT funds currently for over-ocean transportation, with planned expansion for inland transportation. To ensure prompt payment of Army transportation bills, the team provides program direction and technical expertise for the implementation of the electronic transportation billing and payment process through the US Bank PowerTrack System. Other major policy and program areas addressed within this Team are the shipment and safeguard of hazardous materials and the acquisition and use of non-tactical vehicles (NTV). The NTV program ensures that installations have effective motor transport to carry out their missions. This program includes the responsibility for Army's implementation of the Energy Policy Act and Executive Order 13149, which provide for the acquisition of alternative fueled vehicles, increased use of alternative fuels and the reduction of petroleum consumption by motor vehicles.

Distribution and Cargo Policy Team

LTC Thomas Masselink leads a team composed of Mr. Leo Gonano, LTC William Roper, Mr. Ed Suckfiel and Mr. Jim Jankowski that establishes and interprets transportation and traffic management policy governing the shipment of Army sponsored freight and cargo worldwide. The Cargo Team is responsible for numerous initiatives that support the Army Vision and transition goals including the Strategic Distribution Management Initiative; preconfigured loads; unit sets and end-to-end material distribution oversight. Management oversight is provided for critical day-to-day operations including Army air cargo channel requirements; in-transit visibility; the Defense Traffic Management Regulation; container/flatrack asset management; small package Domestic and World Wide Express programs; the Universal Service Contract for Ocean liners; Customs and Border Clearance; and Air Lines of Communication.

Soldier Support Team

This team is comprised of Ms. Jeanette McCants, Mr. Jeff McKenzie and Mr. Gene Thomas. The major focus is on Transportation Quality of Life Issues; the assistance and advocacy for the travel of soldiers and military families; and the shipment of household goods. This team is the Army transportation proponent for policy and legislated entitlements that are prescribed by the Joint Federal Travel Regulations and the Defense Traffic Management Regulation. The team provides oversight for Personal Property Re-engineering initiatives, exceptions to household goods policy and operating procedures, and guidance to the Installation Transportation Offices. For individual and unit travel the team provides Army Travel Policy, Travel entitlements, the Commercial Travel Office Program oversight, Travel Charge Card program direction and the City-Pair program requirements.

PREPOSITIONING DIVISION

The Prepositioning Division has overall responsibility for the Army Prepositioned Stocks program logistics policy for equipment and supplies stored around the world on land and afloat. Brigade and unit equipment sets, operational projects, and war reserve sustainment supplies are prepositioned in 14 countries and the US and on 15 ships berthed in the Pacific, and Indian Oceans. The APS program enables the US Army in support of CINC initiatives to project power into a crisis area in days instead of months. The program includes seven armor brigades, and echelon above division and corps theater combat support and combat service support unit sets with supporting ammunition and supplies. It covers all classes of supply, care of supplies in storage, and their maintenance on a cyclic schedule. In addition, transportation of the assets must be managed which includes over-ocean shipment to overseas storage sites. The use of Large Medium Speed Roll-on Roll-off (LMSR) ships adds a unique challenge to the function, as th e load and stow plans must be developed in coordination with the war plans, as well as a significant coordination responsibility with the Navy. Many of the war planning functions involve the computation of requirements for sustainment of a force in battle. This requires in-depth coordination with Army Materiel Command. The Prepositioning Division works closely with USAMC's Field Support Command, the Service Component Commands and the Unified Theater Commands to develop policy and programs that are integrated and support power projection using the APS program in concert with arriving forces to build combat power in the theater.

STRATEGIC MOBILITY DIVISION

The mission of the Strategic Mobility Division is to exercise General Staff supervision over strategic mobility aspects of war, develop strategic transportation concepts, and plan/program for a balanced "fort-to-foxhole" capability to ensure rapid power projection of Army forces. As the Army transforms itself into a strategically responsive and deployable force, our primary focus is on the pursuit of strategic mobility enablers, in conjunction with DoD and Joint Service efforts, to ensure sufficient strategic lift capability that supports the deployment stretch goals as envisioned by the Army.

Current efforts are (1) Complete Army Strategic Mobility Program (ASMP), which calls for the Army to close 5-1/3 Divisions in 75 days and (2) establish a strategic deployment program that supports the Army's deployment goals: (1) One Brigade on the ground by 96 Hours after wheels-up. (2) One Division on the ground by 120 Hours. (3) Five Divisions on the ground in 30 Days.

Under ASMP, the Army continues to make progress in its rapid force projection capability. Seven of the eight new ships have been delivered. The last ship is scheduled to be fielded in fiscal year 2002. Major military construction projects are nearing completion at key Power Projection installations - scheduled completion for this effort is fiscal year 2003. An annual Sea Emergency Deployment Readiness Exercise training program is established and working as intended.

In view of changing deployment strategies and the need to be able to better prepare for and support wartime/crisis situations, the Division is in the process of making changes in its organizational structure. General responsibilities will include: Army Strategic Mobility Program (ASMP)/ASMP Future, Wartime Transportation Planning/Policy, Management of Strategic Air and Sea Lift, Mobilization/Deployment Plans and Operations, Strategic Transportation Concepts, Deployment Automated Systems/Models, Army Watercraft Program and Deployment Infrastructure.

Army Materiel Command

The Army Materiel Command (AMC) is the Army's premier provider of materiel readiness-technology, acquisition, materiel development, logistics power projection and sustainment-to the total force across the spectrum of joint military operations; these summarize AMC's core competencies.

Headquartered in Alexandria, Virginia, the AMC mission is accomplished through eight major subordinate commands that direct the work of depots, arsenals, ammunition plants, laboratories and procurement operations and also provides support, via contracts, with vendors worldwide. There are about 58,000 dedicated military and civilian personnel who work at these locations and they include transportation specialists, logistics and traffic managers and installation transportation officers (ITO).

The transportation mission includes directing and coordinating use of DoD organic air and sealift worldwide and contracting vendors and commercial transportation companies to move materiel to and from units and other customers. In addition, AMC has a department of the Army charter for army cargo-related transportation policy and procedures. This mission includes routine personal property and passenger travel policy and procedures for AMC personnel.

The transportation policy and procedures are formalized in Codes of Federal Regulations (CFR), Federal and Defense Acquisition Regulations (F/DAR), DoD Directives and Memorandums, Joint DoD Component Regulations, Department of Army and AMC Regulations and formal agreements. An example is DoD's routine use of commercial carriers, with exemptions to use DoD-owned equipment. All of this requires routine contact with the USAMC community of transporters at its Major Subordinate Commands and Logistics Support Activity, the Army staff, Army major commands (MACOM), DLA, USTRANSCOM, Defense Contract Management Agency and remaining DOD components. AMC transporters forecast requirements, defend, justify, budget, allocate, enforce and verify resources to move weapon systems and supplies to and from soldiers worldwide.

Some current transportation-oriented DOD and Army programs AMC leads or supports are:

* Army Strategic Mobility Program involves enhancement of movement of units and sustainment overseas through improvements to ports, automated systems, facilities, rail equipment and containers, floating depots and participation in over-ocean readiness exercises.

* Army Single Stock Fund (SSF), implemented in a couple of years throughout the Army, will give USAMC accountability of unit Division level spare parts/components at MACOM installations worldwide. This new mission will require transporter coordination among HQDA, USAMC, MACOM HQ's transporters and their ITOs (and, for overseas shipments, USTRANSCOM port personnel), in their response to USAMC item managers directing movement of supplies to and from installations located worldwide to fill requisitions. These ITOs will assign USAMC working capitol funds and Transportation Account Codes on bills of lading and overocean manifests via DoD standard software to pay carriers.

* Electronic data interchange (EDI) technology is used by transporters to pay bills and move transportation documents and data worldwide in the Defense Transportation System and via commercial carriers.

* Velocity Management (VM) is a coordinated effort throughout the Army's logistics community to significantly reduce the cycle times associated with repairs and parts orders.

* The Army/AMC logistics intelligence file (LIF) requirements are being coordinated with USTRANSCOM's Global Transportation Network (GTN) to accommodate the database needed by the Army to continue providing, for example, Intransit Visibility to commanders on status of materiel and order ship times.

AMC, while downsizing, maintains a proactive stance in its relationships with DoD and other federal government and commercial transportation communities. Its transporters train during peacetime to be able to respond expeditiously during emergencies. This includes applying sound transportation policy and decisions from the headquarters level to those needing weapon systems and supplies.

Key Transporters

Contact Walt Michalski (email: WMICHALSKI@HQAMC.ARMY.MIL) or John "Skip" Girton (email: JGIRTON@HQAMC.ARMY.MIL), for the following:

USAMC field transporters, contingencies/emergencies, Defense Transportation System, MILSTAMP, Intransit Visibility, Traffic Management, installation transportation offices, transportation policy and procedures, civilian transportation career program management, use of reserve/active duty Transportation Corps personnel, working capital funds (transportation), first/second destination transportation funds, hazardous material, Army Strategic Mobility Program, air line of communication, automated systems, EDI, velocity management, engineering for transportability, automatic identification technology, transportation discrepancies, cargo forecasting, installation outloading capability, personal property and official travel.

Transporters support the AMC motto: AMC--Army READINESS Command... Supporting Every Soldier Every Day!

US Marine Corps Traffic Management Branch

The Traffic Management Branch (LFT) provides traffic management policy and guidance for Marine Corps traffic management offices (TMOs). Through its two sections the branch provides functional guidance and operational assistance for the effective and efficient movement of Marine Corps passengers, personal property and freight. The branch also has POM/budget responsibility for the second destination transportation portion of freight movement. In addition, the branch provides policy and guidance to the Transportation Voucher Certification Branch (TVCB), MCLB Albany, GA. TVCB is responsible for the certification for payment of most Marine Corps transportation bills and, as such, is the central repository for Marine Corps traffic management data.

The branch has technical supervisory responsibility over the Air Clearance Authority (ACA), MCLB Barstow, CA, Shipper Service Office (SSO), Travis AFB, CA, and the Marine Airport Liaison at Los Angeles international airport. The ACA has responsibility to clear all USMC freight moving via the Air Mobility Command (AMC) channel aircraft and for implementing the USMC air challenge program. The SSO corrects documentation and billing problems associated with USMC import/export shipments. The airport liaison office provides portcall and emergency leave assistance for passengers not served by a Marine Corps traffic management office.

The Traffic Management Branch is also responsible for implementation of traffic management related logistics migration systems within the Marine Corps, such as the functionality of Cargo Movement Operations System (CMOS) within TC AIMS II, and various other transportation reengineering issues being pursued by efforts within the Office of Secretary of Defense (Transportation Policy), the joint community and Commander-in-Chief United States Transportation Command (CINCUSTRANSCOM).

Freight Programs and Budget

The Freight Programs and Budget Section (LFT-1) is responsible for providing USMC traffic management policy and guidance for the movement of freight worldwide and serves as the focal point in developing more efficient methods of transporting, routing, tracing, documenting and billing USMC freight movements within the Defense Transportation System. It is also responsible for developing, managing and overseeing the execution of Operation and Maintenance, Marine Corps (O&M,MC), Transportation of Things (TOT) POM/budget. O&M,MC, TOT funds the shipment of freight to Marine Corps forces worldwide. This section is also responsible for the development and submission of channel freight requirements to the Air Mobility Command and Military Sealift Command. The section develops TOT policy and procedural guidance for field activities as well as publishes transportation appropriation data applying to the movement of Marine Corps freight and personal property worldwide. The section also serves as the Marine Corps function al focal point for Marine Corps freight traffic management systems, the Defense Transportation Regulation (DTR) Cargo Volume and conducting special studies relating to the estimation of logistical support costs.

Major programs/systems managed by the section are the Marine Corps' implementation of Management Reform Memorandum (MRM) #15, PowerTrack, Cargo Movement Operations System (CMOS), Automated Manifest System (AMS), Transportation Management System (TMS), USMC Guaranteed Traffic and Air Challenge Programs. The section represents USMC interests on all joint service activities involving the safe, efficient movement of freight and is the primary interface with the U.S. Transportation Command and its Transportation Component Commands. The section provides traffic management support to the USMC prepositioning and procurement programs.

During 2000, the section implemented MRM #15 process changes and U.S. Bank's PowerTrack system at all major CONUS USMC TMO's; provided traffic management policy and planning support to the Norway Prepositioning Program; developed several freight system interfaces and enhancements to improve system/process efficiency; resolved numerous transportation billing and payment issues; and participated on numerous process action teams (PATs) and working groups formed to improve Defense Transportation System processes, systems and regulations.

Personal Property and Passenger Travel

The Personal Property and Passenger Travel Section (LFT-3) is responsible for developing traffic management policy and programs pertaining to the movement of passengers, providing guidance to the Marine Corps on passenger travel issues, and developing Marine Corps policy and procedures related to implementing Joint Federal Travel Regulations entitlements for transportation and storage of personal property.

In addition, the section has overall cognizance of the Marine Corps Commercial Travel Office (CTO) program, participates in DoD's effort to reengineer travel and assists with numerous deployment support issues. Since 1995 the passenger section has been actively involved with the Defense Travel System project. This section represents the Marine Corps on numerous working groups associated with this project, to include the Commercial Travel Office Working Group, Test and Evaluation Working Group and also serves as the alternate Configuration Control Board member. In a separate effort directed at streamlining the current Commercially Billed Accounts process, the passenger section has been working to integrate the Marine Corps Automated Government Transportation Request (AGTR) capability with data feeds from the Commercial Travel Office (CTO), Defense Finance Accounting Service (DFAS) and Bank of America (BOA) into a shared data environment which will provide a means for automated reconciliation of BOA's electron c monthly bill. LFT-3 is also responsible for recommending individual training standards for Marines performing contingency traffic management functions, to include traffic management functions in forward deployed (in theater) environments supporting sustainment cargo and passenger operations (including In Transit Visibility/Total Asset Visibility issues).

LFT-3 also manages the Marine Corps portion of the DoD Personal Property Program, which includes personally procured moves, mobile homes and privately owned vehicles. LFT-3 serves as Marine Corps representative for the Transportation Operational Personal Property Standard System (TOPS), DoD Full Service Move and the MTMC Task Force Fix Reengineering Teams. In addition, this section also provides functional advice for the development of qualified personnel in the Marine Corps traffic management military occupational specialty to include training, schooling and assignments.

US Navy Naval Supply Systems Command

Rear Admiral Keith W. Lippert became Commander, Naval Supply Systems Command and 41st Chief of Supply Corps in August 1999. Prior to his current assignment, Rear Admiral Lippert served for two years as Vice Commander, Naval Supply Systems Command.

Rear Admiral Lippert is a native of Chicago, IL, and graduated from Scotch Plains-Fanwood High School in Fanwood, NJ, in 1965. He earned his commission through the regular Navy ROTC Program, graduating from Miami University, Oxford, OH, with a Bachelor of Arts degree in Mathematics in 1968. Additionally, he holds master's degrees from the Naval Postgraduate School: Management in 1969 and Operations Research, with distinction, in 1975. In 1994, he attended the Senior Executive Program in National and International Security at the John F. Kennedy School of Government, Harvard University.

Rear Admiral Lippert's sea duty tours include Supply Officer of USS QUEENFISH (SSN 651), Assistant Supply Officer of USS SIMON LAKE (AS 33), and Supply Officer of USS CANOPUS (AS 34). Shore duty tours include assignments as Assistant Comptroller, Commander Submarine Force, U.S. Pacific Fleet; Operations Research Officer at the Navy Ships Parts Control Center, Mechanicsburg, PA; Inventory Analysis Staff, Naval Supply Systems Command, Washington, DC; Executive Officer, Naval Supply Center, Jacksonville, FL; and Director, Spares Programs and Policy Branch in the Office of the Deputy Chief of Naval Operations for Logistics.

In 1990 he rejoined the Naval Supply Systems Command as the Deputy Commander for Financial Management/Comptroller, with budget responsibility for a worldwide, multibillion dollar supply system. While serving as Comptroller he was also responsible for Navy's successful Inventory Reduction Program.

From July 1993 - July 1995, Rear Admiral Lippert served as the Commander, Defense General Supply Center, Richmond, VA. In August 1995, he became the first Commander, Naval Inventory Control Point (NAVICP), with offices in Philadelphia, PA, and Mechanicsburg, PA.

NAVSUP's primary mission is to provide U.S. naval forces with quality supplies and services. With headquarters in Mechanicsburg, Pa., and employing a worldwide work force of more than 9,000 military and civilian personnel, NAVSUP oversees logistics programs in the areas of supply operations, conventional ordnance, contracting, resale, fuel, transportation, and security assistance. In addition, NAVSUP is responsible for quality of life issues for our naval forces, including food service, postal services, Navy Exchanges, and movement of household goods. The Command sets policy, prescribes procedures and evaluates performance. For transportation, the Command is designated by the Chief of Naval Operations as Manager of Navy Materiel Transportation, responsible for providing effective transportation support and for ensuring that transportation costs are maintained at the lowest level possible, consistent with ensuring the quality of service and responsiveness necessary to meet operational requirements.

Personal Property Division (SUP 53)

This division develops and recommends policy and procedures for the movement, storage, and related management services for Navy household goods and privately owned vehicles. Specific responsibilities include implementing the Transportation Operational Personal Property System (TOPS) within the Navy, publishing and maintaining NAVSUP Publication 490 (Transportation of Personal Property), and representing the Navy on Joint Committees.

Naval Transportation Support Center (NAVTRANS)

NAVTRANS is responsible for managing and controlling the transportation of Navy material worldwide. NAVTRANS develops policy, performs operational control of navy cargo movements, develops and executed the Navy Service-wide Transportation budget, and provides technical guidance to Navy shipping activities.

Liaison Office

NAVTRANS now has a division of Liaison Officers to directly connect our customers with the transportation, logistics, and technical experts at NAVTRANS and other transportation commands. They function as the single point of contact for all transportation needs and assist in maximizing transportation resources. The major customers that NAVTRANS has identified Liaison Officers for are Atlantic/Pacific Fleet, NAVICP, NAVSEA and NAVAIR.

Program Management Department

The Program Management Office is responsible for the proper development and oversight of the Financial and Air Clearance Transportation System (FACTS), a Department of Defense (DOD) transportation migration system. This system provides the services with Air Clearance Authority (ACA) capabilities and transportation funds management. The PMO is also responsible for the proper development and oversight of the command's Transportation Metrics Analysis System (TMAS).

Resources Department

The Resources Department plans, programs, formulates, justifies and executes the NAVSUP Budget Plan for Service-wide Transportation. This Department also recommends financial policy for the management of Navy material transportation and manages the Navy's Transportation Account Codes. In addition, the Resources Department performs audit on shipments of Navy Household Goods, processes claims for reimbursement/incentive for the Navy's Personally Procured Transportation Move Program (formerly Do-It-Yourself), and provides budget and administrative support to Naval Transportation Support Center's staff. Another component is the mobile Navy Overseas Air Cargo Terminal (NOACT). The NOACTs provide rapid deployment of air cargo specialist storekeepers, trained to provide air terminal services at Advanced or Forward Logistic Support Sites (ALSS/FLSS). NOACT personnel coordinates the movement of all Navy air cargo, mail, and passengers within their assigned geographical area and perform administrative functions associ ated with their movement through an air cargo terminal.

Policy Department

The Policy Department develops, coordinates and publishes policy and plans on issues involving cargo movement via airlift, sealift and inland transportation. This Department also is responsible for strategy development and oversight involving the implementation and/or fielding of DOD transportation migration systems at Navy activities. Specific responsibilities include developing Navy transportation policy procedures, plans and programs through the publication of Navy directives and/or regulations, analyzing and evaluating Navy material distribution and procurement practices to ensure transportation economy maintaining oversight of transportation services provided by USTRANSCOM and/or its components to ensure Navy requirements are met and performing assistance, visits, and training.

Operations Department

This multi-faceted department functions within four major components, each performing coordinated transportation services for fleet customers and transportation operation guidance including the responsibility of coordinating the annual Navy Transportation Training Symposium. The Customer Service Division maintains the Cargo Routing Information Management (CRIM) database for mobile units and also operates the Navy Air Clearance Authority (ACA) for all CONUS-originating air cargo destined for Navy Customers overseas. Other functions include traffic routing assistance, shipment diversion, expediting high-priority cargo, validation of Navy-sponsored Special Airlift Assignment Missions (SAAM), and forecasting air and surface transportation for the Navy. The second component is the NAVTRANS Detachment at Travis AFB, CA. The detachment serves as the West Coast customer point of contact/liaison for cargo expediting execution, for resolution of transportation problems, and for coordination/implementation assistance of unique traffic management requirements. This office also provides oversight of Navy cargo processing at the Container Consolidation Point (CPP) at Defense Depot (DDJC), San Joaquin, CA. The third component is the Regional Transportation Division. They provide transportation assistance and solutions to logistics problems within the Navy and in joint arena. Specific responsibilities include analysis of transportation requirements, assistance and guidance on the implementation of transportation services for Navy and representation for Navy in meetings relative to Navy Automatic Identification Technology (AIT). Additionally, this division performs oversight/contracting office representative functions with Navy/DOD transportation contracts. Performs program management and provides technical support information, guidance and implementation on the use of the Transportation Information Management System (TIMS) for region's local transportation, Optimized Direct Dedicated Truck Delivery Program, and Vendor Receipt an d Expedite Program. Acts as the liaison for training and levying requirements between Global Transportation Network Program Management Office and Navy's customers; and reviews, develops and recommends transportation operational concepts for transportation program worldwide. The fourth component is the Contract Representative and Program Division. This division serves as Contracting Officer Representative for the Advance Traceability and Control (ATAC) Contract. The functions involve contractor oversight of the shipping, transportation and receiving for Navy depot level repairables (DLRs) and return or storage of the repaired cargo; key player in the analytical development and recommending and testing of new ATAC system programs along with related subsystems and databases; research and resolve Request-For-Information on discrepancy reports for unmatched shipping and receipt information on ATAC DLRs moving to commercial/government sites; inspect contractor facilities and evaluate their performance; and prepare all periodic, recurring, and incidental reports on the contracts for submission to the contacting office, budgetary offices, and other appropriate activities.

Information Technology Department

The Information Technology Department provides long range vision and direction concerning the use of Information Technology as well as technical advice on current and projected computer systems supporting worldwide Navy and DOD transportation, including overseas all day-to-day Information Technology Support provided by government and non-government sources at Naval Transportation Support Center. Responsibilities include: local area network management, system administration, administering various transportation related databases, maintaining electronic mail capabilities, maintaining the command's web servers, providing end user support services, and overseeing the execution of the commands Information Technology budget and Information System Security Management.

NAVTRANS Det U.S. Transportation Command

The NAVTRANS Detachment at USTRANSCOM is responsible for performing liaison and/or coordinating for the Navy with USTRANSCOM on issues of DOD transportation policy, planning, and systems development. The Detachment monitors Defense Transportation System operations in response to Navy air and surface lift requirements as identified to USTRANSCOM and its Transportation Component Commands (TCCs). In addition, the Detachment will promote communication and coordination between the DOD transportation provider, USTRANSCOM and NAVSUP, a major Navy customer responsible for the efficient worldwide movement of Navy cargo, household goods, and mail, on all operational policy and system/migration issues affecting the Navy. The Detachment will assist the Bureau of Naval Personnel in passenger transportation matters, as requested.

US Air Force Directorate of Transportation

The mission of the United States Air Force Directorate of Transportation is to develop policy, plan, program, and allocate resources to ensure the Air Force has a responsive transportation system in peace and war. Our challenge is to meet the demanding requirements of a national policy based on Rapid Global Mobility using integrated logistics and the tenets of Agile Combat Support. The transportation staff is working several initiatives to meet the challenges of a reduced force structure including express delivery and strategic sourcing.

The express delivery concept supports the Air Force's Lean Logistics tenet of Agile Combat support. Through Lean Logistics initiatives the Air Force substantially reduced the requirement for on-hand inventories. With large inventories no longer available, expedited transportation is critical to sustaining equipment and weapon systems. The Lean Logistics concept applies to both peacetime and contingency operations. Reliable, time-definite, door-to-door distribution is the foundation that industry uses to build just-in-time inventory systems. The Air Force logistics community is benchmarking a variety of outstanding industry practices to ensure that its reengineered system meets the needs of an expanding Rapid Global Mobility requirement in an age of reduced resources.

As the Air Force continues to deal with downsized personnel and fewer resources, emphasis must be placed on improving asset management. The goal of the strategic sourcing program is to improve the performance, quality, efficiency, and cost-effectiveness of Air Force activities by relying on private enterprise to provide commercial services. In this process, our personnel and resources are focused on core activities, sustaining readiness, and generating future savings for force modernization. Since most transportation functions fall in the category of commercial activities, we are heavily engaged in identifying potential candidates for possible cost comparison studies. Though recent studies are indicating an aggressive timeline for implementing these contracts, we are engaging multiple levels of transportation expertise to ensure our decisions today are the right ones for the future of our industry. By seeking the right expertise, and employing the best ideas, the transportation policies we create will support both peace and contingency operations.

The Directorate's responsibility for developing and implementing Air Force transportation policy is conducted by three divisions: Traffic Management Division (ILTT), Combat Readiness Division (ILTR), and Vehicle and Equipment Division (ILTV). Their responsibilities are as follows:

Traffic Management Division

Develops and implements policies and procedures for Air Force transportation and traffic management in the areas of cargo, passenger, and personal property movements on a world-wide scale. Focal point and proponent for developing and implementing Service unique transportation policy through OSD, Joint Staff, Unified Commands, and other DoD Services and Agencies. Represents Air Force as executive board member on numerous councils and committees that maintain a strategic focus and build logistics strategies supporting new war fighter strategies including; Strategic Distribution Management Initiative, Cargo Movements Council, Personal Property Coordinating Council, and Passenger Service Advisory Group. In addition, serves as the Air Force focal point and program manager for border clearances and customs requirements, passenger and cargo forecasting, domestic and international express small package requirements, city-pair program requirements, and Management Reform Memorandum (MRM) 15 and other management reform initiatives. Oversees joint system requirements for Cargo Movement Operations System (CMOS) and the migration to TC-AIMS II as well as Air Force requirements for Transportation Operational Personal Property Standard System (TOPS).

The Traffic Management Division is actively engaged in product support reengineering and financial and documentation reengineering process improvement initiatives. The Air Force is leading the way within the Department on major issues like line of accounting reduction and certification and accreditation. They are also major enablers for MRM 15 advancement. Another area of significant contribution to the Department is the work on prototyping third-party logistics providers in the southeast region of the United States. They are also the Air Force transportation lead on MRM 14 which established a Permanent Duty Travel (PDT) Task Force and Defense Reform Initiative Directive Number 50 which established the Defense Integrated Travel and Relocation Solutions (DITRS) office. The DITRS Reengineering Team mission is to develop a simplified and integrated relocation process that serves the needs of the Department of Defense community. It is customer-focused, it enhances quality of life, and it increases readiness. The division is postured to continue advancing agile logistics support for war fighters.

Combat Readiness Division

Develops transportation position on Air Force issues. Foremost at this time is their Air Expeditionary Force development and support. Provides Service input to CJCS on strategic mobility enablers for the Joint Monthly Readiness Review that compares overall readiness with varying warfighting scenarios. Ensures Air Force transportation interests are represented during wargames and exercises. Serves as functional manager and provides oversight of Air Force transportation training and officer graduate and professional continuing education. Develops policy for manpower issues to include strategic sourcing and wartime requirements. Chairs the Base Transportation Planning Group, conducts Utilization and Training Workshops, and liaisons with Transportation Schools to ensure training and education remain current. Coordinates logistics crossflow programs and university special emphasis programs to broaden transportation officer's education and development. Develops transportation input and participates in Program Obje ctive Memorandum and Congressional testimony development. Focuses on strategic planning and systems development for Air Force transportation and coordinates that input with US Transportation Command. Serves as advocate for funding transportation equipment, aerial port assets, and transportation systems.

Vehicles and Equipment Division

Serves as the DoD Executive Agent for DoD 4500.36R, Management, Acquisition, and Use of Motor Vehicles, and for DoD 4500.9-R-1, Volume II, Management of System 463L Pallets, Nets, and Tie-Down Equipment. Develops and implements peacetime and contingency acquisition, management, operation, and maintenance policies for vehicles, watercraft, railroad equipment, and 463L assets within the Air Force. These responsibilities include implementing and managing War Reserve Materiel support, vehicle reporting systems, vehicle/equipment depot maintenance, energy/pollution reduction initiatives, dependent school bus transportation, controls and reports regarding command-and-control and domicile-to-duty vehicle authorizations, and reports regarding alternative fueled vehicle acquisitions.
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Publication:Defense Transportation Journal
Geographic Code:1USA
Date:Apr 1, 2001
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