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Forum & Expo.

NDTA provides a "Forum Wrap-Up" edition of the DTJ to record the event for official record and to share the experience with members unable to join the event. Summaries of k eynote presentations, professional sessions, off-site learning tours, and special activities are the work of the NDTA Press Room Volunteers who are engaged before, during, and after the Forum. They study up by reading background material relating to topics that will be presented before they arrive. At the Forum, they work in teams, sitting in on sessions and joining tours to record remarks; they also get together informally to discuss and clarify information as presented. After the Forum, they forward material for compilation in the DTJ.

We are pleased to provide this record of their hard work and hope you enjoy the summary!

thank you


20l0 National Medal of Honor Convention

AAT Carriers, Inc.

ABF Freight System, Inc.

Ace Doran Hauling & Rigging

ACE Rent A Car, Inc.

Agility Defense & Government Services

Air Compassion For Veterans

aka luxury suites

American Military University

American Roll-On Roll-Off Carrier

American Shipping & Logistics Group (ASL)

APL, Limited


Army Transportation Museum Foundation

Atlas Air Worldwide Holdings, Inc.

Avis Budget Group

Baggett Transportation Company

Bennett International Group, LLC

Best Western International

Boeing Company, The

Boyle Transportation

Byrne Transportation Services LLC

CACI International Inc.

The California Maritime Academy

Cavalier Logistics

Chalich Trucking, Inc.

Chapman Freeborn Airchartering

Coastal Maritime

Comtech Mobile Data com Corporation

Corporate Flight Management, Inc.

Cor Trans Logistics

Crowley Maritime Corp.

Crowne Plaza Colorado Springs

DB Schenker

Defense Distribution Center

Defense Travel Management Office

Delta Air Lines

DHL Express

DHL Global Forwarding

Dollar Thrifty Automotive Group


Erudite Company

Extended Stay America


Faithful + Gould

FedEx Custom Critical

FedEx Express and FedEx Freight

Fine Hospitality - Holiday Inn Express

Four Points by Sheraton-Manassas, VA

Hampton Inn & Comfort Inn-Springfield, VA

Holiday Inn-Fredericksburg, VA

Gaylord Opryland Resort & Convention

General Dynamics

General Freight Services/Coyote Logistics, LLC


Greatwide Truckload Management

Gwangyang Bay Area FEZ Authority

The Hertz Corporation

Hilton Garden Inn Miami Airport West

Hilton Hotels Corporation

Horizon Lines

The Hotel at Turf Valley

Hub Group

HudsonMann, Inc


Innovata, LLC

InterContinental Hotels Group (IHG)

Intermodal Transportation Institute

University of Denver

ITLT Solutions, Inc.



Kalitta Charters

Landstar System, Inc.

Limitless International, Inc.


Lockheed Martin

Loews Vanderbilt Hotel

Louisville CVB

Lowry Computer Products

LTD Management, LLC

Mack Trucks, Inc.

Maersk Line, Limited

Marriott International

Marriott Waterside - Norfolk

Matson Integrated Logistics

Mayflower Transit

McCollister's Transportation

Mercer Transportation Co., Inc.

Military Freight Haulers

Mobility Resources Associates


National Air Cargo



Northrop Grumman

Odin Technologies

Old Dominion Freight Line, Inc.

Omega World Travel

Oshkosh Defense

OTO Development, LLC

Panther Expedited Services, Inc.

Pasha Group, The

Passport International

Perot Systems

Pilot Freight Services


Port of Port Arthur

Port of San Diego

Priority Solutions International

PRTM Management Consultants

R+L Global Logistics

R & R Trucking

Raith - CTS Logistics

Renaissance Montgomery Hotel & Spa


Reserve Officers Association of the US

Ridgeway International USA, Inc.

Rock-It Cargo USA


Savi, a Lockheed Martin Company

Scan Logistix Inc.


Sealed Air Corporation

Silver State Trailways

Southwest Airlines

Staybridge Suites Chantilly-Dulles Airport

Tapestry Solutions, a Boeing Company

Tennessee Steel Haulers, Inc. (TSH, Inc.)

Total Quality Logistics

Total Seal

Totem Ocean Trailer Express, Inc.

Transportation Institute

US Bank Power Track


United Seamen's Service

United Van Lines

University of Phoenix



UTi United States, Inc.


WaterLink Pakistan PVT.LTD

Worldwide Aeros Corp.

YRC Worldwide

* VOLUNTEER SPOTLIGHT Our apologies if we overlooked anyone!

Our 2009 Volunteer Spotlight shines on Cindy and Craig Thurgood for their record breaking 16 years of official volunteer service at NDTA Forums and SDDC Symposia. Craig began working on the Forum team at the 1993 Salt Lake City Forum. He had been very active in the Salt Lake City Chapter and went on to become one of its longest serving Presidents. Cindy joined her husband as a Forum volunteer two years later at the 1995 Forum in Dallas.


The Thurgoods are not as "visible" to our attendees as some of our other volunteers because they spend their time in the Expo Hall assisting Exhibits Manager Denny Edwards. Craig concentrates on getting the big rigs positioned in the Hall, as well as acting as liaison between NDTA and the exhibitors. Cindy orchestrates the popular Grand Prize drawing--soliciting gifts and recording donors and recipients. She also helps at the Sunday morning Golf Tournament. Sixteen years of dedicated, loyal service to NDTA certainly qualifies the Thurgoods to be NDTA's 2009 Volunteers of the Year.


Chuck Bolduc * Dale Cozart * Terri Dalton * Pat DeMichele * Karen Edwards Lisa Fasching * Taylor Fasching * Mickey Frank * Yvonne Frazier Kent Gourdin * Marlene Jetton * Ben Jetton * Miguel Lake Michael McVeigh * Amanda Meyer * Colt Meyer * Bob Reilly * Marie Rohrbough Steve Rohrbough * Betty Tedder * Cindy Thurgood * Craig Thurgood
 Registrants Spouse Exhibitors

Anch. '99 1029 10/2-10/6 610 73 211
Albuqu. '00 1067 10/1-10/5 631 73 231
G'boro '02 910 9/28-10/2 539 51 243
Kansas '03 992 9/13-9/17 745 42 166
Milw. '04 893 9/11-9/15 618 33 189
San Diego '05 1057 9/10-9/14 686 45 169
Memphis '06 996 9/23-9/27 764 49 212
Charleston '07 1065 9/15-9/19 860 54 104
Reno '08 941 9/20-9/24 781 38 97
Nash, '09 1115 9/19-9/23 881 45 119

 Single Tickets Host Chapter

Anch. '99 1029 10/2-10/6 87 48
Albuqu. '00 1067 10/1-10/5 132 0
G'boro '02 910 9/28-10/2 77 0
Kansas '03 992 9/13-9/17 39 0
Milw. '04 893 9/11-9/15 53 0
San Diego '05 1057 9/10-9/14 135 22
Memphis '06 996 9/23-9/27 62 0
Charleston '07 1065 9/15-9/19 27 20
Reno '08 941 9/20-9/24 25 0
Nash, '09 1115 9/19-9/23 70 0

Note: Table made from bar-graph

We also want to express our appreciation to Professors David Clarke, Director, and Larry Bray, Research Professor, of the Center for Transportation Research, University of Tennessee, for their support and coordination of student volunteers

We have prepared thumbnail photos for special events--NDTA Scholarship Fundraisers and Exhibit Hall periods.

Visit the NDTA Website ( for links to photo pages. See: NDTA Forum & Expo under "Events"


A Student's Perspective

by Sharon Watson

The Gaylord Opryland Convention Hall was filled with a broad range of transportation-related providers, eager to demonstrate and answer questions about their products and services. Land, air, and water transport firms had a definite presence. From large scale trucking firms to sub-specialty air transport firms, the displays echoed the effort and scale required for moving goods and people throughout the world. Exhibitors also displayed goods that simply facilitate travel and mobility for the people and supplies of the military. The latest innovations in prefabricated units were illustrated, and transport packing materials were demonstrated. Displays provided by the University of Tennessee's Transportation Research Center were housed in the Education and Hospitality Pavilion, alongside exhibit booths from other colleges and universities. The UT Center display provided a unique niche for the overall Exhibition.

Large commercial vehicles parked on the display floor were a commanding presence and included tractor trailers and even a bus. One trailer fully expanded to double width to provide 1000 interior square feet completely equipped with air controls and its own power source. These special use trailers are primarily designed to meet the mobile needs of the military and disaster relief efforts, and a fleet of these trailers can be readily installed to form a small hospital.

At the other end of the spectrum were the logistics firms sharing details of the services they provide. Much of their vital work is done behind the scenes; typical tasks involved tracking containers and moving record pieces of cargo through Middle-Eastern ports to better support our US military Some of these provide diversified services and products as well.


An optional excursion was arranged for Forum attendees to visit the small town of Lynchburg (population listed at 361 according to advertisements). The first stop was the Jack Daniel's Distillery, where our guide introduced the early days of the enterprise and the process of manufacturing Tennessee whiskey. The tour was leisurely and informative and led us to towering charcoal filtration tanks, vats of fermenting "sour mash," and a warehouse where wooden barrels, filled with whiskey at various stages of maturity, were stacked floor to ceiling. The bulk of aging whiskey is stored not at the Distillery but rather at several dozen other warehouses throughout the Lynchburg environs; many are specially built right in to the hollows. We also stopped by a bottling room where bottled whiskey moved from conveyor belts to shipping boxes. For lunch, we dined at Miss Mary Bobo's Boarding House, dated to 1908 and situated near the town square. The table was set with an amazing array of the very best "down home cooking"--several dishes were even concocted with a dash of Jack Daniel's. A simple question posed over dessert prompted a lively dialogue, especially among transporters:

How can such a small town satisfy global market demands?

There was little evidence of the modern world at either the Distillery or in Lynchburg proper (the town has only one traffic light). In fact, it was easy in this setting to imagine that the whiskey was hand delivered in wooden carts.

A call to Mr. Rick Bubenhofer, Director of Public Relations at Brown-Forman,(*) shed some light on the subject for the benefit of NDTA members. He explained that although nearly all of the production at Jack Daniel's takes place on the distillery grounds, the "real action" is elsewhere in Moore County where the main bottling line is located. Processes from cleaning the bottles through filling, labeling, and capping are fully automated. All distribution originates in Moore County via truck transport; containers bound for overseas markets move to Nashville where they are sent by rail to the port for sea shipment. Domestic delivery employs rail and truck modes. Rick said, "We rely on our well-established long-term carrier relationships. Since any Jack Daniel's product found anywhere in the world comes right from Lynchburg, we view our carrier service providers as an integral partner in our overall distribution success. Brown-Forman partners with a select group of 15 to 20 carriers and ships Jack Daniel's to more than 160 countries." Sales and shipments increase around the holidays. Web sales also impact distribution metrics.

NDTA extends thanks to teams at Jack Daniel's and Miss Mary Bobo's for an intoxicating experience!





* 2008 Sales (approximate) 9 million cases

* Domestic Shipments 6300-6500/12 month period

- Intermodal 15%

- Truck 85%

* International Shipments 3200-3500/12 month period

- 20' Containers 10%

- 40' Containers 90%



Days were full for NDTA Forum attendees, so it was not surprising that the bus bound for Dell's East Coast Fulfillment Center (ECFC) had empty seats. There are advantages to touring with a smaller group--people could ask plenty of questions. Attendees who joined an earlier site visit remarked that it was hard to hear the guide's explanation over the hum of activity.

The first surprise was that there were no computers in sight! Computer production ceased in Nashville in 2002, and now all components are built in China, Malaysia, and Ireland.

Operations Manager and tour guide Shawn Thomas explained that DELL has one other distribution facility supplying the West Coast from Nevada. The majority of DELL's customers, however, live in the Midwest and Eastern United States, so 90% of their products are shipped from Nashville. Of that, 60% of the packages are sent parcel post to customers in 32 states, 20% head overseas, and the remaining 20% are sent to retail stores to stock the shelves.


The DELL ECFC opened in June of 2000 and began fulfilling orders for portables and DELL-branded products in July of 2002. The center employs up to 600 people throughout the year; most are full time, but an extra wave of part-time employees are added during the busy Fall season to keep up with school orders and holiday shoppers.


The DELL Campus stands on DELL Parkway, across the street from the 118th Airlift Wing of the Tennessee Air National Guard. Similar products coming from China might make a pit stop in Alaska; likewise, DELL computer systems spend little time in Nashville before hitting store shelves or drop locations at customer request. In fact, the turnaround time for DELL-branded items to enter one side of the building and exit the other is almost always achieved well within the goal of 24 hours. The center has just a 3% failure rate, due to what it labels as "Missing," "Incorrect," or "Damaged" pieces.


Tour attendees were keenly aware of safety and security priorities--goggles were donned to enter the assembly area and only after passing through airport-style metal detectors and security personnel. Here, DELL employees were busy moving packages from one end of the building to the other across seven miles of assembly line.

The most amazing feat of accomplishment was displayed on a wall above the entrance: 2.5 million DELL-branded packages moved through this building in 2003, just a year after domestic shipping began. That amount surged to 50 million in 2007, and the numbers continue to climb, due in large part to the affordability of computers, according to the guide. NDTA thanks Don Caldwell for making this informative tour available to Forum attendees.


The UPS Material Distribution Center (MDC) opened its door to two separate groups eager to experience distribution first hand. Close to 50 members in total joined the MDC off-site learning tours, which began with a security check, followed by a briefing on the role of the distribution center, and then a physical walk-through of the facility.

The MDC is focused on providing automotive repair parts to the UPS delivery fleet. Virtually everything is distributed from Nashville; previously, five separate locations provided distribution, but the others have been cut back due to process automation. The Nashville facility supports approximately 4000 mechanics at approximately 1000 shop locations that maintain approximately 72,000 package cars, 17,000 tractors, and 60,000 trailers. UPS spends nearly $200M annually in automotive repair part operations. The package cars you see on the street average 7 to 9 years old but could easily be 20 years old, or more. ("Package car" is in-house terminology for the UPS delivery "truck.")

UPS has a very robust Fleet Management System that tracks all repairs for each vehicle and all parts used in repair. Parts life cycle between failure is monitored, and alerts are announced when vehicles are due for preventative maintenance.

Each repair part has an accompanying control tag, which is "read" when installed. Information is fed to a data file, and an automated order is sent at the cutoff time the next morning, 6am ECT, and then forwarded to the Nashville MDC for fulfillment. This process, which covers almost 70% of all inventory parts, even allows mechanics to special order items that can be automatically sent to local vendors. Approximately 10% to 15% of parts fall into this category. Mechanics typically work at night because vehicles are on the road during the day.

Sixty personnel work at the Nashville MDC to fulfill the daily orders. They complete around 9000 picks a day from 24 carousels and 1500 bins. They also process 400 lines of returns daily. The MDC also processes all automotive warranty claims for UPS returning at about $7M annually.

NDTA thanks the MDC for this informative and enjoyable tour, and Tim Shaw, Director of Government Accounts at UPS, for helping to bring this wonderful opportunity to Forum attendees.



The NDTA 63rd Annual Forum & Expo in Nashville, Tennessee officially opened on September 21 with remarks from Mr. Joseph ("Joe") Bento, President CEVA Americas. His message was both energetic and timely--an excellent combination for launching "The Rhythm of Change." Bento provided an overview of the logistics industry and the impact and challenges of the global economic downturn. He focused on a number of topics for his industry partners to consider for their businesses during these tough economic times, and he clearly articulated how these challenges directly affect the government sector. In addition, Bento discussed several industry trends and, specifically, noted how his company, CEVA, is responding. He expressed his strong belief that in order for any organization to pull together as a team through adversity and to celebrate through the good times, the culture of teamwork must be a top-down priority. A continual process, the demonstration and communication of the value of teamwork must be embraced by the leaders in the organization wholeheartedly in order for the value to take hold through all levels of the organization.



Some of the industry challenges and trends that were addressed:

* Inventory Management

How can industry bring value to more efficient management of inventory throughout the supply chain pipeline?

* In-Transit Visibility

Easy transfer of receiving shipment status information is critical to business today.

* Forecasting Tools

The need for better tools is critical.

* Offshoring & Outsourcing

Attractive options.

* Trends in Logistics-based Companies

Company functions are moving from a purely transactional forwarding function to a consulting function. Organizations must better understand their own supply chain pipelines and how to improve them.

* Risk Management

Both internal and external solutions are required to minimize organizational risk.

* Additional Team Players

Compliance teams are becoming an essential part of engaging in global business. Consider bringing specialists on board

* "Green" Supply Chains

Demands for green practice are increasing, as are green regulations.

Bento believes that industry acquisitions will continue and that restructuring will remain a commonplace event, adding that CEVA has adopted many industry best practices and has differentiated itself in the industry by incorporating specific elements in their corporate vision and values. These are the vital components of success: Global Network, Diverse Portfolio of Services, Smart Information Technology Systems, Experience, People, and Passion.



NDTA members, friends and industry and government leaders filled the Tennessee Ballroom at the Gaylord National Convention Center in Washington, DC, to hear Air Force General Duncan McNabb, Commander, USTRANSCOM, talk about the accomplishments and challenges in defense transportation.

"This really is a historic time--anything that goes on, you think about transportation," General McNabb said. "It really is a tremendous time, but the biggest thing in the last 80 years is the relationship with industry."

Partnerships between government and industry--many of which are forged and strengthened at the NDTA Forum--enable USTRANSCOM to provide the synchronized transportation, distribution, and sustainment for the nation.

A command pilot with more than 5400 flight hours, General McNabb once over-saw air transport of our nation's leaders, including the President, Vice President, and Secretary of Defense, as commander of the 89th Operations Group at Andrews AFB, Maryland.



At the NDTA convention, General McNabb led the audience through and overview of the command and its complex challenges. "Military might moves with USTRANSCOM," he said, and explained how his command projects national military power through its components, the Army's Military Surface Deployment and Distribution Command, the Navy's Military Sealift Command, and the Air Force's Air Mobility Command.

The USTRANSCOM team operates globally, providing air, land, and sea transportation for the DOD, in both time of peace and war. The command must operate as effectively and efficiently as possible, around the clock. The bottom line for USTRANSCOM is support of the soldiers, sailors, airmen and marines in the front lines of the War on Terror.

USTRANSCOM Transformation

1986 - Goldwater/Nichols Act

1987 - USTRANSCOM Established


1993 - USTRANSCOM Charter(Peacetime/Wartime Strategic Mobility)

2003 - Distribution Process Owner Established

2005 - Full Time USTRANSCOM Commander

2007 - DPO lead for DOD Supply Chain RFID/AIT implementation

"We measure success through the eyes of the Warfighter, "General McNabb said. Distance lends itself to the Warfighter's sense of urgency with each deployment cycle, especially as the focus shifts to Afghanistan--a faraway landlocked country with hostile neighbors.

The commander of USTRANSCOM doesn't believe these challenges will slow those warriors down. "We're going to come, and we're going to come quickly," he said. He pointed to advances in technology, including Radio Frequency Identification as helping the command with in-transit visibility of cargo, and discussed the importance of the security of the system.


General McNabb stressed that military transportation technological advances must always be balanced with the need to protect operational security. "If the enemy can figure out what we're doing logistically, they can figure out what we're doing logistically, they can figure out what we're doing operationally," General McNabb said.

On any given day USTRANSCOM is responsible for 35 ships loading, offloading, or under way; six brigade equivalents moving simultaneously; and an aircraft taking off or landing every 90 seconds. Air Mobility Command 9000 mile "tanker bridge" from the United States through Europe and Southwest Asia passes more than 5 million pounds of fuel every day, for a total of 10 billion pounds since Sept. 11, 2001. These numbers underline USTRANSCOM's global presence.

For more than two decades, USTRANSCOM has played a major part in major national and international humanitarian response such as Kurdish relief, Los Angeles earthquakes, North Dakota floods, Hurricanes Andrew, Fran, Katrina, Rita and others. The command also provided aid in the aftermath of the USS Cole bombings in Yemen.


The speed and efficiency with which America's transporters and logisticians move equipment and personnel amazes the general. "We have a force based on wartime surge--we have the ability to say we can cover two theater wars and still maintain a presence in the rest of the world," he said.


General Ann Dunwoody, USA, commander of the Army Materiel Command and keynote speaker, greeted a full house on the final day of the 2009 NDTA Forum in Nashville. There were no power point slides. She spoke directly to the audience about the operational realities facing Soldiers in Afghanistan, retrograde in Iraq, and the magnitude of that combined mission. General Dunwoody also addressed other issues challenging today's logisticians.

"We all face tough choices every day in the business of defense transportation ... and we can either wring our hands or roll up our sleeves." General Dunwoody was quick to acknowledge NDTA members and associates who do not shy away from difficult situations. She also commended the choice of attendees to attend the Forum, to come together among peers for the benefit of the warfighter. "You are an incredible team. Thank you for what you do year round to find solutions to the challenges that confront us. Thank you for all you do for our Soldiers, Sailors, Airmen, Marines, civilians, and contractors. The ongoing support of the commercial transportation and logistics industry is an absolutely essential element to the success of our global missions," said Dunwoody.

She did pose sobering questions that do not have easy answers: "How can we leverage this Forum to redouble our efforts? How can we ensure that after eight years of war we don't view our responsibilities as being routine?

In keeping with the theme of "Change," Dunwoody shared remarks on specific topics: the changing nature of defense logistics; the disparity between the culture and conditions we face in Afghanistan as compared to Iraq; and the transformation that we all must make in order to meet the changing needs of warfighters today and in the future.


Attention of late has been on Afghanistan, but we should not forget Iraq, where soldiers, supplies, civilians, and much more need to be removed and our footprint reduced. Every decision we make will have long-term consequences. The scale of the drawdown and reset is almost unimaginable and will require what General Dunwoody has dubbed "PhD-level logistics."

AFGHANISTAN [not equal to] IRAQ

There are many scenarios and "what if's," yet one thing is certain--Afghanistan is not Iraq. The geography, gateways, and infrastructure of each country are vastly different, and that means strategies have to be adjusted. Dunwoody assured the audience that leaders are developing new ways to "go light, go small, and go fast," and that they are also searching out northern routes thanks to inroads made by industry.

A good percentage of equipment used in Iraq will be reset and redeployed to Afghanistan.

In the meantime, we all must posture ourselves for whatever decisions the Administration may make; and all the while, we must focus on our warfighters who are counting on us to provide superior logistical support.

Responsible reset and drawdown--daunting operational tasks--are being accomplished against the backdrop of roadside bombs, ambushes, and suicide attacks from insurgents and terrorists. The threats are ongoing, and we will be tasked to do more with less.

It is our job to leverage all resources to set conditions for the Army to continue operations against persistent threats. General Dunwoody made a direct appeal to the audience: "With your help we are putting mechanisms and processes in place to do just that. Every node in the distribution pipeline must be flexible, agile, and responsive."


There was little time for questions, but General Dunwoody graciously responded to each and every one.



Most queries concerned operational matters. Someone asked what it means to be the first female 4-Star General. Dunwoody admitted that it was a humbling experience, but throughout her career she has been the first at many things. "This proves that the Army provides opportunities to those who work hard and do a good job," she remarked. Dunwoody has had several mentors throughout her career; she now takes on that task from afar to inspire a whole new generation of Army officer.



Our world is smarter and flatter, but what does that mean? The definition takes its lead from the latest technology trends. Our planet (people, companies, communities, institutions, and man-made and natural systems) is smarter, smaller, and flatter by virtue of the instrumentation and connectivity that is available today. IBM brings a new level of smart to how we work and interact, and Patrice Knight provided an inspiring overview of what lies on the horizon.

Ms. Knight remarked that she felt humbled in speaking to a DOD audience, not only because of the awesome responsibilities that military leaders bear, but also because of the scope of the military enterprise.

Knight approached the subject of smart worlds and supply chain management from the perspective of process. IBM has conducted a study of Supply Chain operations: what SCM officers worry about; how they instill smart behavior; and how they manage risk, among other things. The objective was to determine a methodology for developing a smart infrastructure. Measuring end-to-end success, developing smarter ways to move people and things, and taking a horizontal approach to processes and modes are starters.

When it comes to moving things smarter and quicker, congestion automatically comes to mind. Knight noted that congestion pricing helps to change behavior and reduce the number of vehicles on the road, although it is not a popular idea. As an alternative, we should take a good, long look at the intermodal aspects of all movement activity. Borders are another impediment to being smarter and quicker. Consider exchange between the US and Canada (annual trade amounts to 1.8 billion dollars, the highest in the world). IBM has developed better border crossing techniques to ensure, in part, that carbon emissions are reduced. Dedicated lanes, hand-held devices, and bar coding also yield benefits that speed flow.

Knight explained that it is possible to erect smarter bridges, roadways, and interchanges for a smarter infrastructure. Building or renewing these structures today means "making sure the bridge can tell us, over its lifetime, how it's "feeling." Traffic count and other reports affecting structural operation are possible by incorporating smart technology directly into the "blood and bones" of surface conduits.


IBM is also developing innovative container tracking systems to help supply chain managers improve container utilization and content condition. The company has come up with a food tracking solution, too--the first of its kind using RFID to track meat from the farm, through the supply chain, directly to the supermarket shelf. This could ensure delivery of fresh, untainted food around the globe.

We need to work and do smarter. Our youth expects more from their companies and Government. The tough part is finding the funds for smart solutions.


"Fortunes are not made in boom times ... that is merely the collection period. Fortunes are made in depressions or lean times when the wise man overhauls his mind, his methods, his resources, and gets in training for the race to come."

It was obvious to all attendees from the moment that Richard Stocking took to the stage that he was proud to be among military men and women who safeguard our freedom and national security. In fact, 914 employees of the current Swift Transportation team have served, or are serving, in our armed forces; likewise, 10,532 family members can be counted among those ranks.

On the subject of change, Stocking provided a clearly articulated and fast-paced view of the logistics industry and the wide variety of forces, both internal and external, that force change and there-by impact outcomes. To amplify the message, he supported his presentation with documented statistics--on the economy, congestion projections, fuel and housing costs, warehousing and marketplaces--and how these variables affect the industry as a whole and Swift Transportation in particular. He provided examples of how companies simply respond to trends or how they stay ahead of the curve.


The overriding message was taken from an old Chinese saying: "Insanity: doing the same things over and over again, expecting a different result."

Change is a constant. It's all around us and it will continue to be so. Organizations who act as change agents, or can "read the signs" early on and take action, will be the ones who thrive. According to Stocking, in order for a business to survive bombarding change, its workforce must embrace strong core values. He suggested several "wildly important goals" to sustain corporate value and vision:

* Focus on strengths

* Keep a score card at every organizational level and measure progress

* Accountability top-down

* Celebrate victories

In closing, Stocking reminded the audience that Highly Skilled Professionals are the driving energy behind today's work force. C Dr. Ashton B. Carter, the Army's Under Secretary of Defense for Acquisition, Technology & Logistics, recently remarked, " ... it's not about jobs, it's about certain kinds of jobs: very skilled, very rare kinds of skills that are not easily replicated in the commercial world and that, if allowed to erode, would be difficult to rebuild." Swift Transportation takes this to heart in its pursuit of the brightest and best.

As this issue of the DTJ goes to print, GAO-10-179 was released; relevant details are extracted below from Operation Iraqi Freedom: Preliminary Observations on DOD Planning for the Drawdown of US Forces from Iraq US Government Accountability Office; Nov. 2, 2009.

US forces in Iraq are to be reduced to 50,000 by August 31, 2010, with a complete withdrawal of forces by the end of 2011. Drawdown includes the withdrawal of approximately 128,700 US troops, more than 115,000 contractor personnel, the closure or transfer of 295 bases, and the retrograde of more than 3.3 million pieces of equipment.

We've only just begun to uncover what is possible on a smarter planet.

* We are moving into the age of the globally integrated and intelligent economy, society, and planet.

* There's no better time to start building a smarter government--and invest in creating the kind of society we all desire.

Let's work together to drive real progress in our world.--IBM

ROUND THE WORLD IN 90 MINUTES US Transportation Command--Defense Logistics Agency


Partnerships between USTRANSCOM, component commands, and Industry is key to success. Communication and cargo visibility at all times is essential. In Afghanistan, it's all about timing. Commercial carriers move about 95% of all cargo; they are familiar with in-country routes because of pre-existing business.




Afghan terrain calls for smaller, more agile MRAPS, a need that is being fulfilled in part with outstanding effort from Oshkosh. The Oshkosh M-ATV model has 35% part commonality with the MRAP. Because of unique in-country conditions and distribution variables, other factors are equally important: Forecasting, Long-term Contracts; On-site OEM Representation; Demand Planning; Well Defined Requirements; Effective Logistics Pipeline; and Dedicated Follow-up MRAP Support in the AOR.


M-ATV is an MRAP armored fighting vehicle developed to have the same levels of protection as previous MRAPs but with improved mobility. It utilizes the MTVR chassis and TAK-4 suspension with the Plasan-designed armored hull developed for the Northrop Grumman/Oshkosh JLTV. Originally one of five candidates down selected for the M-ATV (MRAP All Terrain Vehicle) program, the Oshkosh M-ATV was chosen on 30 June 2009 to be the sole winner of the contest. The initial order was for 2244 vehicles; the order has since grown to 5219 M-ATVs for $2.76 billion. The Oshkosh M-ATV was chosen because it had the best survivability and Oshkosh had the best technical and manufacturing capabilities of all the competitors. The Oshkosh bid was also the second cheapest. The first vehicles arrived In Afghanistan in October 2009 and all should be delivered by March 2010

DISCUSSION POINTS (excerpt) On Pilferage

Commercial carriers go to extraordinary lengths to ensure that cargo reaches its destination unmolested. For example, MRE loss in Pakistan is just 2% due to pilferage and enemy activity, no greater rate than what carriers experience stateside The statistic is impressive considering in-theater situations.



On Local Networks

The Northern Distribution Network (NDN), so dubbed by General Leonard, is a team effort and is supported by APL, Maersk Line, Limited, and Hapag LIoyed. Tribal issues in northern Pakistan make it difficult to be 100% effective, and commercial carriers should get the credit for making things work. Alternate routes into Afghanistan from the North are a hot topic. In addition to the NDN, the KKT Route (Kazakhstan, Kyrgyztan, & Tajikistan) is being tested. Whatever routes are used, positive diplomatic relations will facilitate cargo flow acrosss borders and in tribal lands.


Because networks will be upgrading, local economies will benefit. Pakistan was the exclusive supplier of resources and construction supplies, but now there are other sources. Commercial carriers who have been operational in the area for some time have established excellent networks; currently, it takes approximately 20 days to ship equipment from the US.


In some case existing commercial distribution systems could be used rather than creating new ones; it really depends on cargo. Some items are sensitive. Furthermore, DLA is not bound to intermodal solutions; decision makers realize that process have to be aligned from end to end.

On the Defense Transportation Coop Initiative

Commercial Carriers are asked to help the DOD to continue thinking about business in other ways. The further demands the right system--a lot is at stake, and there may be less money with increased reliance on industry. TRANSCOM is counting on all partners to get it right!


US Transportation Command (US-TRANSCOM): Organizational components include Surface Deployment and Distribution Command (SDDC), Air Mobility Command (AMC), and Military Sealift Command (MSC). All work together with Industry to support the challenge of delivering an end-to-end deployment and distribution capability with Precision, Reliability, Efficiency, and Visibility. USTRANSCOM is made up of 145,500 people and manages $56 billion in assets. Defense Logistics Agency (DLA): DLA is a $35 billion enterprise, employing 24,000 personnel, and composed of eight supply chains that move 5 million items. When compared to commercial counterparts, it ranks #3 against the top 50 distribution warehouses. Support to Afghanistan includes subsistence, fuel, building materials, repair parts, reutilization, and marketing and distribution. The DLA also provides support for the Mine Resistant Ambush Protected vehicle (MRAP) through vendor contracting in order to meet all war fighter needs. Additionally, DLA continues drawdown in Iraq. Materiel retrograde and reset is critical in this mission, and is guided by disposal and reutilization requirements when appropriate.



USTRANSCOM and DLA can better leverage commercial industry to be more effective by:

* Employing "Agile Transportation 101"

* Partnering with Greater Purpose

* Asking, How much outsourcing is too much? Then, finding the right mix

* Remaining Open to All Opetions rather than relying on a specific modal solution

* Focusing on Outcomes instead of pathways


32nd Transportation Company-USA AC

1844th Transportation Company-USA NG

Combat Logistics Battalion 6-USMC AC

2nd Beach Terminal Operations

Company Bravo-USMC, RC

Fleet Industrial Support Center,

Sigonella Italy-USN AC

Defense Energy Support Center Fuels

Management Team-USN RC

332d Expeditionary Logistics R-USAF AC

80th Aeiral Port Squadron-USAF RC

USCG Patrol Forces Southwest Asia-USCG


Among the awards presented at the NDTA Forum, those recognizing Military Units reflect individuals and achievements that make us all proud. This year, General Arthur Lichte, USAF, Commander of Air Mobility Command (AMC), presided over the ceremony. He noted that the event theme, "Rhythm of Change," is a constant in defense transportation and logistics, and that without a strong partnership, the challenges brought about by chanting global demands could not be met. He thanked NDTA industry members, adding that AMC could not support the joint warfighter in two overseas contingency areas much less the rest of the world without the full support of commercial partners. Although only nine Marine, Army, Navy, Air force, and Coast Guard units were formally honored in Nashville, by extension, NDTA recognizes and sincerely thanks all the men and women in our armed forces who protect and defend us everyday.




"Forward Motion"

2nd Beach and Terminal Operations (BTO) Bravo Company ("Savannah Marines")

The 2nd Beach and Terminal Operations (BTO) Bravo Company, knows also as the "Savannah Marines" because they operate out of Hunter Army Airfield in Savannah, GA, is one of more than 180 Marine forces Reserve units serving throughout the US. Their mission is to provide forward logistical support by managing sea ports, beaches, rail terminals, air terminals, and other cargo/passenger terminal operations in seven states. Their command falls under the 4th Landing Support Battalion, 4th Marine logistics Group, headquartered in fort Lewis, WA, and their organizational make-up consists of there platoons, each with different skill sets. Rising to the challenges, the Savannah Marines have designed a successful mission-focused training program by leveraging area resources to pursue joint service partnerships with similar mission-oriented commands. Consequently, the Savannah Marines are able to mobilize efficiently to augment active duty forces when called upon, and their success was recognized at NDTA's Military Unit Awards ceremony in Nashville, TN.

Actions that gained NDTA award recognition also brought attention from the operational level of the Marine Corps. With the expansion of Marine forces in Afghanistan, Charleston Air Force Base and the Port of Charleston together have been identified as a major hub for throughput of supplies and equipment. The Marine Corps Logistics Command is in the process of collocating in Charleston with another reserve unit from the 4th Landing Support Battalion in order to facilitate requirements from the SDDC and AMC. The example set by the Savannah Marines has become the model to bring the collocating reserve unit up to speed.

Major John Sattley, commander of the Savannah Marines, shares thoughts on the success of the training model with the Defense Transportation Journal:

"DOD cost savings and efficiency are derivatives of what we are doing, but the product is giving these Marines realistic and joint experience in executing actual logistical operations and missions, which, in turn, gives the best measure for success when we mobilize them for OIF or OEF.

Essentially we are aligning ourselves with units that are similar in mission in order to build a relationship so we can better train our Marines and, just as importantly, learn more about the other service practices. The way we are operational levels is joint in every functional area. Logistics is no different. Any time you can learn in a environment like this makes for great training.

While we continue to support the US Army as much as we can, we also support other on-going active and Reserve missions. And when Marines work with other units, they bring back experiences and knowledge so we can reassess our own business practices. This would other not be available to a USMC Reserve unit. As a result, we are in a process of constant improvement. We are a better unit because of partnership we have established.

Our approach to training is unique given the fact that there is no official DOD or USMC mission or tasking for us to execute this kind of plan. Also, the scope of logistical support we join can never be replicated on site. We are fortunate to have other armed forces in the area who to win is to train together as much as possible.

There are a lot of eager Marine Reservists that would love to come on orders for three to six months to execute real missions. I think with a sufficient amount of appropriated funds in support of this effort, this proof of concept has the potential of really developing into a bigger logistics mission and role for the Battalion and showcasing what these outstanding Marines can provide to transportation operations."


Presenter: Hans Garcia

Chief, ADDOC Sustainment Branch, Us Africa Command Deployment Distribution Operations Center

Us Africa Command (AFRICOM) is headquartered in Stuttgart, Germany, and is expected to remain therefore for at least five years. The command has oversight over all countries in Africa except Egypt, the Seychelles, Comoros, and Madagascar. The Operational Logistics (OPLOG) Directorate is a J3/J4 hybrid with operations and logistics responsibility for command activities in Africa. Presently, two theater C-130s are assigned to the Command. One weekly strategic cargo "channel" operates from Norfolk, Virginia. Presently, the command does not have sufficient volume of cargo and passengers to justify intra-theater military channel missions, so there are tremendous opportunities for commercial carriers.

AFRICOM is in its infancy. This presentation offered a fascinating look at the birth and development of a new Command in an area of the world where the United States has historically had a minimal formal military presence. The Command's strategic vision is to "improve security by building the capacity of our African Partners." Specially, the focus is to help develop the indigenous capacity to reduce conflict, improve security, defeat violent extremism, and support crisis response. Rather than relying on the traditional hierarchican Combatant Command (COCOM) approach, the AFRICOM is embracing an Adaptive Logistics Network that integrates the interests of the US military with those of local military, civilian contractors, non-governmental organizations, and local African organizations to provide meaningful solutions to regional problems.


The opportunities in Africa include rapidly growing economies, increasing democratization, emerging regional security and economic communities, and growing political will to confront challenges. Threats to the area's security include piracy and trafficking, non-professional and irregular militaries, terrorism and extremism, ethnic strife, and ungoverned areas. Garcia noted that specific logistics challenges confronting the Command and its mission are huge. Africa is a vast continent, roughly three times the size of the US, and transportation infrastructure is generally poor. The population is extremely diverse: 967 million people and more than 800 ethnic groups and 100 languages, resulting in a broad array of movement requirements of non-traditional material. Clearly, Logistics is a critical part of the Command's strategy and is key to success in this unique part of the world.



* A collection of communication processes, data sources, and management tools that will enable the effective and efficient sharing of information to support agile and adaptive logistics operations.

* Designed to operate across the full spectrum of US national security activities--engagement, development, security, combat, and relief and reconstruction operations.

* Emphasizes and enables close collaboration, cooperation, and mutual support between willing partners from DOD, other US government agencies, commercial firms, NGOs, IGOs, and other entities with common objectives.

AFRICOM is changing how it does business as a partner with the international community in Africa--ALN supports this vision.

What Is the Goal?

* Overcome Culture Difference and Perception Barriers

* Push for Pipelines and Partners, not Piles

What Are the Key Tools for Logistics Success?

* Collaboration

* Knowledge Baseline

* Collective Visibility of Capabilities

* Actionable Logistics Information

* Means to Employ Available Capability

The best information at the best time enables the best solution all warfighters need. Additionally, DLA continues drawdown in Iraq. Material retrograde and reset is critical in this mission, and it is guided by disposal and reutilization requirements when appropriate.




Mr Andrew Jones

Executive Vice President, CorTrans Logistics, LLC


Mr. Hellion Flowers

Chief, Inventory Management Materiel Policy, Process, and Assessment Directorate, DLA

Colone Mike Miller, USAF


Ms Lisa Robets

Acting Asst. Deputy Under Secretary of Defense for Transportation Policy

NDTA membership and previous National Forums directly contributed to the current Defense Transportation Coordinator Initiative (DTCI) program, a successful example of the partnership between industry and the Department of Defense (DOD). The 63rd Annual Transportation and Logistics Forum Professional Dialogue Session "Beyond DTCI" continued to use this partnership to explore ideas on the future of DTCI. Mr. Jones introduced his panelists, who provided some initial thoughts on the future DTCI Ms. Roberts provided a framework from the perspective of the Office of the Defense for Transportation Policy: "DTCI is an important initiative and has high visibility in the Department." She considered this Forum as a key communications opportunity between DOD, NDTA, and industry to discuss the future DTCI. Colonel Miller touted the accomplishment of the DTCI program and expressed appreciation for the hard work from the great team that brought 52 sites into DTCI including all 18 Defens Logistics Agency (DLA) depots.

MR. Flowers stated adamantly that assignment. Though the topics overlapped in scope because of the complexity and interrelationships of DOD distribution, the assignments were divided into four general areas: others geographies, other commodities, other modes, and other customers.


The groups delivered many ideas on how to improve the reliability of transportation delivery and reduce cycle times while capitalizing on commercial capabilities and proven best practices. The results were wide ranging, often from both ends of the spectrum, as the groups engaged in brainstorming ideas around each assignment. In order to forster the free exchange of ideas as the groups engaged ion their discussions, nothing was taken off the table. These ideas and no doubt many more over the coming years will be taking into consideration for future DOD initiatives in improving supply chain and transportation.


The groups saw many advantage in extending the program to other customers: foreign military sales, partner nations, USAID, non-governmental organizations working in the area of operation, and other governmental organizations such as Government Services Agency, Federal Emergency Management Agency, Homeland Defense, Department of State, and Defense Contract Management Agency vendors. Some challenges noted in regard to expanding the customer base beyond DOD and expanding to other geographies included how to handle authority to enter other nations land compliance with agreements on customs clearance processes and complying with requirements to use American Flag carriers. Some felt that the real question for the international movement was determining how to provide the opportunity for the coordinator to take full advantage of moving traffic into all lanes and leveraging the best transportation rates. An idea was proposed to do a proof of a concept with the addition of targeted customers, modes, and geographies where the coordinator could develop strategies to achieve service and price efficiencies. This could demonstrate how the use of commercial practices can continue to reap cost savings.



Some saw a great opportunity for a single coordinator to bring tremendous value by providing better visibility and better rates through consolidations. The advantages could be further expanded by increased shipment volumes from additional customers and commodities with greater flexibility to access all modes of transportation. To counter concerns of exposing the Department to greater risk if all shipments are managed by a single coordinator, others proposed dividing the work into something more manageable by geographical region, commodity, or mode. There were also concerns raised about an increased scope becoming an issue for providing full coordination and integration. On the other hand, decreasing the shipments manaed by the government could lead to the loss of critical traffic management skills and erosion of the military capability to respond to contingencies. In the event of a private sector failure, the Department would not have the in-house expertise to step in and continue operations.

They wondered how the current and future worldwide express (WWX) contracts would fit into the framework of options. The small packages could bring the biggest volume of movement requirements with customers such as a depot that ships 8000 small packages a day. Technology did not appear to be a roadblock; rather, information assurance restrictions were viewed as a barrier to allowing the coordinator access to technology needed to manage, execute, or handle the movements, particularly for arms, ammunition, and explosives (AA&E). Data sharing and access to government or proprietary information systems along with security, command, and control could interfere with maintaining open communication and planning. In a data sharing environment, they felt it was important to clearly assign responsibility for the shipper of record when multiple handling by modes and carriers, which is important for resolving payment, over, short, and damage issues. When looking at adding commodities to an expanded system, no hard barriers were identified for privately owned vehicle (POV), baggage, or Code J shipments. AA&E does pose challenges because of the limited number of carriers eligible to move AA&E, extra handling requirements for security, facility requirements, and access to sensitive and classified information.


With NDTA partnerships and the participation of the panel attendees, the Department was able to gather input, issues, and ideas from industry, military services, and customers. This information will be provided to the teams developing the future program with the goal of continuing to reduce cycle time and costs across the DOD. The next step is to complete an analysis of alternatives to assist in developing the framework(s) for future program(s), which would begin after 2015. In continued cooperation with our NDTA partners, DOD will share the results of the analysis with the Military Services and industry as we look to build a future program, providing cost-effective service to the Warfighter.




BG Barbara Doornink, USA (Ret.)

Senior Vice President Operations Manager for Joint Integrated Logistics & Transportation Solutions SAIC


Ms. Liz Lasater

CEO, Red Arrow Logistics

Ms. Teresa Lindauer

Program Manager

Defense Logistics Agency

Ms. Mary Ann Wagner

President & CEO

XIO Strategies, Inc.

This session was designed to help small business owners gain attention from the "Big Guys" so they can build confidence, enhance their image and industry presence, seek fruitful opportunities, and ultimately win contracts. All participants were seasoned professionals who have met the challenge and who were willing to share tips and tales based on real experience. Their vantage points differed, giving NDTA Forum attendees an extra advantage: Barbara Doornink spoke from the perspective of a large company with an established history of defense contracting; Teresa Lindauer represented a major government agency that fields numerous offerings each fiscal year; and Liz Lasater and Mary Ann Wagner are both following their dream to grow and nurture companies that are recognized and respected within the industry; they are at different stages on that journey.


* Focused on growth; small business teaming helps to achieve that end

* Provides means to foster relationships and support small business through their Mentor/Protege program

Big Business Template: SAIC

Teaming is pivotal to long-term success, and nurturing relationships is an important part of the process. Be proactive--reach out to discover where opportunities exist. Be aware of contracting companies' Vision and Values as this is the barometer by which you can tailor your approach.


Mary Ann Wagner, X10 Strategies

Any company looking for opportunities should zero in on what they want and what they are able to do. Target options that appeal to your company profile mission, but don't overlook others--you can always reshape your strengths to fit and fulfill different needs. Seek out good business partners and build customer intimacy. Be sure to keep your antennae up and guard even your most seasoned relationships. Monitor FEDBIZOPS (, a good source of new business opportunities. FEDBIZOPS is organized according to Vendors and Buyers and includes informative training modules to help you navigate the site and utilize all of its components.


* Rely on your reputation and experience

* Identify incumbent in target organization

* Align yourself with complementary services and solutions

* Utilize your partner's support for small businesses (ie, Mentor/Protege Programs)


* Focus on your strengths and competencies

* Shape the deal early through marketing and demand creation

* Toot your horn--past performance is key

* Network, Network, Network


* Look out for your company's interests first

* IDIQs are only a license to hunt--work with prime contracts to market your services

* Leverage and Learn from large business processes

Liz Lasater, Red Arrow Logistics

If you want to do business with the Government, find a niche and do it well. Understand the realities of doing business with the Government, know when and what to go after, and be sure that your efforts land you in the win column. Stay the course and stay positive. There are so many opportunities, but remember to remain focused on strategies.


* Competitive pricing

* Quick response to opportunities and requests for service

* Exceptional service and customer satisfaction



The Defense Logistics Agency's current goal for small business involvement is 23%--a figure that is projected to rise to 29.7% in the near term. Small business owners are encouraged to visit the DLA website and their online Office of Small Business Programs in particular ( DLA's scope is expansive. The organization is responsible for nearly every consumable item used by our military forces worldwide including aviation, land, and maritime weapon systems, spare parts, fuel, and critical troop-support items involving food, clothing and textiles, and medical and construction equipment and material. The Defense Logistics Agency also procures depot level reparables. Opportunities are equally expansive.


Presenter Ms. Pamela Mitchell, SES

Director, Defense Transportation Management Office (DTMO)




Since its formation in 2006, the Defense Travel Management Office (DTMO) has made great strides in becoming the single focal point for commercial travel with the DOD. Currently, the DTMO provides streamlined management and functional oversight of the Defense Travel System (DTS) as the 24/7 one-stop-shop for the government traveler. Programs that fall under DTMO direction include commercial travel management; City Pair customer interface; commercial air travel unused ticket management; the Government travel charge card program; US government car/truck rental program; military bus program; and the recruit travel and assistance program. Customer satisfaction and performance management are important overall points, but there are several topics to consider as DTMO makes its way ahead. For example, the development of a strategy for next generation DOD travel services. Toward this end, the DTMO must:

* Analyze DODs travel programs and assess existing IT infrastructure and systems

* Identify industry leading practices through exploration and assessment

* Conduct gap analysis and study feasibility of implementation within DOD travel environment

* Develop short- and long-term recommendations and implementation plans

If you have ideas for the Next Generation of Travel, please send your thoughts and ideas to


Stay abreast of the latest travel news, events, and training information by subscribing to the Defense Travel Dispatch, the DTMO's quarterly newsletter. To subscribe, visit:


Common Carrier Point of View


Ms. Gail Jorgenson

Deputy Director

USTRANSCOM, Acquisition


Ms. Ellen Green

Chief, International Scheduled Services Division, TCAQ-I, USTRANSCOM

Ms. Kirstin Knott

Managing Director, FedEx Services

Ms. Lucretia Sanchez

Chief, Pricing Branch Policy Division,


Ms. Cathy Simpson

Chief, National Transportation Division,


This session informed attendees about recent changes to the Federal Acquisition Regulation (FAR) and explained how those changes impact service providers. Topics included performance-based and mode-neutral initiatives, FAR-based contracts versus tenders, new legislation, Defense Base Act requirements, and compliance with Cost Accounting Standards. The Directorate of Acquisition's task is to provide acquisition capability that includes contracting and program management functions in support of transportation and distribution for the DOD.


Industry representation from the panel and from the audience addressed a number of concerns related to the expansion of FAR-Based contracts in the logistics sector. Complexity and inflexibility of the FAR-Based contract versus the DOD tender was a primary issue. Industry feels that customers require a more flexible structure in order for industry to respond to an ever-changing, dynamic need environment. Also, unlike a hard product or maintenance services, a firm-fixed price scenario required under the FAR contract should not restrain logistics services. The Industry "Wish List" includes a Staggered Calendar; a Price Reduction Clause; a "Take-it or Leave -it" Clause; a Relevance Clause; and a more clearly defined Procurement Authorization Statement.


Government response noted that FAR-Based contracts will continue to be applied where possible and that there would always be a need for some degree of tender application where a FAR contract could not better serve the needs of the end user.


Some of the successes of the FAR-Based contract initiative include:

* FAR contracts for DTCI, TTC, South-com, Regional Intra-Theatre, and Domestic CRAF

* 130 FAR-Based contracts now in place

* Performance-based metrics in the FAR contract provide superior service to the customer

The continuing goals for the FAR contract initiative include:

* Mode neutral service requirements

* On time Pick-up, Delivery, ITV, and increased Small Business participation


* National surface and airlift contracts account for 56% of all DOD movements

* Through the Office of the Directorate of Acquisitions, more than $8B of commercial transportation services are provided in support to the Warfighter


FAR is the principal set of rules regulating the government acquisition process for goods and services. That process consists of three phases: (1) need recognition and acquisition planning; (2) contract formation; and (3) contract administration. The FAR System regulates the activities of government personnel in carrying out that process. It does not regulate the purchasing activities of private sector firms, except to the extent that parts of it are incorporated into government solicitations and contracts by reference.

The single most heavily regulated aspect of acquisition is contract pricing, which is addressed throughout the FAR documents. A large section describes several socioeconomic programs, such as the various small business programs, purchases from foreign sources, and laws written to protect laborers and professionals working under government contracts.



MG Kevin Leonard, USA

Deputy Chief of Staff for Operations Army Materiel Command Headquarters


Mr. Carl Cartwright

Executive Director for Field Support, US Army Sustainment Command

COL Edward F. Dorman III, USA

Surface Deployment and Distribution Command

MG Dan Mongeon, USA (Ret)

President & CEO Agility Defense & Government Services

This session presented Army Materiel Command's plan to leverage the entire capability of the Materiel Enterprise to assist in maintaining asset accountability, visibility, triage, and timely disposition of equipment coming out of Iraq. General Leonard opened this session by noting that the US has never done "coming home" very well--the well known image of a helo being pushed off a carrier deck after the Vietnam conflict was used to illustrate the point. Today, however, the DOD has the capability to draw down in an orderly manner and reset equipment for use elsewhere. Leonard further emphasized the magnitude of this challenge by noting that by August 2010 the US will have 50,000 troops in Iraq; by December 2010, all of them must be out. Colonel Dorman noted that the US has already outfitted a brigade going into Afghanistan from equipment drawn down from Kuwait. He also cited the important role played by industry partners. Mr. Cartwright said that redeployment would require the movement of 59,000 containers and almost 52,000 pieces of rolling stock.


General Mongeon provided an industry perspective, commenting that logistics is very much a team sport. The DOD relies on commercial logistics partners to deploy the equipment; those same relationships can and will be leveraged for the return to CONUS.


One point emphasized was that ALL equipment will fall under this program: military, government, contractors, etc. The reality is that most need depot-level maintenance, which simply cannot be done in Europe. Furthermore, non-reparable items will be left behind, as will equipment transferred to Iraq through Foreign Military Sales. Once items are returned and refurbished, they will be allocated to new units, existing units, or pre-positioned stocks. Finally, some things will simply be, for whatever reason, deemed uneconomical to repair and will be disposed of.

The presentation made clear that the DOD plans to recycle as much equipment returning from Iraq as possible, which is good news for both the military and the American public.





Major Jeffrey Babinski, USAF


11th Logistics Readiness Squadron


First Lieutenant Aaron Hiatt

Executive Officer, 32d Transportation Company, Bagram, Afghanistan

First Lieutenant Adam Van Lear

SDDC, Ft Eustis

Mr. Dave Underwood

Director, Business Development, UPS

First Lieutenants Van Lear and Hiatt provided an account of life on the ground in Afghanistan that spanned eight years since 9/11, and Dave Underwood shared his experiences as an Air Force reservist flying rescue missions in Africa.


Lack of infrastructure and hostile attacks restrict ground transport in Afghanistan. The terrain is varied, roadways are barely passable, and alternative routes are few and far between. In town and throughout the countryside, military vehicles travel alongside cars, carts, and wagons, and soldiers are tasked to direct traffic. They also provide armed cover against insurgents so convoys can pass safely. MRAPs, which protected ground forces in Iraq, are not feasible in parts of Afghanistan, so surface travel is more vulnerable. The condition of equipment and vehicles is poor, and the Area of Responsibility (AOR) is expansive. One battalion, for example, is responsible for an area 25 times the size of Bagram. Consequently, transporters often depend on host nation vehicles to complete the mission. That's a rough go--it tests the transporters' skill in cross-culture communication and negotiation. Despite the obstacles, young leaders moved forward and developed an amazing record of logistic successes and delivery of needed material to front line troops.

Dave Underwood, reserve pilot trained in combat rescue, spoke of a different type of "front line" encounter. He was stationed in Africa at Camp Lemonier, a former French compound in Djibouti, and flew rescue missions of all types throughout the continent. Sometimes, equipment was compromised; Underwood recalled an incident when his unit was forced to pull parts from one airplane to keep another one flying.


Missions in Africa are unique for many reasons including diverse terrain, geographic size, and political instability. Djibouti is a safe base, but crime is high, and the threat of terrorism is ever present. Communications are problematic due to the size and lack of African infrastructure, compounding the fact that no real organic African rescue forces exist. Underwood explained. "We could be sent at anytime to support rescue operations through the extended AOR." During his time in Africa, there were two attempted coups and a government was overthrown. "The political landscape can change rapidly. There was always the possibility that government in the area you are planning to work could not be in place tomorrow."



Mr. Larry Larkin

Director, Competitive Strategies,

Northrop Grumman Information Systems

Guest Speaker & Mentor:

MG Charles Fletcher, USA (Ret.)

Director of Logistics Command & Control

The Boeing Company (Fairfax Station, VA)

NATO Senior Mentor for the Commander of NATO Joint Logistics Support Group

Larry Larkin opened the session commenting on the importance of mentoring and the obstacles to making each mentoring relationship a success. Interestingly, there are usually twice as many mentors available as mentees. As a result, the expansion of the logistics mentoring program is particularly dependent on the participation of the younger members of NDTA (A-35 group). To date, A-35 membership in NDTA is progressing well.

What is mentoring? MG Charles "Charlie" Fletcher defined it as "a developmental relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person to develop in a specified capacity." Charlie stated, "The importance of mentoring is defined in the writings of many individuals, but particularly by 90-year-old Regina Brett, writing in the Plain Dealer, Cleveland, Ohio, 'Life isn't fair, but it is still good ... If life isn't fair, how do you play it?'" The answer may be to take every advantage of what life offers, including the advice from more experienced and often wiser individuals on how to improve the quality of life in both your business and family environments.


According to Charlie, "Mentoring is important for several reasons with a process of definable steps:"

* Deliberate learning is the cornerstone

* Both failure and success are powerful teachers

* Leaders need to tell their stories

* Development matures over time

* Mentoring is a joint venture

Charlie shared some of the obstacles that defined his early career-building challenges:

* He did not have a mentor for much of his early career

* He was not as successful as others, even those that he thought had equal talent

* He choose jobs based on their fun factor because no one advised him differently

* He believed that if you worked hard and did the right thing, you would be successful and get the promotion

When senior officers started to mentor Charlie, his career improved. His mentors advised him to change his career field. He was mentored in both the technical and developmental areas to enhance his success in the new career field. Charlie said, "I would not be here today enjoying the success I have without them." Charlie recognized the positive effect that his mentors had on his career and decided to repay that gift by being a mentor to others. Today, he is assigned as the NATO Senior Mentor for the Commander of the NATO Joint Logistics Support Group. He currently mentors for the following programs: Boeing's Junior Logistics Program, Army's Theater Log Course students, University of North Carolina Business School, and NDTA. He has mentored subordinates, but believes that being a generation removed makes mentoring more successful.

Charlie shared his most memorable mentoring experience, which was surprisingly not related to his work career. In 1995, he volunteered to mentor at an elementary school and became a mentor for a 4th grader who was a gospel singer in his church. The student shared his knowledge and talent for gospel singing with Charlie. Each had a shared responsibility in learning: Charlie in gospel singing and the student in reading, science, and math. Although the student improved tremendously through the mentoring, Charlie didn't improve much on his inability to carry a tune or get any semblance of rhythm in his delivery, but he never lost patience.


Don't forget that the value of the mentoring relationship is shared by both the mentor and the mentee, which adds to life lessons for both. People we come into contact with throughout our careers have in some way helped place us where we are today. As the Danish philosopher Soren Kierkegard pointed out, "Life can only be understood backwards, but it must be lived forwards."


To summarize, following a quote from Charlie: "Find someone successful in the area in which you want to improve yourself, take the time to check your alignment with that person, work to build that mutually supportive relationship, and enjoy the ride."



Mr. Eric Smith

Assistant Administrator, Logistics Management Directorate, FEMA


BG Michael "Mike" Dana, USAF

Director for Logistics, J-4 NORAD and NORTHCOM

Mr. John Hall, SES

Executive Director of Operations & Sustainment (J-3l), DLA

Mr. Edward Hecker, SES

Chief Office of Homeland Security & Provost; Director, Contingency Ops and Homeland Security; Marshal, North-western Division RIT; US Army Corps of Engineers - Headquarters

Mr. Kevin Moore

Operations Integration Branch Chief


Disaster Operations Division, FEMA

Mr. Joshua Sawisiak

Senior Advisor to the Administrator

Acting Chief, Emergency Response & Recovery Officer, GSA

Hurricane Katrina prompted lessons learned on many fronts. With regards to the Federal Emergency Management Agency (FEMA), prerequisites include agency collaboration and support at local and national levels and coordinated private and public partnership. This session presented the details of the national disaster response plan developed in the aftermath of Katrina.


In the event of a natural disaster, the federal government (through FEMA and GSA), DLA, and the DOD (USNORTH-COM, DLA, and the Army Corps of Engineers), along with relevant private sector representatives, will partner to provide a coordinated response overseen by a National Logistics Coordinator representing both FEMA and GSA. The intent is that this be a bottom-up system with local requests Bowing into the joint response center from the state(s) affected; the federal response must then follow within 24 hours. Funds flow to support these efforts once the President declares a natural disaster; "peacetime" funding is the responsibility' of each partner. Efforts focus on pre-landfall (72 hours prior to the event) and sustainment (getting the area back on its feet after the event).



Specific agency responses are varied. GSA, for example, is responsible for arranging and managing space, travel and transportation, procurement, personnel, and telecommunications services. US-NORTHCOM coordinates any requirements involving the military services. DLA is the point ok contact for food and fuel, and the Corps of Engineers focuses on public works and engineering. In 2008 alone, FEMA coordinated more than $1 billion in aid to support 75 state declarations, 17 emergency declarations, and 3361 eTaskers or submitted requests for aid. Clearly, the objective is to ensure that all federal, state, and local entities are able to provide both a rapid and complete response to natural disasters in the future.


THE NEW SILK ROAD Afghanistan Logistics Support


Mr. Rick Boyle

VP, US Flag Transportation Services Maersk Line, Limited


Mr. David Dias

Chief, Asset Visibility Division


COL Stephen E. Farmen, USA

Commander, 598th Transportation Group

BG Peter S. Lennon, USA

Commander, 316th Expeditionary

Sustainment CMD

Past Director, USCENTCOM

Mr. Lars Magnusson

Director, Military Trade

APL Limited

COL. Rod Mallette, USA(Ret)

Global Account Manager

Agility Defense & Government Services

Rick Boyle opened this session by introducing the distinguished members of his panel, representing CENTCOM, SDDC, APL, Agility, and USTRANSCOM. The primary challenges they are dealing with in Afghanistan are unique. It is a landlocked country with an infrastructure unlike any we have seen in other conflicts. Panelists described other difficult situations and solutions.



BG Peter Lennon, USA, reviewed the overall approach to supporting the warfighter in Afghanistan and restated General McNabb's directive to use existing commercial resources in the AOR. He also emphasized the need to reach out to Industry and take advantage of the "Best of Breed." His presentation focused on the challenge and how the best approach would work. Key elements to the approach are to:

* Work with our traditional distribution partners (DOD, commercial carriers, 3PLs, Government of Pakistan) to better manage existing flows through the Pakistan Ground Line of Communication (PAKGLOC).

* Re-invigorate the use of non-traditional trade routes and expand the team of partner nations to develop a Northern GLOC.

* Procure goods and services from local sources wherever practicable and appropriate.

Colonel Stephen Farmen, USA, focused on the Northern Distribution Network (NDN) and the importance of Precision, Velocity, Reliability, and Visibility. He also stated the critical need to leverage commercial partnerships, manage disruptions, and win the information domain every day. Key players are TRANSCOM, EUCOM, CENTCOM, AMC, DLA, SDDC (HQs, 598, 595), GSA, and Commercial Carriers. The way ahead is critical, and we must be mindful of developing new routes, multi-modal options, risk management, and preparing for retrograde options. Thought-provoking takeaways that Colonel Far-men highlighted:

* First 1000 TEUs took 5 months; now delivering 1000 per month and moving toward 1400 per month

* Keep all routes lubricated

* Pressure off PAKGLOC = 35% and growing

* Logistics Paradigm Shift

* New Normal

- A lot of NDN benchmarking and modeling maps to AFRICOM

- Expeditionary use of USC 6

- Synchronize expectations with carrier capabilities

- Over the horizon logistics--to the point of impact

* All logistics is local

* NDN approach

- Enhance supply chain security

- Build resilience and adaptability

- Reduce logistics footprint; breed collaboration and unity of effort

Lars Magnusson described the challenges APL faces on a daily basis with security and pilferage issues and the precautions that must be taken. Using the map from Karachi to Afghanistan to illustrate the point, he described the need for velocity to make northern routes work. Any backlog at ports and terminals raises visibility and create additional security needs. Other hurdles that APL faces are border closures, Peshawar attacks, secure warehousing, and vehicle encasement APL is using a variety of security measures including high-security seals, container door-facing-door loading, ITV, multiple weighing, armed escorts, and GPS to keep pace with the challenges. Satellite tracking with direct feeds to USTRANSCOM has also been implemented. These precautions work! To date, the carrier has had less than one-tenth of one percent pilferage in Afghanistan--a very impressive fact, given the environment.


Rodney Mallette described the progress Agility has made since 2003 to improve procedures at Forward Operating Bases (FOB) in response to continual threats on personnel near Peshawar and within Afghanistan, among other challenges:

* Lack of container prioritization

* Carrier's driver is not informed when trucks are reloaded with export cargo

* Carrier's driver not receiving proof of delivery

* Customs-Tariff memo procedures are inconsistent

Dave Dias addressed the PAKGLOC and the Satellite Pay-for-Information, which allows for automatic updates into the DOD ITV system by the carrier industry. This represents a true Industry partnership and gives our Commanders additional options. ITV is somewhat limited due to fixed RFID infrastructure, and this is an area that needs improvement.


PERSONAL PROPERTY PROGRAM A Commitment to Excellence & Innovation


Mr. Michael Babiak

Manager, Government Services

McCollister's Transportation Group, Inc.


LtCol Daniel Bradley, USAF, SDDC

Deputy Chief of Staff for Personal Property, SDDC Headquarters

Col. Michael ("Mike") Miller, USAF

Acting, Program Executive Officer


LtCol Bradley briefed attendees on the current status of the Personal Property Program. The current program--Transportation Operational Personal Property Standard System (TOPS)--will continue alongside the new program--Defense Personal Property Program (DP3)--for at least two more rate cycles until the hardware/software system known as Defense Personal Property System (DPS) is fully functional. Bradley explained that the decision to open the program to new Transportation Service Providers (TSPs) was pending. Currently, 983 TSPs participate in DP3. (Editor's Note: On October 5, it was announced that new entrants will not be entertained at this time. The decision will be reviewed as DP3, and the related DPS system gains maturity and stability.)




Bradley also discussed a key point of interest to Services and Industry: the Customer Satisfaction Survey (CSS). In DP3, an online questionnaire completed after a move is now a pivot point in the business of moving military families and their household goods. For the first time, the CSS gives the service member the opportunity to have a significant voice in ongoing TSP selection. Not many government acquisition processes can provide that option. A continuing area of concern to all is increasing the rate of completed surveys. All Services, as well as industry stakeholders, are working toward this end. Bradley voiced the need to ensure that critical mass on statistic validity is reached in order for the survey scores to contribute positively to Best Value Scoring.

Colonel Mike Miller, USAF, newly assigned as Program Director for the Joint Program Management Office (JPMO)-Household Goods Systems, briefed attendees on DP3 status and plans for improvement. "Our first priority is to improve system performance prior to the May 2010 peak season through improved stability, robustness, an and usability." Upcoming plans include an Oracle platform upgrade and additional server power before year-end. "As we upgrade, we will continue to roll out new capability. JPMO is planning a military services assessment of Personally Procured Move (PPM) functionality. Once online, this capability should almost double the number of shipments that may be processed in DPS."

Another example of progress is the DPS Help Desk. In August, more help desk tickets were closed than were opened.


In response to audience questions, Col Miller dispelled rumors that the Household Goods Service program (HHGS) was being slated for a "DTCI-like" outsourcing program. Miller said that he did not see the potential for the freight cost savings that makes DTCI beneficial for freight and that his focus is on bringing full operating capability to DP3 and DPS.


The industry has witnessed a new dynamic because of our country's involvement in Iraq and Afghanistan, which increases the importance of additional improvements in quality. Often, it is the spouse who takes on the task of managing a move, and because the spouse is not familiar with the military system, the process becomes more complicated. Coupled with the stress of the move itself and concern for a partner on the front line, the whole experience can be overwhelming. Plus, it can influence retention--good military families may opt out if their move has a negative impact. For this reason, a quality-oriented process that involves sensitive Household Goods providers is highly important.

USTRANSCOM is on board. Additional requirements have been approved and more funds will be dedicated for FY10 and beyond to improve the DPS program.



(as of 19 September 09)

* 113 Government Bill of Lading Locations (GBLOCS)/Personal Property Shipping Offices (PPSOs) Participating

* 71,499 Members Counseld

* 61,446 Shipments Awarded

* 36,592 Shipments Delivered

* 45,000+ Invoices Paid

* PPSOs have processed approximately 18% of DOD Shipments


* Full Replacement Value (FRV) protection

* Direct claims settlement between customer and TSP

* Self-counseling available 24/7

* Move initiation and status tracking online

* Reduced storage costs and claims infrastructure for services and agencies

* Electronic payments to TSPs providers via PowerTrack

* Preferential award of business to quality vendors (BVS Scoring)


On September 19 at the start of the NDTA Forum, NDTA's newly formed Household Goods Subcommittee (HHGS) was introduced at the NDTA Surface Committee meeting by Chairman Jeff Pundt, Landstar System, Inc. On September 21, a separate HHGS meeting was held. Attendees, 29 in total, included military and industry, as well as USTRANSCOM and SDDC representatives. Chairperson, Fran Vollaro, The Pasha Group, introduced subcommittee goals and proposed issues that committee members could work on to further mutual interests of all stakeholders. Lively discussion produced several agreed upon actions, and the group decided to continue work by teleconference over the coming months. The main goals and action items are:

1. Work with each Service and SDDC to increase rate of Service member response to customer satisfaction surveys after delivery at new duty station. A high rate of response is crucial to obtain valid data, which affect scoring and TSP Best Value placement according to the new DP3 program. Service member satisfaction with the program in general is also an important criterion.

2. Full Replacement Value Insurance. Ensure that the Service member fully understands terms (ie, repair versus replacement, need to document high value items) and provide a means for dialogue and sharing of improvement on all fronts. A smooth working program results in efficiencies for SDDC, the military, and commercial industry. Accurate and timely claims data will help reduce incidence of preventable damages. An easy-to-use filing process will result in greater military member satisfaction and, consequently, the ability to concentrate on new duties.

3. Promote training opportunities for industry and military to be further educated on Personal Property procedures and best industry practices. Attendees discussed the goal of offering training programs on the 2010 SDDC Symposium and NDTA Forum.

Additionally, HHGS will liaison with other appropriate committees, such as Military Sealift, to promote a smooth transition to the new International Security Filing process, also known as 10+2. It will also benchmark successes and areas for improvement as the new DP3 program matures. The subcommittee also arranged a Personal Property Briefing at the Forum.

For further information contact:

Fran Vollaro, HHGS Chair * * 202-486-6874

Mike Babiak, HHGS Vice Chair * * 267-980-3487

RFID 2.0

A New Technology Comes of Age


Mr. Patrick Sweeney

Founder & CEO, ODIN Technologies


This session explored the dramatic impact that RFID 2.0 has had on transportation and logistics in the past 12 months. Active, passive, and RTLS RFID technologies are coming together in a perfect storm of increased performance, decreased cost, and stabilized standards. Leading agencies, companies, and military branches are just starting to scratch the surface on the benefits of this disruptive technology.




Active tag: An RFID tag that has a transmitter to send back information to the reader. The military uses active tags to track containers arriving in ports.

Backscatter: A method of communication between passive tags and readers.

Card operating system: The software program stored in a smart card, which manages the basic card functions such as communication with the terminal, security management in the system, etc.

Data field: An area of memory in RFID microchips that is assigned to a particular type of information.

E-seal: A method of sealing a digital document in a manner similar to that used for electronic signatures.

Federal Information Processing Standards Publication 201: A federal government standard specifying Personal Identity Verification (PIV) requirements for federal employees and contractors.

Geospatial: A term frequently used to describe the combination of spatial software and analytical methods with terrestrial or geographic datasets.

Harvesting: A term used to describe the way passive tags gather energy from an RFID reader antenna.

Intelligent reader: A reader able to filter data, execute commands and generally perform functions similar to a personal computer.

KU-Tag: A type of RFID tag developed by researchers at the University of Kansas' Information and Telecommunication Technology Center.

License plate: A simple RFID that has only a serial number that is associated with information in a database.

Middleware: Software that resides on a server between readers and enterprise applications.

NanoBlock:Tiny microchips about the width of three human hairs.

OEM: Original Equipment Manufacturer

Passive tag: An RFID tag without its own power source and transmitter.

Quiet tag: An RFID tag which can only be read at very close range.

RTLS: Real Time Locating System

Slap and ship: Refers to putting an RFID label on a case or pallet just before it is shipped from a supplier to a customer.

Track and trace: The process of retrieving information about the movement and location of goods.

Unique Identification: A numbering scheme used by the DOD to track high-value items and items that have an expiration date.

Write once, read many: A tag that can be written to only once by the user. Thereafter, the tag can only be read.

ZigBee: A specification for a suite of high-level communication protocols using small, low-power digital radios.

The Savi-sponsored RFIDefense, a special supplement to the Forum DTJ, is online at See Patrick's article, "Maneuver Warfare Demands Maneuver Logistics Based on a Foundation of RFID 2.0"




Dr. Leanne Viera

Partner, IBM Global Business Services


General John Handy, USAF (Ret.)

ASL Group

Mr. Richard Poff, SCS HQE


Mr. Greg Aimi

Director of Supply Chain Research

AMR Research

Mr. Larry Arseniadis

Vice President of Procurement & Business Development, Geodis

As technology continues to facilitate the expansion of transportation and logistics to a truly global scale, numerous organizations now face the challenges of different operating platforms and standards, varying maturity levels, cultural differences, and security risks. To gain perspectives on the challenges facing the industry, Dr. Leanne Viera moderated a panel of defense, supply chain, and logistics experts to discuss the effect of technology in this industry. Panelists presented their perspective on the effect of technology in a more interconnected, intelligent, and rapidly expanding world. Key discussion topics among the panelists and audience included:

* The ability to integrate technological transportation and logistics solutions into business operations

* Industry best practices to support the maturity and improvement of transportation and logistics entities

* Industry leaders in this arena and which business processes and technologies help differentiate them from their competitors

* Processes for synchronizing military requirements for optimizing USTRANSCOM's deployment and sustainment capabilities

* The challenges facing private industry when attempting to meet the needs of and delivering technological solutions to complex organizations such the United States Department of Defense

* The benefits and challenges with outsourcing logistics functions to third party vendors

* Operating supply chains in a truly multinational environment while sustaining the ability to meet customer demand around the globe




Mr. Ted Rybeck

CEO & Chairman, Benchmarking Partners


Mr. Richard A. Russell

Deputy Associate Director of National

Intelligence for Intelligence Community

Enterprise Solutions

If two heads are better than one, imagine what 125,000* can do!


When it came time to upgrade devices for swapping information, the Office of the Director of National Intelligence (ODNI) turned to Wikipedia. This should come as no surprise since the intelligence Community is the second largest user of this popular online information source. In 2007, ODNI created "Intellipedia," a system that mirrored the Wikipedia concept to offer new dimension in accuracy, scope, and agility and to replace static web pages that were once norm. The shared edit capability was an instant hit, enabling intelligence analysts across the 16 individual agencies to collaborate, update, and disseminate informational resources via a dynamic platform (*currently, approximately 125,000 content specialists are active contributors to Intellipedia). Additional "smart" features (links to videos, RSS feeds, and other digital media files) further enhance the knowledge-building process, vital to effective intelligence gathering.


Richard Russell offered insight as to how the technology came to reside within the secured domains of the Intelligence Community. "We try to adopt something that has been done [already] and the adjust it to our needs... and bring folks on as rapidly as possible. The last thing we would ever want to do is create the codes. We find new technologies and see what has staying power for which we have a demand for from our constituency." The approach makes use of best practices, but also avoids R&D expense and the headaches of web architecture maintenance. In turn, ODNI keeps commercial software programmers in the loop. Modifications that work well for their people are passed on based on the premise that adaptations to off-the shelf products would also benefit the general public.


NDTA members may find parallels in this model to the DOD/Commercial Partnership, where the exchange of resources, assets, and systems provides mutual benefit.


Other commercial applications that have been adapted and added to the National Intelligence Suite of Web 2.0 software include a video-sharing service called iVideo built on the Flash Video Format (FVF), the same used by YouTube; a photo-sharing service know as Gallery that was built on the same foundation used by Flicker; an online reference tagging service called Tag Connect based on Delicious; and the intelligence counterpart to FaceBook, A-Space (aka, "FaceBook for Spies"). Incidentally, Government Computer News honored ODNI with the IT Achievement Award for A-Space in 2008 citing, "A-Space will fundamentally transform how intelligence analysts do their jobs ... by exposing new information sources and the insights and experience of new analysts and collectors ... A-Space will strengthen analysis by ensuring that analysts across the Intelligence Community can each contribute their views and share information, consistent with security requirements, so that alternative perspectives are readily expressed, assumptions are challenged, and judgments are informed by all available data."


Could computing and messaging service adaptations are currently in the ODNI pipeline along with a Google-like search engine that will link databases across all 16 National Intelligence Agencies.


The session ended with examples of how Web 2.0 technology can be applied to the logistics and transportation industries. 1) Consider a scenario involving a pirate stack on a container shipment. Alerts that include GPS positioning, maps, and smart phone photos, for example, can be passed in real time via Tweets to safeguard all shippers within the disrupted lane. 2) Or, Logisticians can "wikify" documents to facilitate the government contracting process. For instance, official government contracts in PDF format offer considerable detail, but they are static and cannot be customized. Web 2.0 tools allow transformation from a PDF version to a working document (built on a database construct) that can be manipulated to include additional or updated information. Pivot tables, time sheets for team members, a history of contract terms and other legacy items, budget calculations, and myriad facts and figures can be configured within the government-regulated parameters, thereby saving logisticians from having to recreate documents over and over. Web 2.0 tools also provide a variety of options for restructuring the content altogether.


Web 2.0 has proven itself valuable within the Intelligence Community. Applications can also promote greater efficiency within logistics-based enterprises and enable logisticians to take on more demanding roles.


* Various security clearances require individual caveats that can interrupt information flow

* Taking it to the next level: how to engage the next generation of IT Natives to supply new technology

* Can networking be seamless when differing protocols exist between applications and agencies

* An auto - correct feature would be an attractive development given the volume of information currently available


Just days before the start of the NDTA Forum in Nashville, on September 15, 2009, the Office of the Director of National Intelligence (ODNI) unveiled the National Intelligence Strategy (NIS), one of the most important documents for the Intelligence Community. Director Dennis C. Blair unveiled new guidelines that go beyond the formation of an integrated, collaborative, intelligence community, the original NIS goal. "It reflects a more refined we'll combat them. In describing our objectives, it prescribes methods for achieving them that can only be carried out by an Intelligence Community that is agile, adaptive, and united. Most importantly, it recognizes that national security hinges on good intelligence and it provides me with the tools I need to monitor performance and ensure accountability," Blair said. NDTA members were extremely fortunate to be able to join a session dedicated to "Web 2.0 and Security Best Practices" on the heels of this announcement.


* More than 265 million people use wikipedia, the multilingual, Web based free-content encyclopedia (with linked resources) that is part of the Web 2.0 tool kit.

* ODNI provides search services for the DOD intelligence community at about 2 million searches a month of more than 86,300,000 documents.

We would like to express our sincere appreciation to our exhibitors and sponsors for helping to make the 63rd Annual NDTA Forum such a success!

* INDICATES forum Sponsor/Donor
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Title Annotation:Rhythm of Change
Publication:Defense Transportation Journal
Date:Dec 1, 2009
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