LOG Sustainer Maj. Gen. Yves J. Fontaine - KMI Media Group

The Publication of Record for the Military Logistics Community
LOG
Sustainer
Maj. Gen.
Yves J.
Fontaine
Commanding
General
U.S. Army
Sustainment
Command
PRSRT STD
U.S. POSTAGE
PAID
Merrifield, VA
PERMIT # 620
Containers and Cases O Fuel Services
Forward Logistics O Rock Island Arsenal O Greening the DoD
OklAhOMA cITy AIR
lOGISTIcS cEnTER
Special pull-out Supplement
www.MLF-kmi.com
May 2011
Volume 5, Issue 4
Interview with:
Maj. Gen. P. DaviD
Gillett jr.
Commander
Oklahoma City Air Logistics Center

www.jlg.com
877-JLG-LIFT
Performance. On the rise.
Product Inquiries: governmentsales@jlg.com Parts & Service: militarysupport@jlg.com
For effi ciency. For productivity. For an extensive line of aerial lifts, telehandlers and
specialty equipment, look to JLG to take you higher. JLG extends out all over the
globe, so wherever you are, we’ll lift you up – with far-reaching products, service and
support. Take your performance to all new heights. And experience the highest level of
confi dence in getting there. Rely on JLG.

Military logistics ForuM
8
29
Depot Profile: Rock Island Arsenal
the rock island arsenal joint Manufacturing and technology Center is
designed to meet the needs of the joint warfighter. this state of the art,
vertically integrated metal manufacturing facility is truly a one-of-a-kind in
the DoD. its mission is to support the nation with world-class manufactured
products, services and logistics.
By rhys Fullerlove
Pushing Logistics Forward
Keeping equipment far forward for maintenance and repair keeps it closer
to the fight. Forward logistics is the toughest part of the supply chain, and
without it all of the high-tech systems and massive warehouses in the rear
are useless.
By Henry Canaday
May 2011
VoluMe 5 • issue 4
Features coVer / Q&a
14
26
32
1
7
10
Pack it Up!
From large containers to the smallest of protective cases, the military
moves its supplies in these boxes. Purpose-built in shape, size and design,
manufacturers are making sure that everything arrives in the same
condition as when it was packed—regardless of distance or conditions.
By Peter Buxbaum
Fueling the Warfighter
the need to fuel the military’s appetite for fuels and oils is seemingly
unending—but the chain is never broken. Meeting the fuel requirements of
DoD is a great challenge, and one that is accomplished through the hard
work of many agencies, companies and individuals.
By Kelly Fodel
Going Green
Defending the nation today means planning on being good stewards of
tomorrow. the 21st century may well be described as the green millennium,
as the push for environmentally-responsible policies and products permeates
the civilian and military worlds.
By Maura McCarthy
www.MlF-kMi.coM
OKlaHOMa City air lOGiStiCS Center
SPeCial PUll-OUt SUPPleMent
Featuring an exclusive interview with
Maj. Gen. David P. Gillett Jr.
Commander
OC-alC
Delivering Excellence
the parts of the alC that make up the whole.
Championing Small Business
Doing business with the Oklahoma City air logistics Center.
By Kelly Fodel
21
Major General Yves J. Fontaine
Commanding General
U.S. army Sustainment Command
DepartMents
2
4
6
18
35
Editor’s Perspective
Log Leadership Lessons
Log Ops/People
Supply Chain
Calendar, Directory
inDustry interView
36
Harinder Grewal
Senior vice President
Government & Military
Standardaero

Military logistics
ForuM
VoluMe 5, issue 4 May 2011
Publication of Record for the
Military Logistics Community
eDitorial
Editor
Jeff McKaughan jeffm@kmimediagroup.com
Managing Editor
Harrison Donnelly harrisond@kmimediagroup.com
Online Editorial Manager
Laura Davis laurad@kmimediagroup.com
Copy Editor
Kat Saunders kats@kmimediagroup.com
Correspondents
Peter Buxbaum • Henry Canaday • Kelly Fodel
Steve Goodman • Kenya McCullum • Cheryl Gerber
art & Design
Art Director
Anna Druzcz anna@kmimediagroup.com
Senior Designer
Jittima Saiwongnuan jittimas@kmimediagroup.com
Graphic Designers
Scott Morris scottm@kmimediagroup.com
Jennifer Owers jennifero@kmimediagroup.com
Eden Papineau edenp@kmimediagroup.com
Kailey Waring kaileyw@kmimediagroup.com
aDVertising
Associate Publisher
Jane Engel jane@kmimediagroup.com
kMi MeDia group
Publisher
Kirk Brown kirkb@kmimediagroup.com
Chief Executive Officer
Jack Kerrigan jack@kmimediagroup.com
Chief Financial Officer
Constance Kerrigan connik@kmimediagroup.com
Executive Vice President
David Leaf davidl@kmimediagroup.com
Editor-In-Chief
Jeff McKaughan jeffm@kmimediagroup.com
Controller
Gigi Castro gcastro@kmimediagroup.com
Trade Show Coordinator
Holly Foster hollyf@kmimediagroup.com
Office Coordinator
Diamond Matthews diamondm@kmimediagroup.com
operations, circulation & proDuction
Manager - Circulation & Operations
Toye McLean toyem@kmimediagroup.com
Distribution Coordinator
Duane Ebanks duanee@kmimediagroup.com
Data Specialists
Sharisse Hill sharisseh@kmimediagroup.com
Tuesday Johnson tuesdayj@kmimediagroup.com
Sasha Scott sashas@kmimediagroup.com
a prouD
MeMber oF:
subscription inForMation
Military Logistics Forum
ISSN 1937-9315
is published 10 times a year by KMI Media Group.
All Rights Reserved. Reproduction without permission is
strictly forbidden. © Copyright 2011.
Military Logistics Forum is free to members of the
U.S. military, employees of the U.S. government and
non-U.S. foreign service based in the U.S.
All others: $65 per year.
Foreign: $149 per year.
Corporate Offices
KMI Media Group
15800 Crabbs Branch Way, Suite 300
Rockville, MD 20855-2604 USA
Telephone: (301) 670-5700
Fax: (301) 670-5701
Web: www.MLF-kmi.com
A testament to the progress of asset management and of the diligence
to learn lessons from past situations, the movement of supplies
and equipment from Iraq has seen little of the iron mountain syndrome
from the last go-around. A recent DoD inspector general’s report on the
consistent use of supply support activities in Iraq found a system—while
perhaps still in need of improvement—that was effectively managing
the disposition process from theater.
According to DoD information, there were roughly 1.2 million pieces
of non-rolling stock in Iraq in December 2010. To avoid past mistakes,
when equipment is due to ship, how it will ship and where it is going
needs to be known before the movement begins, and tracking along the
Jeffrey D. McKaughan
Editor-iN-CHiEF
way ensures an even flow. Not easy in any conditions, but harder still in a semi-combat environment.
Not surprising was the major recommendation that U.S. Central Command develop procedures
requiring that all radio frequency identification tags contain the appropriate data. More important is
the recommendation that metrics be developed to track compliance with the procedures. Of the two
recommendations from the report, the deputy, U.S. Forces-Iraq, Joint Logistics Directorate, partially
agreed and suggested a restating of the recommendation and the establishment of specific authorization
procedures. To the second recommendation, the commander, U.S. Army Central agreed with the
recommendation as presented. If you would like a complete copy of the report, send me an email and
I will forward a PDF to you.
Like getting bonus items with your subscription? If so, then the June issue of Military Logistics
Forum will be right up your alley. To commemorate the Defense Logistics Agency’s 50th Anniversary,
we have produced a beautiful and cleverly done historical timeline of DLA’s history from 1961 to
today. This collector’s piece will be designed as a pull-out in the magazine and will be available to all
subscribers and to attendees at the DLA Supplier Conference in Columbus, Ohio.
As always, please feel free to contact me with any questions or comments regarding Military
Logistics Forum.
Geospatial
Intelligence
Forum
www.GIF-kmi.com
Ground
Combat
Technology
kMi MeDia group Magazines anD websites
Military
Advanced
Education
www.MAE-kmi.com
Military
Training
Technology
Military
Information
Technology
www.MIT-kmi.com
Special
Operations
Technology
Military
Logistics
Forum
www.MLF-kmi.com
Tactical ISR
Technology
Military
Medical/CBRN
Technology
www.MMT-kmi.com
U.S. Coast
Guard Forum
www.GCT-kmi.com www.MT2-kmi.com www.SOTECH-kmi.com www.TISR-kmi.com www.USCGF-kmi.com

Mastering complexity in defense logistics
The Deloitte difference
To realize significant logistics improvements, the Department of Defense requires
a transformational approach guided by a truly holistic plan; a highly effective,
executable, and scalable transformation methodology; an operational understanding
of specific supply chain performance drivers; and a team with the necessary skills to
overcome impediments to change. Deloitte has demonstrated its ability to deliver
these capabilities to large, complex global commercial firms every day. With global
reach-back capabilities and 20+ years of defense experience, we are positioned to
deliver executable solutions tailored to our clients’ challenging environment.
www.deloitte.com/us/federal
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see
www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
Certain services may not be available to attest clients under the rules and regulations of public accounting.
Copyright © 2011 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited

By Lieutenant General Robert T. Dail (Ret.)
Lieutenant General
Robert T. Dail (Ret.)
As a new commander of the Support Command in the 82d Airborne
Division in the mid-1990s, I noticed that whenever I held a meeting regarding
any facet of materiel readiness of the All American Division, large numbers
of persons would attend. These meeting rooms were filled with subordinates
and supported unit logistics professionals. I realized that these were the same
people that were supposed to be taking time and effort to properly support the
division’s great maneuver units. Moreover, much of the information that we
covered in those early meetings contained information that most in the room
either already knew, or were performing to satisfactory levels. We were not
covering the areas that needed major review or key decisions. The key subordinates
who were sitting there with me in these meetings were not covering
the desired outcomes that merited our discussion. Over the next several
months, we changed the protocols in the division’s logistics community to
better focus key leaders on key information. What we learned together over
those months was that scarcity has value—an economic principle (supply
and demand) with great application to managing people and information.
People have always been the greatest asset of any organization—civilian
or military. They are the very purpose of our leadership; the key to victory and
mission accomplishment. We spend much time on recruiting, training and
developing our people in organizations. So, it goes without saying, we should
manage them as extremely valuable. Back in the 82d Airborne, our challenge
was to begin managing our All Americans to exploit their potential and ensure
logistics success. We had to make changes to achieve this end.
We first had to determine where the key subordinates could maximize
their time. The focus was to align their time primarily with the external war
fighting client—not primarily aligned to my time requirements. For instance,
we attempted to reduce the administrative requirements of read-aheads and
rehearsals for meetings that caused far too much time away from primary
duties in order to ensure that I was to receive a more perfect brief. Further,
we attempted to reduce the number of large gatherings and meetings/reviews
oriented to updating the senior commander. We began to organize performance
reviews by exception, which actually improved overall performance
across the division.
In addition to the effective management of people and key leaders, we
learned the importance of scarcity has value in the management of information.
Back in the 82d we learned two important lessons: First, that we spent
4 | MLF 5.4
Lieutenant General Robert T. Dail, USA, retired from the Army in 2008 after 33 years of
service culminating in his assignment as deputy commander, USTRANSCOM and director,
Defense Logistics Agency. He now serves as president, Supreme (USA) LLC; is a member of the
board of trustees, LMI Government Consulting; and serves as an advisor to ADS Technologies.
Scarcity Has Value
too much time meeting and reviewing (and ultimately discussing) information
that most everyone already knew and on performance data with which
most attendees had already complied; and secondly, we learned that we were
not spending the requisite time on the solutions to the logistics challenges
we faced (decisions regarding task organization, resources, and training
requirements). Again, the focus was on getting the right subordinates to the
right meeting around the right information required to make desired changes
in performance.
In the 15 years since I departed brigade level command, technology has
increased and improved the effectiveness of individuals tremendously. The
technical output and contribution of smaller and smaller numbers of key
subordinates and teams has increased dramatically. The value and power of
individual subordinates continues to be underscored. The military professionals
of today, and the civilians who support it, are networked with others
across great distances and multiple levels of capabilities to achieve their
logistics mission. These professionals will comprise smaller and smaller sized
staffs—each individual’s value to the whole mission continues to increase.
The challenge to effectively manage key subordinate time and information
requirements to focus on desired outcomes is greater than ever. The requirement
for senior logistics leaders to provide clear intent and to manage ever
more capable subordinates is as great as it has ever been in our military
history.
Since those days in Division Support Command, I have used this
phrase—scarcity has value—often in the organizations that I led, even after
retirement from active duty. There are certainly many more applications
of the principle in large organizations—too many to cover in this short
column. However, the application of this principle, especially in the management
of key leaders, to shape the expectation of subordinates regarding the
commitment of their time and effort, and in the handling and management
of information, cannot be more central to logistics success. I found at every
level and in every organization that subordinates soon informally adopted
this concept. Subsequently, this led to the development of great teams in
both civilian and military organizations. The war fighting client and the U.S.
taxpayer was the beneficiary.
robert.dail@supreme-group.net
www.MLF-kmi.com

STRATEGY & ORGANIZATION | TECHNOLOGY | ENGINEERING & OPERATIONS | ANALYTICS
Creating new capabilities.
Sustaining readiness.
Shaping the future.
Ready for what’s next. In today’s complex and global operational environment, the US
Army must constantly prepare for its future. Leaders balance people, programs, and budgets to meet
today’s demands and tomorrow’s requirements for full spectrum maintenance, supply, and transportation
operations. Booz Allen Hamilton is helping the Army logistics community create innovative strategies and
solutions for overcoming emerging challenges and budget uncertainty. Our experienced people provide
modern capabilities to solve complex problems the materiel enterprise faces. Whether you’re managing
today’s issues or looking beyond the horizon, count on us to help you be ready for what’s next.
Ready for what’s next. www.boozallen.com/defense
Use of the Department of Defense image does not constitute or imply endorsement.

Oshkosh Defense, a division of
Oshkosh Corporation, will deliver
more than 270 heavy equipment
transporters (HET) A1 vehicles
following a delivery order from
the U.S. Army TACOM Life Cycle
Management Command (LCMC).
The Oshkosh heavy equipment
transporter is designed to rapidly
transport battle tanks, fighting and
recovery vehicles, armored vehicles
people
Navy Rear Admiral
(lower half) Thomas C.
Traaen has been nominated
for appointment to
the rank of rear admiral.
Traaen is currently serving
as commander, Defense
Distribution Center, Defense
Logistics Agency, New
Cumberland, Pa.
Major General Patricia E.
McQuistion, commanding
general, 21st Theater
Sustainment Command,
U.S. Army Europe and
Seventh Army, Germany,
has been assigned to
commanding general,
U.S. Army Sustainment
Command, Rock Island, Ill.
Brigadier General
Edward F. Dorman III,
commanding general/
commandant, U.S. Army
Transportation School, Fort
Lee, Va., has been assigned
to deputy chief of staff,
logistics, C/J-4, International
Security Assistance Force,
Operation Enduring
Freedom, Afghanistan.
6 | MLF 5.4
Brigadier General
Stephen R. Lyons, deputy
chief of staff, logistics, C/J-4,
International Security
Assistance Force, Operation
Enduring Freedom,
Afghanistan, has been
assigned to director for
operations and logistics
readiness, Office of the
Deputy Chief of Staff, G-4,
U.S. Army, Washington, D.C.
Brig. Gen.
Aundre F. Piggee
Brigadier General
Aundre F. Piggee, deputy
assistant chief of staff,
C-4/J-4, U.N. Command/
Combined Forces
Command/U.S. Forces
Korea/deputy commanding
general (Support), Eighth
U.S. Army, Korea, has been
assigned to commanding
general, 21st Theater
Sustainment Command,
HET Delivery Order
and construction equipment, as
well as their crews, so they arrive
in mission-ready condition. The
latest Oshkosh HET A1 configuration
includes increased protection, horsepower,
higher capacity front suspension,
standard air conditioning,
electrical upgrades and improved
diagnostics.
“The first HET A1 rolled off our
lines last December,” said Mike Ivy,
U.S. Army Europe and
Seventh Army, Germany.
Major General Wendy M.
Masiello, program executive
officer for combat and
mission support, Office of
the Assistant Secretary of
the Air Force for Acquisition,
Washington, D.C., has been
assigned to deputy assistant
secretary for contracting,
Office of the Assistant
Secretary of the Air Force for
Acquisition, Washington, D.C.
Brigadier General Mark
C. Dillon, commander,
86th Airlift Wing, U.S. Air
Forces in Europe, Ramstein
Air Base, Germany, has
been assigned to director,
regional affairs, Office
of the Deputy Under
Secretary of the Air Force,
International Affairs,
Headquarters U.S. Air Force,
Washington, D.C.
Colonel Charles K. Hyde,
who has been selected
for the rank of brigadier
general, deputy director
vice president and general manager
of Army programs for Oshkosh
Defense. “We worked closely with the
Army on these improvements to the
HET to provide increased mobility,
ride quality and reduce maintenance
and repair costs, and we’re pleased to
get this newest configuration out to
soldiers in the field.”
HET A1 trucks are often paired
with the M1000 heavy-duty trailer
of intelligence, operations
and nuclear integration,
Headquarters Air Education
and Training Command,
Randolph Air Force Base-
Joint Base San Antonio,
Texas, has been assigned
to commander, 86th Airlift
Wing, U.S. Air Forces in
Europe, Ramstein Air Base,
Germany.
Brigadier General
Thomas A. Harvey,
commanding general, 19th
Sustainment Command
(Expeditionary), Eighth U.S.
Army, has been assigned
to deputy commanding
general, U.S. Army
Sustainment Command,
Rock Island, Ill.
Navy Captain John G.
King has been nominated
for appointment to the
rank of rear admiral
(lower half). King is
currently serving as deputy
commander, fleet logistics
operations, N4, Navy
Supply Systems Command,
Mechanicsburg, Pa.
Compiled by KMI Media Group staff
to haul the M1A1/M1A2 (Abrams)
tank. The HET is a part of the
Army’s family of heavy tactical vehicles,
produced by Oshkosh Defense,
which also includes the heavy
expanded mobility tactical truck
and the Palletized Load System.
Vehicle production and delivery
is scheduled to be completed in
September 2012. The order is valued
at more than $119 million.
Pelican Products has
promoted Chris Zawacki
to the position of senior
director of worldwide
advanced case solutions.
He will be charged with
revolutionizing the brand
and maximizing the
company’s competitive
advantage.
The U.S. Small Business
Administration South
Florida District Office
has selected Mark
Allen Llano, president
and CEO of Source One
Distributors Inc., as the
2011 District, State of
Florida and Region IV
Veteran Small Business
Champion of the Year.
Llano was selected from a
competitive field of veteran
entrepreneurs from
Alabama, Florida, Georgia,
Kentucky, Mississippi,
North Carolina, South
Carolina and Tennessee
for his personal efforts
and achievements in advocating
for and advancing
business ownership opportunities
among veterans.
www.MLF-kmi.com

INNOVATIVE SHELTER & STORAGE SOLUTIONS
FOR THE MILITARY’S RAPID DEPLOYMENT REQUIREMENTS
SERVING THE MILITARY FOR 28 YEARS
MOBILE MACHINE SHOP
WEAPONS REAPAIR SHOP
TRICON CONTAINERS
ISO 20’ REFRIGERATED TRICON REFRIGERATED
(TRCS)
MOBILE MACHINE
SHOP
WEAPONS
REPAIR SHOP
TRICON
CONTAINERS
REFRIGERATED
SYSTEMS
The MOBILE MACHINE SHOP (above) and WEAPONS REPAIR
SHOP (below) are shelter mounted machining sets used for
the maintenance of wheeled and tracked military combat
engineer equipment, as well as fabrication of new
components
The tools and equipment for both shelters are placed in
rugged storage media integrated with a transportable
and readily deployable tactical shelter
The TRICON Containers was developed as mobile tool
shelters to support combat engineer equipment. They are
designed to be deployed alongside the Weapons Repair
Shop and Mobile Machine Shop shelters
The 20’ Refrigerated System and Tricon Refrigerated System
(TRCS) are ISO refrigerated containers used to store food,
medical, and other items
1 Sea Box Drive
East Riverton, NJ 08077 USA
Ph: (856) 303-1101
www.seabox.com
GSA Contract #: GS-02F-0024P

Nestled on an island in the middle of the Mississippi River lies
a manufacturing facility that many people don’t know about, but
its impact on solider readiness has been at the forefront of every
battle since the Spanish American War. From making meat cans
and horse tack at its inception to producing recoil mechanisms
and advanced armor solutions today, this arsenal has answered its
call to duty for nearly 150 years.
The Rock Island Arsenal Joint Manufacturing and Technology
Center (RIA-JMTC) is designed to meet the needs of the joint
warfighter. This state of the art, vertically integrated metal
manufacturing facility is truly a one-of-a-kind in the Department
of Defense. Its mission is to support the nation with world-class
manufactured products, services and logistics.
“When a soldier, sailor, airman or Marine needs a rapid
response for warfighter requirements, we can be their one-stop
shop,” said Colonel James O. Fly, 46th commander of the Rock
Island Arsenal Joint Manufacturing and Technology Center. “By
being vertically integrated and housing more than 16 different
sub-factories within our footprint, we can take raw material in one
side of the factory and have a finished product come out the other
side. There is truly no government-owned place like RIA-JMTC.”
RIA-JMTC covers 28 buildings and more than 3 million square
feet of manufacturing and warehouse space with more than 1,000
machining centers. Three-shift operations are manned by more
than 1,700 employees and nearly 50 percent of the employees are
veterans.
The arsenal’s mission has evolved over the last 150 years, even
more so over the last 50. Even though the some of the product mix
has changed, its purpose remains the same: to support Army readi-
8 | MLF 5.4
ness in times of peace and war and support the mobilization of the
industrial base in the event of a national emergency caused by war.
“We have evolved through the different conflicts America has
had to face. For the longest time, RIA was looked at to be an artillery
expert,” Fly said. “Our brightest minds have had a hand in
every howitzer produced except for the most recent M777. Today
we have four diverse product lines. Artillery is still a key component
of our portfolio, but it joins other critical items needed for
the warfighter.”
Rock Island breaks their products into four main areas: small
arms repair parts, armor, artillery and mobile maintenance. All of
these product lines play an intrical role on the battlefield and the
artisans at RIA-JMTC know it.
“We are proud of the work we do,” said Chester Fritch, a small
arms supervisor. “Many of us have grown up with our fathers,
mothers and grandparents who have worked here for years and we
feel honored that we can continue the tradition of providing world
class products to those who are fighting for our way of life. Those
at the tip of spear, in the fight, give us their best so it is up to us
to give them our best.”
The arsenal has long played a role in small arms weapons and
repair parts, but was side-lined for about 20 years starting in the
mid-1980s. In 2010, RIA-JMTC re-entered into the small arms
parts business by opening the brand new, state-of-the-art Soldier
Weapons Readiness Center (SWRC).
“We have created a space which allows us to take raw material
in the door and take packaged product out the door,” said Paul
Briggs, general manager for the SWRC. “The efficiencies are plentiful
and we are expecting nothing but high quality performance
www.MLF-kmi.com

and decreasing turnaround times to meet
the urgent warfighter needs.”
Built upon Lean manufacturing
principles and the latest machine tool
technology, the SWRC was built for agility.
Their mettle was tested when the SWRC was
tasked to provide 1,000 firing pins to the
warfighter in just 32 days. They answered
the call.
“Thirty-two days from the Weapons
Product Support Integration Directorate
identifying a critical requirement to RIA-
JMTC providing issuable product is outstanding,”
said Jerry Jackson, site manager
for TACOM LCMC Rock Island. “I am not
aware of any commercial solution that could
have provided this type of response.”
Armor production is another area that
RIA-JMTC has answered the call in the
middle of the night. Since the start of Operation
Iraqi Freedom and Operation Enduring
Freedom in 2003, the arsenal has produced
50 percent of all armor solutions for tactical
wheeled vehicles.
At the start of the 2004, the armor team
increased production of HMMWV armor
doors by leveraging businesses within the local community. By
utilizing available capacity in the area, they were able to increase
output from 100 to 225 kits a week. This allowed them to provide
protection to soldiers two months ahead of schedule.
In 2006, the Army needed a quick stop gap solution to an
increasing enemy insurgence. In a six-month time frame, the
armor team produced more than 6,000 interim FRAG 5 kits. After
the FRAG 5 kit ramped down, the team focused their attention on
objective-gunner’s protection kit (O-GPK) production. In a two
year time period, RIA-JMTC produced more than 18,000 O-GPK
kits for a variety of vehicles.
Not only has RIA-JMTC produced armor to protect America’s
servicemen, they have been working with the Army’s greatest
minds to make it better. Members of the arsenal’s science and
engineering team have been instrumental in designing multiple
fragmentation kits for HMMWVs as well as designing input on the
O-GPK kit.
“I feel personal satisfaction that our efforts have saved people’s
lives,” said Dr. Albert Yao, lead mechanical engineer at RIA-JMTC
and Samuel L. Sharpe award recipient. “Especially in our community,
there are so many families that have a son or daughter
serving their country right now.”
Artillery is probably what RIA-JMTC is best known for. Almost
every howitzer in the Army inventory has a recoil system that was
produced and designed at the Rock Island Arsenal. Today, the artillery
team is a multidisciplinary group of employees responsible
for every phase of development, production and delivery of several
artillery products, spare parts and repair items. These include the
M119A2 towed howitzer, XM 360 gun mount, and spare parts for
the M102, M109 and M198. All of these programs have had continued
success and significant accomplishments.
The team continues to make great advancements in the production
and quality of the M119A2. To date, they have had more
10 | MLF 5.4
The Rock Island Arsenal has capability to weld aluminum, stainless steel, a variety of carbon steels and titanium. Pictured is a welder
who is dedicated to operations for the M119A2 howitzer trail assembly processes are stainless steel welding operations. The trail tubes
come in as two pieces and they go through our series of fixtures in this cell, ending in a fully welded assembly. All welds are required
to have 100 percent penetration, and have X-ray inspection by our NDT technicians. [Photo courtesy of U.S. Army]
than 24 consecutive months of on-time delivery for this product.
The weapon has very precise tolerances, many measuring less than
one-thousandth of an inch, and is primarily comprised of British
stainless steel.
“The basis of today’s success lies in the past accomplishments
and hard work of the RIA-JMTC workforce,” said April Badders,
program manager for artillery at RIA-JMTC. “Those before us have
paved the way for our accomplishments. We continue to work hard
and make changes that will hopefully sustain our legacy into the
future.”
In addition, the artillery team continues the sustainment of
the M198 howitzer, M102 lightweight towed howitzer, and the
M256 recoil mechanism for the Abrams tank. They also provide
the sustainment of the M178/182 series gun mounts for the M109
self-propelled medium howitzers throughout the world, supplying
spare parts as needed while specializing in repair and replacement
of the recoil mechanisms.
Mobile maintenance rounds out RIA-JMTC’s product lines.
The mobile maintenance team is composed of several products
to include the forward repair system (FRS), shop equipment
contact maintenance (SECM), Petroleum Quality Analysis System-
Enhanced, Common No. 30, and Common No. 32 (which are
Marine Corp variants of the FRS). All of these products provide a
service station capability that can be taken into the battle space
and keep soldiers in the fight.
This product line and IPT have been the backbone of the 2007
Shingo Public Sector Gold and Silver Medallions for the FRS and
SECM value streams. RIA-JMTC was the Army’s first Gold Medallion
recipient in 2006 and is the only two-time Gold Medallion
recipient in the Army.
In 2009, RIA-JMTC was designated a center of industrial
and technical excellence for mobile maintenance systems by the
Secretary of the Army. This honor was presented to Rock Island
www.MLF-kmi.com

Arsenal due to the total life cycle support demonstrated on the
FRS and SECM. The designation allows RIA-JMTC to enter into
public-private partnerships to perform work that will enhance its
maintenance core competencies.
RIA-JMTC can support all of these diverse product lines by
having a wide array of different manufacturing processes at their
fingertips.
At the heart of RIA-JMTC’s operations is its foundry. They
have the only remaining foundry in the Department of the Army
and are a member of the American Foundry Society. It is capable
of full-scale production with in-house metallurgical support and
pattern making.
In addition to their investment casting capability, the arsenal
is developing a titanium casting capability to complement
their titanium machining and welding experience. The 85-pound
furnace at the arsenal will soon be able to make parts with a net
weight of about 45 pounds.
Joint services item managers seeking innovation in weight
reduction on weapon systems are often finding the answer in
titanium. This capability will provide decision-makers an organic
source for titanium castings.
Rock Island Arsenal has the only forging capability in the U.S.
Army. It has the capability to manufacture forgings from less than
one pound to 500 pounds. This area has drop hammers ranging in
size from 1,000 to 8,000 pounds. The heat treat area provides all
11-0348
thermal processes required in support of the diverse product base.
The weld and fabrication department’s technology spans from
lasers and a robotic welder to water jets and plasma cutters. Weld
and fabrication has worked on a variety of projects, such as the
opposing forces surrogate vehicle turrets and the forward repair
system. All welders are certified as per American Welding Society
standards.
The Arsenal’s computer numerical control (CNC) machining
capabilities are unparalleled. They range from three-axis to seven
axis-machining centers to Swiss lathes. There are over 1,000 CNC
machines working in tolerances equivalent to splitting a human
hair 30 times. Milling, turning, grinding, honing and lapping are
some of the capabilities at their fingertips.
The nondestructive test (NDT) unit evaluates the integrity of
parts to specific accept/reject criteria for discontinuities without
destroying them. Products manufactured at RIA-JMTC are submitted
to NDT early in production. Frequent interaction between NDT
and various other departments ensure that problems are addressed
early in production and corrections are implemented.
The plating department completes all surface finishing needs.
An array of finishes is available and tolerance can be met within
tenths of a thousandth of an inch on items ranging from one inch
to a four-by-five-foot area.
The arsenal’s quality system ensures a philosophy of continuous
process improvement and customer satisfaction resides in
Smart people solving
hard problems
For more information, visit us at saic.com
Energy | Environment | National Security | Health | Critical Infrastructure
A
© Science Applications International Corporation. All Rights Reserved. NYSE:SAI
www.MLF-kmi.com MLF 5.4 | 11

products and services delivered to the joint warfighter. The implementation
of Lean Six Sigma has made significant improvements
in efficiency and effectiveness of business processes to achieve
process optimization. Fully trained and certified Lean professionals
are imbedded in all of the business units at RIA-JMTC to drive
the Lean philosophy of continuous improvement and elimination
of waste.
Composite manufacturing is the newest capability that is
offered at RIA-JMTC. This is made possible by forming a partnership
with BAE Systems. The two have established a manufacturing
center designed to produce composite armor for a variety of
customers in the public and private sector, including the State
Department. While the agreement ensures the continued availability
of the most advanced composite armor solutions for customers,
the partnership’s most important objective is to provide more
responsive and timely support to our men and women in uniform.
The partnership calls for BAE Systems to provide the technology
and processes to allow the arsenal to produce composite armor
utilized in military ground vehicles, commercial armored vehicles,
soldier protection equipment and other safety and survivability
applications. RIA-JMTC is the manufacturer, providing floor space,
skilled labor and infrastructure, while BAE Systems provides the
technical and management oversight.
“The public-private partnership between RIA-JMTC and BAE
has been an eye-opening and somewhat mindset-altering experi-
IQPC-NY Mil Log KMI Ad 1.1:Layout 1 26/04/11 2:38 PM Page 1
June 27-30, 2011
presents a training conference:
Washington Marriott
Wardman Park, Washington, DC
Resetting the Force for Future Logistics Excellence
Back my popular demand,
IDGA’s Military Logistics Awards
are reinstated to honor the
top innovators in logistics
technology in support of military operations.
SUBMIT YOUR AWARDS APPLICATIONS
ONLINE BY MAY 13!
For more information and to register visit
www.MilitaryLogisticsSummit.com
12 | MLF 5.4
Mention promo code ML_KMI
& receive 20% off the 4 day standard fee -
Register Online Today!
ence here at the Composite Armor Center; two fundamentally
different business models joining respective forces to achieve
the same goal—provide the warfighter, our ultimate customer,
what he needs, when he needs it,” said Peter Fitzgerald, technical
leader for BAE at Rock Island Arsenal Composite Armor Center.
“RIA-JMTC has benefited from the partnership by expanding their
organic capabilities from ‘just’ steel and alloys to lighter weight
composites, and BAE Systems has benefited from the partnership
by expanding our manufacturing capabilities and capacities in a
low-risk manner. A great benefit to both organizations, on at least
a small scale, has been a shift in the philosophy of the business
relationship—from a somewhat typical and adversarial customersupplier
relationship to one that is truly a partnership; working
within our separate agendas or constraints, supporting each
other with that which we are best at, finding common ground in
supporting the warfighter with the required materiel, when it is
required, where it is required, for the best value.”
Another area that makes the RIA-JMTC unique is that no workload
is automatically awarded to the arsenal. There is no mandate
or legislation that sets aside work for the arsenal. Members of RIA-
JMTC’s Global Business Division market the arsenal in a similar
vein as a private business.
“Many people in the acquisition community don’t realize how
easy it is to do business with us,” said Gary Taylor, chief for the
RIA-JMTC Global Business Division. “When working government
to government, a contract solicitation does not have to be done.
If you call us and give us a drawing, we can start work right away
and figure out the money down the road.”
The arsenal strives to find work to keep its skill set sharp and
ready for the next battle.
“To ensure this arsenal is ready to answer the call for the next
150 years, we cannot drastically reduce its workforce in times
of peace and expect to mobilize just in time of a national emergency,”
Fly said. “The skills resident in the workforce of an arsenal
are perishable. The expertise and knowledge that is essential to
put together the industrial processes required to build complex
weapon systems effectively are not easily found when you need
them most, but must be carefully cultivated over time.
“The capabilities that are inherent to this arsenal are what
allow us to be there for the warfighter,” Fly said. “So from the
hands of the arsenal worker at Rock Island to the hands of the
soldier, sailor, airman or Marine in the field, we will stand ready to
provide quality products on budget and on schedule.”
As the arsenal looks to the next 150 years, it has eyed new
material and capabilities as well as forming alliances with those
best in the business.
For the Rock Island Arsenal there is no finish line. Their
evolution and excellence never stops. The men and women of the
arsenal take great pride in their role in the defense of the United
States. For nearly 150 years, RIA-JMTC has answered its nation’s
call to duty. Their team has been and will continue to be ready to
meet the needs of national defense. O
Rhys Fullerlove is with Rock Island Arsenal Public Affairs.
For more information, contact MLF Editor Jeff McKaughan at
jeffm@kmimediagroup.com or search our online archives for related stories at
www.MLF-kmi.com.
www.MLF-kmi.com

stacK With
> digital protection
laptop and portable electronic protection solutions
> tactical lights
led technology • weapon mounts
> specialty products
rackmount server cases • field desks
> night Vision and ir tools
night vision tools for stealth operations
authority
The new ISP Case from Pelican-Hardigg
virtually eliminates load movement with its
lid patent pending Inter Stacking Pattern (isp).
Base
The system is designed to cube out perfectly
across standard logistics platforms for speed
and load efficiency. Cross-stacking builds
incredibly tight loads that can save time
while strapping and netting.
Features
n 6 sizes from
4 to 25 cf
n Watertight with
pressure purge valves
n Lightweight with load
bearing rib design
n Casters on
select cases
TM
PELICAN
n Optimized for:
• JMIC container
• 463L pallet
• 40 x 48 pallet
• 1000 x 1200
euro pallet
www.pelican.com\mlf
Pelican Products, Inc. 23215 Early Avenue, Torrance, CA 90505
866.574.5870 (TOLL FREE) Tel 310.326.4700 • Fax 310.326.3311
All trademarks are registered and/or unregistered trademarks of Pelican Products, Inc., its subsidiaries and/or affiliates.

Big containers or small cases work to move supplies
and material from point a to point B.
By peter BuxBaum, mlf correspondent
BuxBaump@kmimediagroup.com
Container shipping has transformed
international trade in the last couple of generations,
by streamlining everything from
the collection of freight to its loading, tracking
and distribution. The same is true of the
transport of military supplies and materiel.
The United States Army alone has
invested in a fleet of over 200,000 owned
and leased shipping containers. The Department
of Defense has acquired technologies
to track these assets and has established
relationships with ocean carriers to transport
military cargo globally, including, of
course, to the areas of current activity in
Afghanistan and Iraq.
The Army’s Surface Deployment and
Distribution Command (SDDC) is DoD’s
container management focal point. Within
the SDDC, the Army Intermodal and Distribution
Platform Management Office
(AIDPMO) is in charge of the 230,000 containers
owned or leased by the Army. Each
of the armed services has its own component
manager tasked with managing each
branch’s container fleet.
“The Army requires the use of Army
owned or leased containers for unit deployments
if they are available,” said Sandy
Gorba, the AIDPMO chief, who is based at
the Tobyhanna Army Depot in Pennsylvania.
The Army’s container fleet, she added, is
sufficient to handle these needs at the present
time. Containers are stationed strategically
in locations around the continental
United States to make sure the assets are
available when needed.
For sustainment or other types of cargo,
the Army is allowed to use, and often does
14 | MLF 5.4
use, containers provided by commercial
carriers such as APL and Maersk Line Limited,
two large, U.S.-flag carriers that transport
government cargo.
“SDCC has a global role in the management
of all containers in the defense
transportation system, whether they are
government owned or commercial assets,”
said Rick Bagby, head of the SDDC’s container
management operations at Scott Air
Force Base, Ill. “We track containers of all
the services in our system.”
Army owned containers
used for unit deployment
are booked through
the installation transportation
office in coordination
with the SDDC booking
office, related Gorba. “We
coordinate with the installation
to have government
assets available,” she added.
“For sustainment cargo,
commercial containers
are booked through the
SDDC.”
Units looking to book a commercial
container transmit an Electronic Export
Traffic Release message to SDDC. “They
identify how much cargo is going to be
shipped and whether they will need a commercial
container,” said Bagby. “The commercial
container will then be spotted at
their location. Once the container is stuffed,
the carrier picks it up and transports it to
the nearest port, where it is loaded onboard
a ship and transported and delivered to the
port of destination.”
Rick Bagby
Commercial
carriers like APL,
which transports
cargo on behalf of the
U.S. military, have their
own fleets of containers
that are put at the disposal of their customers.
“APL has a fleet of over 600,000 containers,
with a combination of dry, refrigerated,
flatrack and other types of equipment,” said
Jack Carbone, APL’s director of equipment
operations. “Like most ocean carriers, APL’s
fleet is composed of a mix of
owned and leased equipment.”
The APL fleet is managed
globally by a corporate headquarters
group in Singapore,
with tactical management
being provided by regional
offices in the Americas, Europe
and in Asia. “Local APL staff
around the world work closely
with military personnel and
suppliers to meet the ongoing
and ever changing needs of
the military personnel,” said Carbone. “It
is at this local and regional level that staffs
work to develop forecasts of cargo volumes
in order to ensure that sufficient equipment
and sufficient network capacity is in place to
meet the ongoing demand.”
The local military contractors and personnel
play a key role in communicating
needs of the military to the local APL staff
and in assisting to manage the equipment.
“In many locations APL maintains equipment
inventories at locations which provide
a steady flow of supplies to be shipped to
www.MLF-kmi.com

maersklinelimited.com
Every Voyage
has a Purpose
We have supported our armed forces for almost three decades by deploying our
ships and utilizing our assets ashore. Our commitment to U.S. troops extends beyond
our daily operations to partnerships with charitable organizations that support
service members and their families. We are proud of the role we play in their success.

support troops at a variety of locations,” said
Carbone. “The local staffs will coordinate
so that equipment is used efficiently and to
manage the inventories at these locations
as the demand fluctuates over time. This
often involves working with local truckers
and local APL equipment staff in order to
monitor equipment dwell times and cargo
projections and to maximize efficiencies to
each party’s benefit.”
The military uses standard international
ocean containers which measure 20 or 40
feet in length. Forty-five-foot containers are
also in use, noted Carbone, but are rarely
used for military cargoes. The military also
ships its own tricons and quadcons, smaller
containers that can be assembled together
to form a standard 20-foot or 40-foot container.
Three 6-foot tricons can be joined to
form one 20-foot unit that can be lifted as
one and then separated in the field.
“There are also steady flows of produce
and foodstuffs, as well as other cargo requiring
controlled temperatures, that move in
20- and 40-foot refrigerated containers,”
said Carbone. “Some of these products
require atmosphere control during shipment
in order to ensure freshness upon
arrival at destination.”
Shipments of military equipment such
as armored personnel carriers, water storage
tanks, HMMWVs and other infrastructure
equipment, are also transported by
ocean. “These tend to move on flatracks so
that they can be transported easily to field
locations from the discharge port,” said
Carbone.
APL has six dedicated U.S. flag services
that run to key military destinations. Its
PS5 service is a five ship rotation calling on
Japan, including Okinawa, and Korea with
feeder connections throughout all of Asia.
The Suez service with nine U.S.-flag ships
runs from the U.S. East Coast to Port Said,
Jebel Ali and Karachi, Pakistan with onward
port calls to Singapore and Colombo, Sri
Lanka.
“The Jebel Ali connection is a key relay
point for connections to Kuwait, Umm Qasr,
Bahrain and Mesaieed, Qatar,” said Carbone.
“Although we are known for our ocean services,
we have also been providing inland
truck service in Afghanistan since the start
of Operation Enduring Freedom and now
serve multiple forward operating bases. APL
has also been instrumental in engineering
new routes and was the first to establish
regular service utilizing the Turkey gateway
for the northern distribution network into
16 | MLF 5.4
Afghanistan. Since 2008 APL has moved
over 290,000 containers on behalf of the
U.S. military.”
The military has installed a number of
different technologies to manage and track
container assets. AIDPMO operates a webbased
container asset management system
that tracks the utilization of the assets
throughout their life cycles. “The system
supports the reset of army assets utilized
at installations and the unit level,” said
Gorba. “Headquarters can use the system
to identify where containers are and their
readiness status.”
The SDDC is connected with the commercial
carriers by way of Electronic Data
Interchange (EDI) and receives industrystandard
EDI messages with regard to vessel
movements and the status of containers.
Containers are also equipped with radio
frequency identification (RFID) tags, which
transmit location and data that is pulled
into the U.S. Transportation Command’s
in-transit visibility (ITV) system. ITV allows
logistics personnel to locate assets and supplies
as they are being transported form one
place to another.
APL has a global equipment management
system that provides near real-time
tracking updates and global visibility to its
entire fleet. “Our systems contain a variety
of decision support tools to help manage
equipment repositioning and balancing, in
order to make equipment available where
and when it is needed for our customers,”
said Carbone.
Commercial containers are returned
to the carrier once they are delivered and
unloaded. Government owned containers
generally remain with their units and
return with them when they are redeployed.
“Typically the empty container which is
provided by APL is simply returned to the
carrier at the port of discharge or at the
destination location and the military’s role
is complete,” said Carbone. “There are times
when the containers are reloaded by government
personnel with return cargo and
tendered back to the carrier for export. For
those containers that are not used for cargo
out of the theater, the carrier will assume
the responsibility and cost to repatriate that
equipment to its next point of need. There
are local equipment tracing processes to
ensure the equipment does not sit idle in
the military possession needlessly.”
Government boxes are often used for
storage by units in theater. “When units get
back to their home stations, we work with
them to reset the containers so that they
can be used again,” said Gorba.
Packed within the standard ocean containers
the military uses for overseas transport
will often be specialized cases that were
designed to carry and protect specialized
equipment, including weapons systems,
communications equipment, and computer
and networking systems.
Zarges Inc. is the largest supplier of fabricated
aluminum transit and rackmount
cases in the world, according to the company’s
sales manager Tracy Johnson. “Rackmount
cases are used to house mounted
electronics such as servers, power supplies,
satellite transmitters and the like,” he said.
“Transit cases are used for a variety of needs
and typically include a custom foam insert
to friction fit around the contents.” Military
applications make up about 80 percent of
Zarges’ business.
“Our engineers are constantly upgrading
our products to deliver additional
rigidity at less weight,” said Johnson. “We
recently enhanced our popular K470 case
line to be IP65,” a measure of “ingress
protection,” or how well the unit is sealed
against the elements.
Cases2Go manufactures its own line
of products specially designed for military
and cargo and distributes cases on behalf
of other manufacturers as well. “We procure
empty cases from manufacturers and
customize them for whatever our military
customers want,” said David Root, the company’s
president.
The company’s rackmount, aluminum
and plastic injection molded cases are most
often used to transport communications
equipment, including satellite and ground
radio networking components, according
to Root.
ECS Case has revamped its Loadmaster
line of rackmount in recent years, integrating
new technology that allows for the
modular stacking of cases. “This allows
different case sizes to interlock and be
stacked,” said Jason Fletcher, the company’s
sales manager.
The innovations to the line also include
the easy replacement of components such
as latches in the field. Electronic gear such
as servers and networking components are
most often shipped in ECS’s rackmount
cases.
“Another aspect of the product is the
material used for the cases,” said Fletcher.
“We use fiberglass and carbon reinforced
polypropylenes and fiber reinforced
www.MLF-kmi.com

polyester which adds strength and rigidity,
reduces weight, and provides superior
performance.”
Case manufacturers endeavor to build
lighter products and, Zagres’ Johnson adds,
“at a lower price.”
“We are always battling to make our
products as light as possible,” said Fletcher.
Cases2Go will soon be introducing a
line of carbon fiber reinforced plastic that
will reduce the weight of cases by 20 to
50 percent. “In the tactical world we are
constrained by the two-man lift of 164
pounds,” said Root. “Lightening the case
provides the opportunity to pack another
piece of equipment in one case and not
having to have an additional case. When
you translate that to thousands of cases
transported around the world, it can have a
large impact on cost reduction.”
DoD plans future improvements in the
tracking and deployment of containers.
“We are working toward the self-reporting
container,” said Gorba. “Today’s RFID tags
mainly track cargo versus the asset itself.
Introducing
THE STRONGEST, LIGHTEST
RACKMOUNT CASE ON THE PLANET
Carbon Armor cases leverage the unique characteristics of CFRP
(Carbon Fiber Reinforced Plastic), an advanced composite utilizing
continuous fiber in a thermoplastic matrix, with a proprietary
manufacturing process. Our processing techniques and materials
science combine to yield a family of products that are without peer.
FEATURES
Once the cargo is removed, so is the tag.
We are looking to come up with a common
device that will stay with the container for
life. This will allow us to reduce the amount
of human intervention in the tracking of
containers and to apply technologies such
as satellite communications and GPS tracking.”
The Army is also planning to revamp its
container deployment capabilities. “We are
looking at lessons learned from operations
in Iraq and Afghanistan,” said Gorba. “We
will also be planning for future requirements
and contingencies. The idea is make
sure we have assets available for the first
180 days of the contingency. Containers
will be staged at strategic locations so that
they can be effectively deployed on time to
meet objectives.”
Carbone foresees the increased use of
technologies such as RFID or other sensing
devices for high-value cargo. There will
also be advances in container construction
design and in temperature and atmosphere
control.
Rugged CFRP exoskeleton with molded-in embossments
Natural carbon fiber, powder coat or CARC finish
Lightweight fixed or removable rackframe
Optional EMI / RFI shielding
Simply put, when it comes to shock, vibration and structural integrity, the Carbon
Armor rackmount case will out perform any composite case on the market today.
STRONGER » LIGHTER » CARBON
IT'S ELEMENTAL.
“There is likely an opportunity to
improve in the information flow between
the military and the carriers, and this could
help generate some efficiencies and reduce
management time on both sides,” he said.
“This would start with the forecasting and
booking processes and include the documentation
process, as well as having the
ability to share information on equipment
and cargo tracking.
“There are also sometimes divergent
needs between the carrier and the military
and sometimes between the different
divisions of the military,” Carbone added.
“There may be an opportunity for better
coordination between divisions that might
lead to a better use of equipment assets and
therefore to reduce costs.” O
DISTRIBUTED EXCLUSIVELY BY CASES2GO | 866.516.7057 | CARBONFIBERTACTICAL.COM
PATENTS PENDING
For more information, contact MLF Editor Jeff
McKaughan at jeffm@kmimediagroup.com or
search our online archives for related stories at
www.MLF-kmi.com.
Actual case color black, photo
lightened to highlight product features.
See our ground breaking case at
SOFIC 2011, Booth No. 1326
www.MLF-kmi.com MLF 5.4 | 17

The Magnalight MGS-DC-
30KVA-480-220-110 heavy duty power
distribution substation converts
single phase or three phase 480 VAC
electrical current to single phase
120V AC and 240V AC and provides
GFCI and integral breaker protection
on both input and line outs. This
power substation provides an effective
and safe current supply for operating
equipment and lighting in areas where
connection to native power is unavailable
or not desired. This unit can be
Searching Cargo
Containers
TiaLinx Inc., a developer of remotely controlled object
detection radars, has launched the OWL1-A, featuring an
ultra-sensitive radio frequency beam that is capable of
detecting the slightest motion, such as the breathing of a
person confined in a container.
The lightweight handheld sensor system with remote
display screen provides an ultra-wideband (UWB) radio
frequency beam that can detect a variety of live objects
concealed inside a container. OWL1-A can provide
images of activity detected at various locations within the
container from live objects. The system is ideal for rapid
screening of cargo containers deployed on land transportation
vehicles, airplanes and sea vessels.
Through a software-controlled interface, which is
integrated into a laptop and deployed remotely, the
OWL1-A can also be integrated with cranes that load
and unload cargo containers. This would allow for
rapid screening of hidden individuals automatically and
remove the need for expensive and bulky X-ray screening
systems.
The GHz RF scanner transmits wideband signals that
are highly directional and are reflected from the human
body. The received signals over the wide spectrum are
captured and processed in an integrated digital signal
processor.
“OWL1-A’s introduction is another breakthrough in
miniaturization of advanced UWB RF sensors pioneered by
TiaLinx for the last four years,” said Dr. Fred Mohamadi,
founder and CEO of TiaLinx.
18 | MLF 5.4
Compiled by KMI Media Group staff
Heavy Duty Power Distribution Substation
used to tap into 480 VAC
from a variety of sources
including generators and
direct grid power, which it
then steps down to usable
voltages and includes a
dedicated 480 volt feed
through for connecting a
welding station.
The power transformer
substation safely
converts 480 VAC single
or three phase current to
Mobile Solar Power Retrofits
GlobalWatt Inc., a manufacturer
of solar applications
for specialty markets, and
Silver Eagle Manufacturing
Company, a manufacturer of
military trailers, have entered
into a partnership agreement to
integrate GlobalWatt’s mobile
solar system onto Silver Eagle’s
defense and homeland securityqualified
transport systems.
Under the agreement,
GlobalWatt will offer retrofit
solar sub-systems to be integrated
onto Silver Eagle trailers
supplied to the United States
National Guard and Department
of Defense. Silver Eagle will
private label these solar products,
including GlobalWatt’s
stowaway Avanti (4kW) solar
system. The two companies will
also partner in the design and
engineering of GlobalWatt’s
Sun Pad product line, a singleaxis-tracking
5kW modular unit
mounted on a transportable
and scalable platform.
commonly-used 240 and 120 VAC, allowing operators
in industrial and commercial work areas to tap
into high voltage power sources and power their
equipment independently of the work area when
traditional power sources are unavailable or not
desired.
This unit is designed for connection to single
or three phase 480 VAC which it then steps down
to 120 and 240 VAC. The entire unit is completely
weatherproof and can be configured for single
phase or three phase operation and includes
a fully potted transformer, weatherproof GFCI
outlets and weather-tight panel box.
“This partnership is truly
an immediate all-win agreement
because it expands Silver
Eagle product offerings to
address the growing solar needs
of the National Guard and
the Department of Defense,”
said Jay Wilson, Silver Eagle
president and CEO. “Silver
Eagle’s 75 years of manufacturing
experience provides a
rugged and defense-qualified
transport system which is critical
to the rapid deployment
of GlobalWatt’s mobile solar
systems.
“Silver Eagle is wellentrenched
in the defense
marketplace and their products
meet the needs of both
the National Guard and the
Department of Defense,” said
Sanjeev Chitre, president and
CEO of GlobalWatt. “This
agreement capitalizes both
companies’ strengths and
creates impressive business
opportunities.”
www.MLF-kmi.com

AgustaWestland, a Finmeccanica company,
recently unveiled the AW139M, the customized
military version of the multi-role, AW139
helicopter, integrated with proven U.S. military
technology for the U.S. Air Force’s Common
Vertical Lift Support Program. “AgustaWestland
meets every U.S. Air Force CVLSP mission
requirement while offering substantial acquisition
and operational savings,” said R. Scott
Rettig, chief executive officer, AgustaWestland
North America. “The innovation and investment
made by AgustaWestland ensures the
lowest risk, most cost-effective replacement for
the CVLSP platform.”
Manufactured in the company’s
Philadelphia, Pa., facility and tailored with
U.S. military technology from suppliers across
the nation, the AW139M includes a high-definition
FLIR, self-protection equipment including
infrared detection and countermeasures,
avionics, and heavy duty landing gear. For mili-
Macsea is offering an independent hull
monitoring service designed to save fuel and
reduce emissions by detecting hull fouling as
early as possible. The new service, called Hull
Medic, uses automatic onboard data acquisition
to gather salient ship performance data
and transmit it ashore for detailed analysis.
Hull Medic will typically review 100,000 of a
ship’s data records per month, providing highaccuracy
statistical analysis for earlier detection
of hull fouling.
Hull Medic calibrates each ship’s propeller
as a power absorption dynamometer,
using propeller characteristics
and “clean-hull” ship
performance data. The
calibration establishes
CVLS Entrant
tary missions, the AW139M
features a low thermal
and acoustic signature
and is available with a
full ice protection system,
allowing all-weather operation
at the U.S. Air Force’s
northern-tier missile bases.
The AW139M CVLSP
also includes dedicated
equipment such as
armored seats to improve
crew protection; ballistically-tolerant,
self-sealing
fuel tanks; and an external
stores system for carrying
gun pods, missiles and air-to-ground rockets.
With unrivalled range and the highest powerto-weight
ratio in its class, the AW139M sets
standards of multi-mission performance in
hot and high conditions and with a cruise
the unique relationship
between
speed, propeller
rpm, and shaft
power for each
vessel. The
propeller can
then be
used to
track
Hull Monitor
speed of 165 knots. The AW139M provides 30
percent more cabin volume and 50 percent
more payload than the legacy CVLSP platform,
while maintaining a similarly-sized external
footprint.
power, fuel and emissions increases over time.
The technique works for ships with single,
double, fixed or variable pitched propellers.
Performance reports are provided to shipping
management on a timely basis such that
significant fuel penalties don’t go unnoticed.
According to the company, “Our new
Hull Medic system detected the onset of hull
fouling that was estimated to cost around
$136,000 per month of unnecessary fuel
consumption by one Navy ship. Fuel was
being wasted due to the 35
percent extra power
required to maintain
the ship’s
operating speed with
a fouled hull.”
www.MLF-kmi.com MLF 5.4 | 19

Q&A
Providing Front-line Logistics Support to Combat Units
LOG Sustainer
Major General Yves J. Fontaine
Commanding General
U.S. Army Sustainment Command
Major General Yves J. Fontaine serves as commanding general
of the U.S. Army Sustainment Command [ASC], a position he has
held since September 2, 2009. As commanding general of ASC,
Fontaine leads a global organization responsible for providing
front-line logistics support to combat units. The command manages
Army pre-positioned stocks located in strategic sites around
the world; maintains weapons and equipment at bases in forward
areas; and oversees the Logistics Civil Augmentation Program
[LOGCAP], which provides contractor support in theaters of operations.
Fontaine came to ASC from Kaiserslautern, Germany, where
he served as commanding general of the 21st Theater Sustainment
Command [TSC]. Prior to that assignment, Fontaine served as the
G4 [Logistics] for U.S. Army-Europe, 7th U.S. Army, in Heidelberg,
Germany.
Fontaine has also served as the G4 for the 82nd Airborne Division
and the G4 and Chief of Staff for U.S. Special Operations Command,
both at Fort Bragg, N.C. After assuming command of the
1st Corps Support Command, Fontaine deployed from Fort Bragg
to Southwest Asia in support of Operation Iraqi Freedom.
During Operation Desert Shield, Fontaine deployed to Southwest
Asia with the 24th Infantry Division. When Operation Desert
Storm began, Fontaine acted as liaison officer with France’s 6th
Light Armored Division. He then became support operations officer
for the 24th Infantry Division’s 24th Support Battalion at Fort
Stewart, Ga.
Other key assignments held by Fontaine during his career
include commander of the 82nd Forward Support Battalion, 82nd
Airborne Division; maintenance officer for the Bradley fighting
vehicle system materiel fielding team, and materiel operations
officer for the 19th Maintenance Battalion, 3rd Corps Support
Command, in Vilseck, Germany; company commander and battalion
maintenance officer with the 4th Infantry Division [Mechanized]
at Fort Carson, Colo; and platoon leader, shop officer and
battalion maintenance officer with the 8th Infantry Division in
Germany.
Fontaine was commissioned as an Army officer in 1976 following
his graduation from LaSalle University in Philadelphia,
Pa., where was named as Distinguished Military Graduate. Along
with the Bachelor of Science degree in management he earned
from LaSalle, he holds masters’ degrees in business administration
from Webster University in St. Louis, Miss., and in advanced
military studies from the Army’s Command and General Staff
College. He also completed the Training With Industry program
at the Defense Contract Agency in Indianapolis, Ind. His military
education includes the Ordnance Officer Basic and Advanced
Courses, the School for Advanced Military Studies, and the U.S.
Army War College.
Fontaine’s awards and decorations include the Distinguished
Service Medal; the Legion of Merit with two Oak Leaf Clusters;
the Bronze Star Medal; the Defense Superior Service Medal; the
Meritorious Service Medal with four Oak Leaf Clusters; the Army
Commendation Medal with one Oak Leaf Cluster; the Combat
Action Badge; and the Master Parachutist Badge.
Q: There are two specific programs I would like to talk about. The
first is EAGLE. Can you bring our readers up to date on its status
and what it hopes to deliver?
A: First, I would tell you that the Enhanced Army Global Logistics
Enterprise [EAGLE] is still in the acquisition strategy development
phase. The intent of the program is to provide a services acquisition
strategy that will be used to satisfy logistics requirements
worldwide. The multiple-award contract will provide for materiel
maintenance, retail/wholesale supply and transportation support
services to AMC and other Army agencies. It will also be available
to other services and federal agencies, as long as their requirements
fall within the scope of the EAGLE’s performance work statements.
www.MLF-kmi.com MLF 5.4 | 21

The primary purpose behind EAGLE is to create efficiencies
by implementing standards across materiel enterprise and
services-related functional areas while eliminating redundant
contracts and oversight requirements. EAGLE will eventually
replace multiple stand-alone contracts being executed today
and satisfy requirements by standardizing contract structures,
performance work statements and quality assurance surveillance
plans. It will be a globally tailored program that provides for
logistical support to prepare forces for deployment, sustainment
and redeployment.
The Army Sustainment Command, ASC, will control and
manage the EAGLE program, while the Army Contracting Command
will execute task order competitions within the contract.
Because it’s a multiple-award contract, we will continue to
compete task orders among a pool of prequalified contractors.
We envision seeing better contract pricing, reduced time from
requirements identification to contract award, and improved
quality of contractor performance; in other words, more effective
and efficient execution of logistics service requirements.
Soldiers will see more standardization of services worldwide,
and our Army field support brigades and battalions will be able
to offer a single source of logistics solutions for tactical and
operational requirements while reducing contractual oversight
requirements needed to manage multiple redundant contracts.
Where are we in the process? In February 2011, our EAGLE
team issued a sources sought synopsis to industry. As part of
our acquisition strategy development, we conducted additional
market research in order to evaluate the capabilities of interested
businesses to serve as prime contractors in support of
the EAGLE requirements. We further needed to clarify that the
contracts awarded under the EAGLE program will require prime
contractors to provide services in all three functional areas of
materiel maintenance, retail/wholesale supply and transportation
support. We also needed to assess industry’s interest and
capability in providing services at specific installations and to
assure that our strategy provided suitable opportunities for
small business. Lastly, we are finalizing our cost benefit analysis
that will form the basis of our recommended approach. We still
anticipate releasing the request for proposal [RFP] on or about
September 2011, with projected contract awards on or about
June 2012. A draft RFP will be released prior to the final RFP.
We will also host a pre-proposal conference and have follow on
discussions at our advanced planning briefing to industry being
held in August 2011. I urge all interested parties to attend all
forums we host regarding the EAGLE contract as feedback from
industry is an important element of our strategy.
Q: The next is LOGCAP. I believe that the transition to LOG-
CAP IV was completed in Afghanistan in about July of last year.
Tell me about LOGCAP and its task orders there.
A: The Logistics Civil Augmentation Program [LOGCAP] IV has
been a resounding success at providing sustainment service and
support in a tactical environment with a sustained quality that
has been truly transformative. LOGCAP was first established in
1985 to provide management support plans for Army contingencies
using civilian contractors. The latest iteration, LOGCAP IV,
a multiple-award task order contract, was awarded in April 2008.
Its success is derived from lessons learned on previous iterations
22 | MLF 5.4
of LOGCAP. The major change being that operations are now
executed through multiple performance contractors [DynCorp,
KBR and Fluor Corp.] and one support contractor [Serco Inc.]
versus one stand-alone executing contractor. The mission of the
LOGCAP IV contractors is to manage life support services such
as base operations and maintenance; power generation; dining
facilities; laundry services; morale, welfare and recreation
operations; water production; billeting management; sewage and
waste management; material handling equipment operations;
and providing fire fighting services.
To date, 13 task orders have been awarded under LOGCAP
IV to all three contractors. Task order five, awarded to Fluor,
includes 65 LOGCAP-supported bases in the northern area of
Afghanistan, and task order four, awarded to DynCorp, includes
approximately 50 bases in the southern area of Afghanistan. Task
Order 002, awarded to KBR in Iraq, includes warehousing, transportation
and postal operations. Base life support [BLS] services
in Iraq remain under LOGCAP III with KBR. We conducted a
business case analysis and determined that it was not cost-effective
to transition BLS to LOGCAP IV amid the rapid drawdown
and planned closures of multiple forward operating bases.
I look at all four contractors as true partners in support of
our contingency operations.
Q: Other than EAGLE, do you have any major acquisition
efforts under way or planned for the near term?
A: Although EAGLE is our main focus right now, we will be
recompeting the LOGCAP support contract in the near future.
Q: How will the Lead Materiel Integrator effort improve Army
materiel distribution? How does this fit into ASC transformation?
A: On March 22, the Secretary of the Army designated the Army
Materiel Command as the Army’s Lead Materiel Integrator,
which essentially means that AMC has the authority to run the
Army’s materiel distribution processes as part of the materiel
enterprise. As AMC’s operational arm, we become the executing
agent responsible for getting the right equipment to the right
place at the right time.
This is no small task, because to do it right, we have to build
a system that allows us to see all the equipping demands, like
upcoming deployments, Army support to other services, and
new equipment fielding, and balance that with supply—all the
Army’s equipment—over time. The Secretary of the Army also
designated the AMC’s Logistics Information Warehouse [LIW],
maintained by the Logistics Support Activity [LOGSA], as the
Army’s authoritative logistics database. This authority, to fill
all the gaps and seams in our data, will enable us to see all the
equipment in one place—a key element to developing equipping
solutions for our Army.
I am confident that we will get this right. We will rely on an
automated decision support tool to connect the requirements to
the equipment in LIW to help us create distribution solutions
based on all Army priorities. The automation will help us gain
visibility of all Army equipment and we’ll rely on our Distribution
Management Center and Army field support brigades to make
the system work day to day. There’s nothing like being on the
www.MLF-kmi.com

Sighting a Greener Future
Fluor is setting our sights and energy towards greening efforts for military facilities and operations.
As your challenges and requirements evolve, we are ready with proven technologies and
approaches that reduce carbon footprint and lower cost.
www.fluor.com
© 2011 Fluor. All Rights Reserved.
ADGV067111

ground to get the ground truth. Ultimately, every time we plan
for equipment to move, some supply sergeant in the field will
make that happen, and we have to make sure we set him up for
success.
What this does for the Army is optimize the use of its equipment
in the most effective, efficient way. In the last year, we’ve
run a series of exercises and rehearsals with participation from
all stakeholders across the Army to map our business processes.
We are also developing a transition and implementation plan on
how we’ll execute this very important mission with anticipation
of assuming the mission by February of next year.
Q: While on the subject, can you detail ASC transformation
efforts?
A: The Army Sustainment Command was established in 2006
as a major subordinate command of the Army Materiel Command.
This year, ASC celebrates its fifth anniversary, and ASC
today is nothing like the ASC of 2006. Today, change is no
longer an anomaly that we must endure or manage, but rather
an ever-present reality. Accordingly, ASC is in the midst of
transformation as we rise to meet the challenge of sustaining
full-spectrum operations worldwide. ASC transformation is
built around several major lines of effort: executing agent for
AMC’s role as the Lead Materiel Integrator; the realignment
of Directorates of Logistics from the Installation Management
Command; implementation of the EAGLE Acquisition Strategy;
leveraging sustainment organizations for materiel management
in CONUS; and assuring that the ASC force structure continues
to support a transforming Army. The goals of these lines of effort
are simple. We must continue to provide seamless support to
senior commanders, leveraging the sustainment and materiel
management and distribution capacity of AMC [ASC] by connecting
the wholesale/industrial base to the operational force.
As the soldiers face to the materiel enterprise, we will continue
to leverage our force structure to synchronize materiel distribution
and integrated materiel sourcing solutions according to
Army priorities, in order to meet the equipping aim points and
meet equipment readiness standards of the units we support.
We must have the right equipment, in the right quantity, in the
right place and at right time to make this work. It’s all about
executing effectively while doing so in the most efficient, costeffective
manner.
We must leverage the Directorates of Logistics [DOLs] in
order to optimize maintenance capacity and capability. We
must move towards establishing a single source of repair on an
installation—much like a storefront—that enables efficiencies
by reducing, consolidating and eliminating redundancies in
maintenance and supply capabilities. We have already begun the
migration of the field logistics readiness centers into the DOLs
[storefront] to reduce redundant capabilities and provide the
AMC one-stop shop on a garrison that is able to leverage the
materiel enterprise capabilities in support of requirements.
We also are seeing some tremendous benefits by joining with
Forces Command to better leverage, through a collaborative
effort, the ASC, Expeditionary Sustainment Command, and sustainment
brigade materiel management capabilities in order to
provide senior level sustainment expertise and materiel management
requirements to senior commanders and supported units.
24 | MLF 5.4
Q: Tell me about your efforts to train and educate professional
logisticians?
A: The command’s ability to train professional logisticians is critical
to successfully executing our assigned missions. Our training
program not only involves logistics skill-set training, it also
focuses on broadening leadership skills. The civilian and military
workforce begins logistics education by attending a number of
orientations into Army logistics. Because ASC primarily executes
its mission through contracting, we are also assuring that our
workforce gets the right acquisition corps training and certifications
that they need to perform their jobs.
Contracting plays such a huge role in our mission that it is
critical we teach our workforce not only how to put together the
acquisition documentation to get a requirement on contract, but
also to understand the workings of the acquisition process and
the oversight requirements associated with assuring that we’re
getting what we’re paying for from the contractor. We aren’t
teaching our folks to be procuring contracting officers, but we are
teaching them to understand their roles and how they can influence
the process during the requirements determination and contractual
oversight phases of an acquisition effort. Given that we’re
transitioning to an era of becoming more and more efficient,
we’ve developed a great training program with a local college to
teach our workforce about the mechanics of developing a cost
benefit analysis…in line with where the Army is moving towards
a cost-centered culture. Our focus is centered around costs…and
getting the most effective results in the most efficient manner.
To complement the logisticians’ training and education, ASC
trains leaders in Army transformation and strategic change. We
have instituted an internal leadership program for our civilians
beginning at the lower grades and ending at the GS-15 level.
We found that many of our civilian leaders, unlike their military
counterparts, had little to no formal leadership training. Our
tendency was to promote great action officers with the hopes
that they could lead. Our program, entitled Journey to Leadership,
or JTL, offers insights into leadership skills that can be
grown over the course of a career. Our thought is that if we start
early, then we can have the ability to grow the bench over time
and have a successful succession strategy that is unmatched by
any other Army organization comprised primarily of civilians.
As part of our JTL program, we have senior logisticians, both
military and civilian, attend a week-long Senior Leader Workshop
designed and presented by the University of North Carolina. This
workshop brings together brigade and battalion commanders/
command sergeants major and senior staff members [GS14/15s]
to further develop their leadership skills on adapting to change.
Topics include executive decision making, change management
and organizational strategy. Senior leaders further their logistical
knowledge by gaining insight into how logisticians provide leadership
and solutions in the materiel enterprise realm.
Military and civilian logisticians also receive resiliency training
to develop self-awareness of leadership dynamics and how to
face post deployment challenges.
Q: Has the command been tasked with any humanitarian support
efforts for Japan? Have the earthquake and subsequent
tsunami impacted the prepositioned stocks there or any other
element of your command?
www.MLF-kmi.com

A: Our 403rd Army field support brigade has been providing
tremendous support to the tsunami relief efforts in Japan
since mid-March. As directed, we have been issuing Army
prepositioned stocks located at Sagami Depot, south of Tokyo.
To date, we’ve issued generators, heaters, forklifts, a food
sanitation center, floodlights, trucks and hundreds of pieces of
other ancillary equipment. The 403rd AFSB is also providing
sling-loading equipment for helicopters to deliver supplies to
remote villages and more than 93,000 meals ready to eat. The
materiel was signed over to the 35th combat sustainment support
battalion and transported to an operating base near Sendai.
Lieutenant Colonel Douglas Pietrowski, Army Field Support
Battalion-Northeast Asia commander, is my commander in
Japan providing command and control of this APS operation.
We’ve evacuated some AMC dependents who voluntarily decided
to leave Sagami Depot and Yokohama North Dock in Tokyo Bay
back to the United States. We already have plans in place to draw
stocks such as cots, sleeping bags and blankets, in case we have
to evacuate more people from Japan to Korea. Prior to return
of this equipment to APS storage, the equipment will undergo
cleaning, maintenance and thorough radiological decontamination
checks.
Q: What are the storage challenges when dealing with the prepositioned
stocks around the globe?
A: As always, our goal is to have the luxury of a controlled
humidity storage environment to reduce maintenance and
storage costs while increasing the readiness of our APS fleet.
In many cases, this is not feasible given the environment we’re
operating in. Our support from host countries is extremely
positive. We abide by each country’s customs and regulations,
but we’ve had longstanding partnerships with our allies in
Italy, Japan and Korea where most of our overseas APS stocks
are forward positioned [excluding equipment being used in
SWA]. These countries have provided us with superb facilities
in strategic locations. Additionally, we employ local nationals
to maintain the equipment, which provides a positive economic
impact. Our largest CONUS APS operation is in Charleston,
S.C., where we support our prepositioned afloat mission. This
site, converted for our use and originally built as a Navy missile
maintenance site, provides an adequate capability to meet our
maintenance requirements, but provides limited use for longterm
storage operations given an inability to protect equipment
in a controlled environment.
Q: Tell me a little more about your advanced planning briefing
for industry coming up.
A: As you know, we host an APBI every year. We’re planning to
have one again in August. Last year, we had an attendance of
more than 300 people, from both small and large companies,
and we expect just as much interest this year. We do these APBIs
to share information on ASC’s upcoming contracts and services.
The agenda is not yet final on this year’s event, but we’ll have
briefings from our command personnel and senior industry
executives. I imagine that this year’s APBI will generate considerable
interest from industry to learn more about our plans for
EAGLE. I have also asked our community partners to be part of
this conference and to discuss with our industry partners the
tremendous opportunities that the Quad Cities region provides.
Q: Are seven field support brigades enough? Do you foresee any
growth in the organization?
A: That’s an area we have been looking into for the past several
months. We have also been focused on the proper alignment of our
AFSBs. The role of the brigade has expanded with the realignment
of DOLs and ASC’s designation as the Lead Materiel Integrator’s
executing agent. I am confident that the AFSBs will continue to
serve the Army well. With the drawdown in Iraq by the end of
December 2011, we will move the 402nd AFSB into Kuwait to
continue clearing equipment coming out of Iraq. We are relooking
our entire force structure footprint and will make some recommendations
this summer to the Army Materiel Command on the
best approach to meet the needs of a changing Army.
Q: Any closing thoughts?
A: As you can see, the Army Sustainment Command continues to
provide a critical capability to the Army around the world. I am
continually amazed at the dedication, professionalism and flexibility
of our military, civilian and contracted workforce. They are
truly our center of gravity and I am extremely fortunate to be part
of their team. O
www.MLF-kmi.com MLF 5.4 | 25

Fueling the Warfighter
the need to fuel the military’s appetite for fuels and oils is
seemingly unending—But the chain is never Broken.
Supporting the warfighter and accomplishing Department of
Defense goals around the world would not be possible without a
key ingredient: the energy sources that fuel their missions. Meeting
the fuel requirements of DoD is a great challenge, and one that is
accomplished through the hard work of many agencies, companies
and individuals.
Delivery of fuel supplies to frontline locations in a wartime or
contingency operation is very complex and involves coordination
and support from numerous parties. According to Mark Iden, deputy
director of operations at DLA Energy, “Typically DLA Energy delivers
fuel to central hubs or other locations to which safe transit can be
accomplished by our commercial contractors. DLA Energy therefore
ensures adequate inventory levels are maintained at these locations
and throughout the overall supply chain. From the central hubs or
other locations, the military services generally are responsible for the
forward distribution of the fuel to the frontline locations. This is a
complex process but one that has been successfully employed by DLA
Energy and the military services over an extended period of time.”
DLA Energy provides fuel and energy support to customer
locations throughout the world, utilizing a variety of acquisition
approaches and contracting tools. Each scenario brings its own set
of challenges, but DLA Energy has an experienced staff (to include
regional offices throughout the world), a vast level of knowledge of
the fuel and energy marketplace, and solid working relationships with
suppliers and distributors to ensure that customers are supported
in a timely manner. DLA Energy employs all of these attributes to
meet normal peacetime requirements for both the U.S. Department
of Defense and many of the federal civilian agencies DLA supports, in
addition to meeting the more challenging wartime and contingency
operation type requirements.
In fiscal year 2010, DLA’s net fuel sales to DoD totaled over 117
26 | MLF 5.4
By kelly fodel
mlf correspondent
fodelk@kmimediagroup.com
million barrels. According to Jean Blackburn, director DLA finance
energy, the Air Force was the biggest customer, purchasing 63.57 million
barrels. The Navy bought just over 32 million barrels, while the
Army bought 19.69 million. The Marines purchased just over 500,000
barrels. Blackburn said DLA Energy procures fuel in accordance with
Federal Acquisition Regulations using firm fixed-price contracts that
include an economic price adjustment clause. Typically, the purchase
price is adjusted anywhere from daily to weekly in correlation with the
changes in the price indicator listed in the contract.
Captain Kurt Waymire is the director of the Naval Supply Systems
Command (NAVSUP) Energy Office. His office manages the Navy’s
defense fuel support points (DFSPs) that are part of the DLA Energy
chain. While DLA handles the contracting for the bulk fuel, Waymire’s
office manages the water terminals and distributes the fuel.
“From the terminals, you distribute via pipeline or via barges, or
we will fill up the oilers and send them out to refuel the ships at sea.
So there are multiple ways we supply the fuel support to the ships and
our shore and naval air stations,” said Waymire.
Navy fuel management can be a complicated process, but Waymire
said their locations around the world help to facilitate the process.
Managing fuel efficiently is key. Every year, Waymire said, they generate
requirements of what they believe they will need in each location.
Then they work with DLA Energy as DLA sets up contracts. “It is kind
of a delicate balancing act to make sure that as we have a DLA resupply
tanker or we’re about to receive a resupply at one of our facilities via
pipeline, that we have the empty tank space to accept that fuel,” said
Waymire. “That process just keeps repeating itself. It is really driven by
looking at what our average through-put has been. Take a place like
Hawaii, for example. Next summer you’ve got a major exercise coming
up, so you have to look at how those requirements are going to be
laid out over a four to six week period, and then time the resupply of a
www.MLF-kmi.com

Better ideas. Better innovations. And better implementation to suit the needs
of those in the fi eld. At HDT, world-class engineering leads to world-renowned
products through a process that pairs the brightest minds in the business
In the battle of brains vs. brawn,
we opted to take both sides.
with experts who’ve earned their stripes in the fi eld. In the end, that means
expeditionary systems and components that are as smart as they are strong.
Just like the forces that rely on them to work fl awlessly day after day.
SHELTER SYSTEMS GENERATORS HEATERS/AIR CONDITIONERS NEW TECHNOLOGY DEVELOPMENT PARACHUTES ROBOTICS
hdtglobal.com

DLA tanker into there to give them, for example, more diesel fuel for
the ships. So it is a lot of requirements planning and a lot of interface
with DLA Energy to make sure we have the space available to accept
the next purchase of fuel.”
Another factor is that many of the facilities are older and require
more maintenance. There are tank inspections and safety inspections,
for example, that may hinder the process and must be managed and
properly timed to ensure the same through-put of fuel.
going green
While millions of gallons of traditional fuel are used by DoD every
year, there is also a concentrated effort to pursue alternative energy
methods. Limiting the use of traditional fuels not only saves major
amounts of money, but results in increased safety for the warfighter,
by reducing security risks. DLA Energy is actively supporting the
military’s efforts to achieve the stated alternative fuel related goals.
“DLA Energy has and will continue to procure alternative jet fuels
and marine diesel used in the services’ test and certification program,
said Jeanne Binder, DLA Energy’s research and development program
manager. “DLA Energy has partnered with the military services on
research and development efforts related to alternative fuel. DLA
Energy also collaborates with other federal agencies and the private
sector in advancing the development and integration of alternative
fuels into the supply chain.”
Captain Waymire said NAVSUP is planning a major initiative for
28 | MLF 5.4
INTELLIGENT
ENERGY
CONTROL
SYSTEMS
next summer, the Great Green Fleet. They are currently contracting
for and planning a demonstration that will involve a fleet exercise in
which they will use hydro-renewable jet fuel and hydro-renewable diesel
fuel. “We are going to buy 100,000 gallons of the hydro-renewable
jet fuel, and 350,000 gallons of the hydro-renewable diesel, blend those
to a 50-50 blend with the JP-5, our normal jet fuel, and F-76 our normal
diesel fuel on the ships. So we will have a total of 200,000 gallons
of the jet fuel and 700,000 gallons for the diesel fuel, and then we are
going to use that as part of the exercise to show how we are about to
burn these fuels on our ships.”
In 2016, they plan to sail the Great Green Fleet. In that initiative,
the requirements are substantially higher. They are planning to buy
40,000 barrels, which is about 1.68 million gallons each of the hydrorenewable
jet fuel and diesel fuel. The logistics challenges will be much
more substantial, because once the fuel is blended, about 80,000 barrels
of each product must be stored. “That’s not a drop in the bucket,
that’s a lot of tanks at a major facility,” said Waymire. “A lot of logistics
challenges to work through, but we will get there.”
efficient energy control
In addition to using renewable sources of energy, DoD is looking at
opportunities to manage fuel and power in more effective and efficient
ways.
In addition to using renewable sources of energy, DoD is looking at
opportunities to manage fuel and power in more effective and efficient
ways, and lessen the dependency on traditional fuel. For example, final
environmental testing will commence next year at APG on a tactically
deployable micro-power grid, created by Williams-Pyro, which won
a 2011 Tibbetts Award for technological innovation. The Intelligent
Energy Control System (IECS) is an energy-efficient, plug-and-play
micro-grid, which could save a significant percent of the DoD’s
power-generation costs. The IECS is a scalable, mobile power grid that
accommodates renewable and nonrenewable energy sources. It manages
the power sources and electrical loads for optimal grid efficiency.
With innovations like distributed controls and power-source neutrality,
it can accept a range of power sources (like generators, solar, wind,
or batteries), integrate them intelligently, and distribute high-quality
power economically, which slashes fuel consumption.
“We are talking about a brand-new technology,” said Pat Jacob,
business development manager at Williams-Pyro. “What does it save
in fuel? The generators are better managed so the fuel consumption
goes down. We estimate that you are getting a 25 percent to 28 percent
fuel savings. The way I look at it, if I can take one out of every four fuel
trucks off the road, I am lessening the frequency, and that is a nice contribution.”
The IECS also is estimated to improve operating efficiency
by nearly 40 percent and reduce excess capacity by almost 90 percent.
While innovators continue to research and develop new sources
of energy, in the end, it comes back to supporting the warfighter and
providing efficient and more secure ways to fuel their missions. “It is
an evolving mission. Our programs are getting bigger and bigger,”
said Iden. “The military services are looking for us to pick up more
responsibilities… We are proud of what we can do to support our
customers.” O
For more information, contact MLF Editor Jeff McKaughan at
jeffm@kmimediagroup.com or search our online archives for related stories at
www.MLF-kmi.com.
www.MLF-kmi.com

By henry canaday
mlf correspondent
canadayh@kmimediagroup.com
Forward logistics is the toughest part of the supply chain, and
without it all of the high-tech systems and massive warehouses
in the rear are useless. The military service must play the major
role here, in both repairs and delivery of replacement parts. But
major contractors provide crucial assistance, in advice and testing,
in training, in making crucial requirement forecasts and managing
part distribution, and sometimes in parts delivery and actual
repair work.
ITT’s Single Channel Ground/Airborne Radio System (SINC-
GARS) is a U.S. Army standard combat radio, with some used by
the Marines and other services.
ITT provides spares of both
entire radios and components to
warfighters through the Army’s
supply system, said Doug Doerr,
logistics service support manager
for ITT Communication Systems.
SINGCARS was designed so that
modules would simply be replaced,
rather than repaired. The Army
handles distribution of spares for all
Doug Doerr
the services.
Reset of SINGCARS is performed
by the Army in Iraq and Afghanistan at organic intermediate maintenance
facilities. Logistics support activity and federal logistics
data systems track the parts from inventory to the maintainer.
SINGCARS availability has been maintained at more than 99 percent
and predicted mean time between failure is more than 3,500
hours, versus a requirement of 2,329 hours.
Doerr said the toughest support challenge in Iraq and Afghanistan
is having replacement parts available both where and when
they are needed. “There is not a large need for spare modules
because they are so reliable, but given the density of deployment
there is some need.”
One requirement is ensuring the initial diagnosis of the faulty
module is correct, or the wrong modules may be ordered, clogging
up the supply system and delaying the correct replacement.
So ITT has a forward support facility in Afghanistan that screens
modules that have been coded as needing repairs. Modules that
test “Good” are returned to inventory for use. The screening station
also tests other ITT equipment and systems supplied by other
manufacturers.
For the Marines, ITT provides the transition switch module
(TSM), essentially a high-tech switchboard for local and remote
subscribers, circuit switching and multiplexing and other services.
The Marines also use ITT’s Joint Enhanced Core Communications
System (JECCS), which includes TSM and other gear in a shelter
mounted on a heavy high mobility multipurpose wheeled vehicle.
Field repairs of both TSM and JECCS are done by another
private firm under a separate contract with Marine Corps Systems
Command (MARCORSYSCOM). “They troubleshoot and replace
line replaceable units,” Doerr said. Faulty equipment is sent first
to a Marine depot in Albany and may be sent to ITT for warranty
repair. ITT system engineers do major overhauls in Charleston,
S.C., for both TSM and JECCS. The firm uses its equipment tracking
system to track equipment delivered to the Marine Corps, as
well as all warranty repairs.
ITT is currently fielding the Global Network on the Move
Active Distribution, a system for voice, video and data communication
over satellite that can be mounted on a wide variety of
vehicles. ITT field support engineers will do field repairs initially,
using parts from initial spare stocks.
www.MLF-kmi.com MLF 5.4 | 29

Sikorsky has CH-53 Sea Stallions deployed with the Marine
Corps and UH-60 Black Hawks deployed with the Army, Air Force
and Special Operations Command in Iraq and Afghanistan. George
Mitchell, director of military customer support, estimates roughly
400 helicopters are deployed in both theaters.
Sikorsky works through the Defense Logistics Agency (DLA)
to ship needed parts into theater. Mitchell says the real key is
making accurate forecasts of part requirements, as many parts
require long lead times and must be made by Sikorsky’s 1,600 own
suppliers. “We work closely with the Army and have field service
representatives (FSRs) on the ground to gather information, do
analytics and predict what parts will be needed.”
When units using Sikorsky equipment are deployed, the company
works with them to ensure initial stocks of spares will be
adequate at forward operating bases. As experience is gained in the
field, it is used to improve the design of components: for example,
engine filters.
Organic units do field repairs, with coaching from Sikorsky
FSRs. Aircraft or components needing deeper repairs are returned
to Corpus Christi for the Army’s Black Hawks and Cherry Point
for the Marines’ CH-53s. If necessary, they may get further maintenance
at Sikorsky’s factory. The Army handles most repairs and
the supply chain for all the Black Hawks, including those flown by
the Air Force and special operations.
The biggest support challenge is that these aircraft operate
in tough environments, “very dirty and dusty,” Mitchell said.
“We make a forecast three to five years out so our suppliers can
make the capital investment to be responsive, and we drive a hard
bargain on price.” Sikorsky partners with the Army at Corpus
Christi, but does not have a performance-based logistics (PBL) or
contractor logistics support (CLS) agreement on either CH-53s or
Black Hawks. “We are in conversations with the Army on a PBL,”
Mitchell noted. Sikorsky uses SAP to track and manage its own
supply responsibilities.
Sikorsky is now supplying S-92s and S-61s rotor-wings for
civilian uses in Afghanistan. Support will be provided under a total
services agreement by HSI, one of Sikorsky’s sister companies.
Navistar has its 7000-MV trucks serving with
the Iraqi and Afghan armies and police forces,
noted Jim Grooms, director of sustainment
for Navistar Defense. “These are
medium-duty trucks and have all sorts
of variants, for water, fuel and cranes,”
Grooms explained. He estimates
there are 10,000 in Afghanistan and
more than 8,000 in Iraq. The 7000
series is a ruggedized, militarized
version of commercial trucks.
For the U.S. military, Navistar
provides the MaxxPro mine-resistant
ambush protected (MRAP) family of
vehicles, including the lighter Maxx-
Pro Dash and a new MaxxPro wrecker.
Counting all trucks and MRAPs
for both U.S. and local forces, Grooms
estimated Navistar has more than
25,000 vehicles in Iraq and Afghanistan.
For the 7000-MV trucks, Navistar uses
30 | MLF 5.4
a commercial network for part and service support. It has signed
up commercial firms in Afghanistan and Iraq to provide parts for
the trucks, training manuals and technical tools. “Typically we
establish a dealer relationship, with a company that is already in
the country or is going in,” Groom explained.
AMS Automotive provides services for Navistar 7000-MVs in
both countries.
For the MaxxPro MRAPs, Navistar provides most parts to the
military in the United States and these parts flow through the
military supply chain for distribution to the field. The exception to
this rule is their wrecker. Parts that are unique to this vehicle and
not common with other MaxxPro MRAPs are delivered by Navistar
itself to the field.
Navistar has field FSRs in Iraq and Afghanistan. These reps
advise on maintenance decisions, instruct customers on both
operation and maintenance procedures, and “turn wrenches”
when necessary, Grooms said.
A Navistar country manager is meeting with Iraqi Army and
police officials to establish long-term operational and training
programs for 7000-MVs. A similar program will be launched in
Afghanistan. Parts will continue to come from the dealers Navistar
has established in both countries.
General Dynamics Land Systems’ main platforms in Iraq and
Afghanistan are the M1 Abrams, the Stryker infantry armored
vehicle and the MRAP RG31. GDLS has over 500 employees
deployed in the two theaters to support its equipment.
“The Stryker is on full CLS,” said GDLS Senior Vice President
Rick Gillette. “We have a warehouse for parts in Washington and
are responsible for distribution of parts.” Under CLS, GDLS is also
responsible for much of the field repair on Strykers in both Iraq
and Afghanistan and has GDLS employees stationed at forward
observation bases.
CLS was initially used for the Stryker because deployment was
so fast there was not time to prepare organic capabilities. Although
GDLS has been responsible for part distribution, parts go out
under a government bill of ladling and movements are tracked by
an Army system.
Even on Strykers, the Army is going from “blue to green,” Gillette
said. This is the shift from contractor repair work
to repairs done by uniformed soldiers in organic
units. The Stryker brigades in U.S. garrisons
have already made the shift, but the two brigades
in Iraq and Afghanistan have not yet been
converted.
The other platforms have
been handled more traditionally.
“For Abrams and MRAPs,
they use the government for
the supply chain, but we have
FSRs deployed with the brigades,”
Gillette explained. For
the RG31, 70 FSRs help the
military’s organic units with
troubleshooting, but soldiers
do day-to-day repairs. “We also
help them order the right parts
and tell them when to order. We
are the platform experts.”
Transition switch module. [Photo courtesy of ITT]
GDLS is selling 140 Abrams
www.MLF-kmi.com

tanks to the Iraqi Army and is helping to train Iraqi soldiers on
troubleshooting the tank. Iraqi and U.S. officials must still determine
how these Abrams will be supported over the long-term.
The main support challenge for all GDLS platforms has been
the conflicts in both theaters. “They have been hit
pretty hard out there,” Gillette observed. GDLS has
two battle-damage-repair stations for the Stryker, one
in the U.S. and one in Afghanistan. All battle-damage
work on the Abrams is done at Anniston Army Depot.
“We have a warfighter forum each year so they
can tell us about their successes and what they would
like to see improved,” Gillette said. “We get a lot of
mail about how much they appreciate our people
being out there. We are one of the few companies that
have so many people out there. And most of ours are
ex-military, so they know what to expect.”
Lockheed Martin provides direct support to MAR-
CORSYSCOM in Afghanistan with an integration team that performs
inspections and installations of Army and Navy vehicle
radio-communication systems used in six-wheel-drive all-terrain
vehicles and the new Marine Corps heavy payload truck, according
to Carey Smith, vice president of technical services at Lockheed
Martin Global Training and Logistics.
Since 2003, Lockheed mechanics have provided field and
sustainment maintenance in Kuwait and field maintenance in
Afghanistan, primarily for U.S. Army vehicles. This can include
“anything from small power generation equipment and wheeled
vehicles such as Strykers and MRAPs, to tracked vehicles such as
the M1,” Smith said.
Lockheed has a PBL, the Fleet Automotive Support Initiative–
Global, with DLA. Under this PBL, “we deliver more than 1,200
part numbers to repair tactical and non-tactical wheeled vehicles,”
Smith said. Lockheed Martin is also responsible for ensuring
aircraft tires are delivered to the Navy under the Naval Tires PBL
program and to the Army and Air Force under the Aircraft Tires
Privatization Initiative.
Locate critical parts in seconds
at www.ILSmart.com
Rick Gillette
Lockheed Martin repairs and maintains the fleet of special
operations aircraft, ground vehicles, weaponry and electronic
equipment. “This includes managing a global supply chain of
parts, warehouses and depots,” Smith said. “This means having
the processes in place to anticipate and prepare for
fast-turn requirements in support of U.S. missions
around the world.”
Through the Army Sustainment Command and
Army Materiel Command, Lockheed manages the
field logistics readiness centers at Forts Benning,
Bragg and Stewart. These focus on heavy armor
combat vehicles, large and small trucks, weapons,
communications equipment, night vision and other
sensors, kitchens, water purification and artillery.
Supply chains work differently depending on
program. For tire programs, warfighters place
orders through regular channels, and orders are
passed electronically to Lockheed’s execution management system
and sent to the appropriate warehouse. Tires are shipped by
common carriers. Under the Fleet Automotive PBL, international
orders are sent first to government consolidation points for overseas
shipping.
Lockheed developed its own system, SCM+, to manage the
supply chain, with an execution suite to oversee orders, inventory
and warehouses and a decision-support system to plan, forecast
demand and anticipate needs.
Smith said the toughest support challenges in Iraq and Afghanistan
are hostile environments and activities, and the terrain in
Afghanistan. “Road networks are in short supply and those that do
exist are heavily traveled and not in optimum condition.” O
For more information, contact MLF Editor Jeff McKaughan at
jeffm@kmimediagroup.com or search our online archives for related stories at
www.MLF-kmi.com.
When the mission is to sustain combat-ready air power...
the solution is ILSmart.
Inventory Locator Service, ® LLC
1-901-794-5000 (Worldwide) • 1-800-233-3414 (N. America) • marketing@ILSmart.com • www.ILSmart.com
MLF_Mar2011.indd 1 3/7/2011 2:38:10 PM
www.MLF-kmi.com MLF 5.4 | 31

The 21st century may well be described as the green millennium,
as the push for environmentally-responsible policies and products
permeates the civilian and military worlds. From solar paneled roofs
to hybrid vehicles to specific driving regulations to reduce fuel usage,
more companies are investing in technologies that allow them not only
to produce environmentally friendly consumables but also to minimize
their own environmental footprint in the process. The federal government
has made green a priority, and on October 5, 2009, President
Obama signed Executive Order (EO) 13514 “Federal Leadership in
Environmental, Energy, and Economic Performance,” which aims “to
establish an integrated strategy towards sustainability in the Federal
Government and to make reduction of greenhouse gas emissions a
priority for Federal agencies” and supplements EO 13423 “Strengthening
Federal Environmental, Energy, and Transportation Management”
signed by President Bush in 2007.
green initiatives
As DoD’s largest combat support agency, the Defense Logistics
Agency (DLA) sustains military operations and is responsible for almost
all of DoD’s consumables, from uniforms to construction supplies—
and perhaps most critically—fuel. In one of the largest fuel cell pilot
programs in the world, DLA has integrated more than 115 hydrogen
fuel cell forklifts and four hydrogen fueling systems into four DLA
operations nationwide. Compared with petroleum- and battery-power,
hydrogen fuel cell offers the potential for lower emissions, said DLA
spokeswoman Mimi Schirmacher. Additionally, DLA is testing hydrogen
delivery capabilities, both from purchased hydrogen and from
hydrogen that is generated naturally from excess wastewater treatment
digester gas.
The U.S. Army Tank, Automotive, Research, Development and
Engineering Center (TARDEC), located in the Detroit Arsenal, is the
systems integrator for all manned and unmanned DoD ground and
32 | MLF 5.4
defending the nation today
means planning on Being
good stewards of tomorrow.
By maura mccarthy
mlf correspondent
mccarthym@kmimediagroup.com
combat support systems. On the cutting edge of green initiatives,
TARDEC develops, matures and integrates technologies into the current
and future ground fleet, focusing on both tactical and non-tactical
vehicles.
Not only does TARDEC work to develop green technologies for
military vehicles, but the command also integrates environmentally
responsible practices on base. In 2003, TARDEC was the first Army lab
to be ISO14001 certified and is currently building a new ground system
power and energy laboratory that will be LEED Silver certified. With
vehicles playing an integral role in logistics on military bases, TARDEC
is also involved in greening other installations. At the Schofield Barracks,
Hawaii, TARDEC has developed a 250 kW solar powered microgrid
that partially powers the base and integrates a vehicle-to-grid or
grid-to-vehicle model. Chief Scientist Dr. David Gorsich explains that
such micro-grids can be used on a smaller base, such as forward operating
bases, where vehicles can tie into an alternative energy power grid,
providing power to the base and essentially becoming a generator; in
reverse, the base micro-grid can actually power the vehicle. TARDEC is
planning on building a micro-grid on its own facility as well.
As a leader in energy efficiency, HDT engineers develop innovative
solutions including environmental control units, filtration systems,
heaters, shelters and power generation sources for expeditionary environments.
The HDT environmental control unit (ECU) product line
includes air conditioners that contain environmentally-sound coolant
refrigerant and scroll compressors that allow units to be more efficient.
HDT has also begun testing an energy efficient environmental control
unit (EEECU) that uses less power as compared to currently fielded
units.
HDT is also the sole provider of an SHC heater, a thermo-electric
heater that is self-powered, which reduces the load on the base’s power
grid. Vice president of business development for HDT Expeditionary
Systems, Mike Stolarz, broke down the numbers. “A 35 kW generator
burns two and a half to three gallons of fuel per hour under full load to
www.MLF-kmi.com

provide a heat source. We can run the SHC heater by itself burning 0.2
gallons per hour, which is tremendous when you multiply that by the
hundreds.” Both the EECU and SHC are standard for the Marine Corps.
Additionally, HDT engineers solutions to render exiting shelters
more efficient through better insulation and incorporates these solutions
into new models. HDT’s shade fly provides solar mitigation by
reducing the solar load on the shelter so that less energy is used to
cool it. HDT radiant barriers, currently used by the Marine Corps, are
inserted on fielded shelters as well as in new shelter systems. The HDT
Tempshield radiant barrier is effective in mitigating conductive, convective
and radiant heat transfer forms. The barrier alone has reduced
ECU run times by over 50 percent.
When it comes to legacy power systems, Stolarz noted that these
standard issued systems will not all be replaced, but they are just not
as “smart” as they need to be. He explained that “the question then
becomes how to enhance or ‘product extend’ the life cycle of these to
make them last longer and to make them more efficient.” One way
HDT does this, Stolarz said, is by installing ‘smart controls’ on generators,
which enables the load to be monitored and adjusted based on
priorities. For example, if one generator fails on a common grid, the
air conditioner is cut off before the communications system or critical
load loses power.
HDT is also focused on introducing renewable energy sources ranging
from wind, rigid solar and flexible solar panel technology. The HDT
BOS (balance of systems) can harvest, manage and distribute power
from these different sources. The system also has the ability to “talk” to
generators, shore power and can auto-start generators.
Navistar’s green credentials are extensive, and in 2008 it was
the first company to win the EPA’s SmartWay designation as both a
manufacturer and transporter. Navistar is a lead innovator for vehicles
that reduce emissions and conserve energy and was the first company
to produce smokeless diesel engines, hybrid school buses and hybrid
commercial vehicles. The manufacturer of the Military Extreme Truck
(MXT-MV), which is being tested by various commands including the
Michigan Army National Guard, also produces the most aerodynamic
heavy trucks available and is working with NASA and Lawrence Livermore
National Laboratory to further improve the design by reducing
the drag, saving energy and cutting carbon dioxide emissions. Navistar
not only manufactures environmentally responsible consumables
but also integrates environmental stewardship into their business
operations. In addition to being awarded EPA’s SmartWay designation,
Navistar is a partner in the EPA’s Climate Leader program, is active in
the Business Roundtable’s Climate Resolve Program, and its Springfield,
Ohio, operations is an accredited corporate wildlife program with
the Wildlife Habitat Council. Additionally, Navistar’s South American
subsidiary, MWM International, touts white rooftops in order to lower
carbon dioxide emissions in support of the One Degree Less initiative.
As the world’s largest package delivery company, UPS makes energy
efficiency a priority. While UPS has 1,900 alternative fuel vehicles
currently in operation, Tim Shaw, managing director of government
sales noted that UPS is “aggressively moving towards addressing every
type of vehicle in our fleet to reduce our dependence on imported oil
and reduce greenhouse gases.” UPS not only boosts green vehicles,
but the company integrates energy efficient practices throughout its
operations, such as minimizing left-hand turns on delivery routes and
requiring special landing techniques for their aircraft in order to conserve
fuel. In an attempt to further reduce its carbon footprint, UPS has
recently begun offering a carbon neutral option to its customers who
pay a small premium for each package shipped to negate the emissions
Fleet Energy Conservation
The Naval Surface Warfare Center, Carderock Division (NSWCCD) has
issued a broad agency announcement seeking white papers from
industry and academia for energy conservation applications for the
U.S. Navy. The goal is to find innovative concepts that can introduce
applications for Navy shipboard energy conservation and carbon
footprint reduction with the potential for rapid transition to fleet
operation.
The target segment of the fleet is the ships operated by Military Sealift
Command: Combat Logistics Force, Auxiliaries and Sealift. The Navy
will consider approaches that modify systems and/or operations to
affect quantifiable energy conservation and carbon footprint reduction
in the fleet.
Technology maturity should, at a minimum, have basic technological
components integrated with reasonably realistic supporting elements
and be capable of demonstrating prototype operation in a relevant
environment by the conclusion of Phase II. Emphasis is placed on
technologies with an identified transition path capable of making
near-term, measurable improvements to Navy energy conservation
and carbon footprint reduction. Solutions of all levels of development
will be considered, ranging from near-term strategies applicable to
existing ship classes to those suitable for new construction and future
design. Technology maturity, however, will be a criteria of evaluation
considered with preference shown for solutions with more immediate
impact.
There are two identified focus areas:
1. Energy Efficiency Improvements for Shipboard Lighting
New developments in lighting technologies provide significant
opportunities for increased energy efficiency. Solid state lighting, highefficiency
fluorescent lighting and occupancy lighting sensors are just
three examples of these technologies, in addition to many others that
are currently under development. The Navy is interested in upgrading
existing lighting systems with cost-effective options that will increase
energy efficiency while meeting any applicable illumination and
hazardous Class I, Division II requirements. Low-cost replacements
that meet the form, fit and function of our current bulbs and fixtures
are desired. The life cycle costs from acquisition, installation, energy
use, maintenance, replacement cycles and disposal will be the most
important factor during evaluation.
2. Energy Efficiency Management System with
Display and Interface
System needed to monitor and optimize ship performance and
fuel efficiency; fuel savings by route optimization; diagnosis of
malfunctions and problems causing inefficiencies. The system(s)
may monitor various aspects of ship performance, energy usage and
environmental conditions, and provide the information for real-time
decision making, either manually or automated, to manage and
optimize the ship’s energy usage and fuel efficiency under various
conditions and operating modes. The system or tool should include
human interface(s) (e.g., graphical user interfaces) for easy human
monitoring, thus enabling sound decisions to be made based on realtime
performance feedback.
www.MLF-kmi.com MLF 5.4 | 33

produced by that shipment. Shaw explained that “UPS is also determining
new ways to upgrade new and existing facilities to conserve energy
and utilize alternative energy sources, such as solar, where possible.”
integration challenges
Highlighting the challenges that must be overcome when transitioning
to green innovations, DLA spokeswoman Schirmacher
explained, “These cutting-edge clean technologies are relatively new
to the market, and they are competing with incumbent technologies
that have had many decades to reduce production costs and establish
structured markets. We are adopting fuel cells at a time when costs
are still falling and the technologies are still evolving. DLA decisionmakers
have to balance this fact with the desire to invest in technology
improvements for the long haul.”
TARDEC’s Gorsich highlighted the challenges of integrating green
vehicles into combat and the trade-offs between efficiency requirements
and military requirements. “To make a vehicle energy-efficient
it must be light, so there is a trade-off that must be made: Do you put
armor on it to protect the soldiers or do you make it lighter to have a
fuel-efficient vehicle? A fuel-efficient vehicle uses less fuel, meaning you
need to transport less fuel to the battlefield, meaning fewer soldiers and
convoys, which could save lives. It’s a complicated process where you
must ask, will this new technology impact logistics? Will it improve
fuel economy? Will it affect the survivability of soldiers? TARDEC plays
a major role in this analysis.”
IQPC-WBR PBL 2011 Mil Log Forums Ad 1.1:Layout 1 25/04/11 2:33 PM Page 1
PERFORMANCE BASED LIFECYCLE
PRODUCT SUPPORT IN A TIME
OF LIMITED RESOURCES
July 25-27, 2011
Hilton Alexandria at Mark Center
Alexandria, VA
Attend PBL 2011 And:
• Gain a better knowledge and understanding of
PBL and hear new insights on the next generation
lifecycle product support assessment and
implementation
• Clarify any questions you have about the Product Support Business
Model and learn how you can better develop a comprehensive product
support strategy
• Hear recommendations on how you can improve sustainment and
weapon system readiness and how to control life cycle cost
• Get involved in detailed discussions comparing different program
metrics and performance incentives
TO REGISTER:
Call: 1.888.482.6012 or 1.646.200.7530 Fax: 1.646.200.7535
Email: pbl@wbresearch.com Web: www.pblusa.com
34 | MLF 5.4
Military Logistics Forum Readers receive a
$200 discount with priority code 1193623450.
2011
An additional challenge Dr. Gorsich highlighted is the reliability of
incorporating new technologies, such as hybrids or fuel cells, which
can cause a larger logistical issue if they fail and require the transport
of replacement batteries or unexpected maintenance costs. “The Army
needs to make sure there are not going to be negative impacts to
logistics or maintenance. We want to find technologies that we can
afford, that can improve the performance of the system, and we need
to make sure we understand the logistics and maintenance impact of
the technologies.”
UPS’s Shaw sees infrastructure and cost as the main hurdles in the
transition to greener technologies and points to government incentives
as a mechanism to offset initial costs of alternative fuel vehicle technology
and fueling infrastructure. Shaw explained, “In some cases, new
technologies cost 100 percent more than their fossil fuel equivalents.
Government incentives accelerate adoption of the technology, reduce
incremental costs of the systems, and reduce the payback period necessary
to realize the investment. Remember, even if UPS purchased
50,000 natural gas vehicles tomorrow, where are the fueling stations
to keep them running? The technology is still very expensive and the
infrastructure to support it is still largely non-existent.”
a greener future
A near-term goal of TARDEC is increasing the efficiency of a vehicle’s
power train so as to decrease fuel consumption, which is one of the
most significant drivers of logistics on the battlefield. Due to the reliability
challenges posed by full hybrid systems and the more demanding
requirements for military vehicles, the integration of hybrid vehicles is
a longer-term goal. TARDEC is slowly introducing hybrids in simple
ways, such as electrifying vehicles so that they may be a substitute for
generators, which have significant impact on logistics.
U.S. Army Natick Labs has recently completed testing an HDT
developed micro-grid that will be reviewed by the Army at a year-long
trial at Camp Devens. This micro-grid has the ability to “talk” to renewable
energies, to current legacy generators and to new HDT generators;
it is a “smart grid” that can monitor loads and auto-start generators.
Emphasizing the importance of energy efficiency, Stolarz noted, “As
a total solutions provider in the expeditionary world, one of our number
one priorities is to listen to energy mandates, support the folks in
theater and focus on improving all of our products. It’s two camps:
enhancement of existing products as well as moving to the next chapter
of more efficient products.”
In August 2009, Navistar received a $39 million grant from the
federal government to develop and build all-electric commercial vehicles.
Designed for urban environments, the Navistar eStar offers zero
tailpipe emission, has a two-ton-plus carrying capacity and a projected
range of as much as 100 miles per charge.
Having purchased 48 liquefied natural gas vehicles, UPS is collaborating
with Clean Energy to build a second fueling station for these
vehicles in Las Vegas. As a global leader in transport, “There is no better
vehicle proving ground than UPS’s global shipping network. Internally,
UPS will continue, as we always have, to find better, more efficient ways
to conduct our day-to-day operation and maintain our facilities,” said
Shaw. O
For more information, contact MLF Editor Jeff McKaughan at
jeffm@kmimediagroup.com or search our online archives for related stories at
www.MLF-kmi.com.
www.MLF-kmi.com

The advertisers index is provided as a service to our readers. KMI cannot be held responsible for discrepancies due to last-minute changes or alterations.
MLF CALEND A R & DI RECTO RY
aDVertisers inDex
AAR ........................................................................ C4
www.aarcorp.com
Booz Allen Hamilton ..................................................5
www.boozallen.com/defense
Cases2Go ................................................................ 17
www.carbonfibertactical.com
Deloitte Services ........................................................3
www.deloitte.com/us/federal
Fluor ...................................................................... 23
www.fluor.com
HDT ....................................................................... 27
www.hdtglobal.com
ILS ......................................................................... 31
www.ilsmart.com
Institute for Defense and Business ............................. C3
www.iu-unclogmba.org
JLG Industries ......................................................... C2
www.jlg.com
Maersk Line Limited ................................................. 15
www.maersklinelimited.com
Military Logistics Summit ......................................... 12
www.militarylogisticssummit.com
Northrop Grumman Ground Combat ......................... 20
www.ts.northropgrumman.com
Pelican-Hardigg ...................................................... 13
www.pelican.com/mlf
Performance Based Logistics 2011 ............................. 34
www.pblusa.com
Quad Cities ...............................................................9
www.quadcitiesfirst.com
SAIC ....................................................................... 11
www.saic.com
Sea Box ....................................................................7
www.seabox.com
Trailer Transit ......................................................... 25
www.trailertransit.com
Williams Electrolinx ................................................. 28
www.williams-electrolinx.com
OC-alC
SPeCial PUll-OUt SUPPleMent
AAI Logistics & Technical Services .................................... 3
www.aaicorp.com
Chromalloy ....................................................................... 9
www.chromalloy.com
Northrop Grumman ....................................................... C2
www.ts.northropgrumman.com/kc-10
Northrop Grumman ...................................................... 4-5
www.ts.northropgrumman.com
calenDar
May 10-12, 2011
Army Sustainment Symposium
Richmond, Va.
www.ausa.org
May 16-20, 2011
Army National Guard Logistics
Management Seminar
Palm Springs, Calif.
www.technologyforums.com
NEXT ISSUE
cover and In-Depth
Interview with:
Vice Adm.
Alan S. Thompson
Director
Defense Logistics Agency
FEATURES
We Are DLA
Profiles of DLA’s command,
support and supply elements
CONUS and OCONUS.
DLA’s Role in Recap/
Reset
Keeping equipment missionready
with a high OTEMPO is a
challenge.
Global Tracking
With a mobile and global
supply chain, DLA has to know
exactly where everything is at
all times.
Prime Vendor
Roundtable
DLA’s use of prime vendors is
trend-setting.
BONUS DISTRIBUTION:
June 27-30, 2011
DLA Industry Conference
Columbus, Ohio
www.ndia.org/meetings/1780
July 25-27, 2011
Performance Based Logistics
Alexandria, Va.
www.pblusa.com
Vol. 5, Issue 5
Defense
Logistics
Agency
A comprehensive special
supplement profiling the Defense
Logistics Agency. This Who’s Who
pull-out will include a cover and
exclusive Q&A interview with Rear
Admiral Kurt Kunkel, commander of
Defense Logistics Agency Energy,
a profile of critical contracts plus
a two-page pictorial spread of the
DLA’s senior leadership
History of DLA
A two-page pictorial look back
at past DLA directors.
DLA Industry Conference
Insertion Order Deadline: May 26, 2011 • Closing Date: June 2, 2011
To Advertise, Contact: Jane Engel, MLF Associate Publisher
301.670.5700 x 120
jane@kmimediagroup.com
www.MLF-kmi.com MLF 5.4 | 35

inDustry interView Military logistics ForuM
Harinder Grewal is senior vice president
of StandardAero’s government and military
sector. He joined StandardAero in 1992 and
has been a key member of the company’s
military business management team for
over 10 years.
Q: Can you give us some background on
StandardAero and the company’s work
with the DoD logistics arena?
A: StandardAero, celebrating its 100th
anniversary, is one of the world’s largest
independent providers of services including
engine and airframe repair and overhaul,
engine component repair, engineering
services, interior completions, and paint
applications. StandardAero serves a diverse
array of customers in business and general
aviation, airline, military, energy and VIP
completions markets.
We provide MRO services to the U.S.
armed forces and to other military endusers
throughout the world, generally under
long-term contracts. We provide MRO services
for our military customers primarily
for the Rolls-Royce T56 and AE2100 engine
platforms. These engines power widely utilized
aircraft such as the C-130 Hercules,
the P-3 Orion, and the C2 Greyhound. We
are a leading provider of comprehensive
[depot-level] MRO services for these engines
for the U.S. Air Force, Navy, Marine Corps,
the Department of Homeland Security and
the Canadian Air Force. This USAF contract
was awarded in 1999 and we have earned
extensions to 2014.
We also provide MRO services on other
military engine platforms, including the
PT6 for the military trainers and the Rolls
Royce model 250 engine for military helicopters.
Q: How is StandardAero helping DoD
meet its current logistics objectives?
A: For example, an overhaul of a T56 engine
involves the inspection, replacement or
refurbishment of 5,500 or more parts and
approximately 170 separate work orders.
These are obviously very complicated and
exacting repairs.
36 | MLF 5.4
Harinder Grewal
Senior Vice President, Government & Military
StandardAero
Even so, we typically average between
40 and 60 days for a full overhaul on the
majority of our engine programs. In order to
overhaul engines quickly, we must perform
and integrate numerous parallel processes
and assemble numerous components into
subassemblies before final assembly.
Our factories are purposely designed and
engineered for speed and a high degree of
process control. The industry-leading turn
times allow the DoD to receive their assets
back faster, thereby minimizing the number
of assets required in inventory. Additionally,
the tight process controls enable Standard-
Aero to produce engines that last the longest
on wing.
Q: What are some of the new programs you
are working on in partnership with DoD?
A: We’ve been providing world-class engineering
support to military customers for
more than 50 years. With over 300 engineers
and 11 different sites across North America,
StandardAero has a significant experience
base to support multiple engineering service
IDIQ contracts within the DoD.
Additionally, we are developing new
technologies on three fronts. First, we continue
to develop new reliability centered
maintenance tools that provide DoD with
technologies that allow them to extend
engine time on wing and reduce cost-perhour
by optimizing the work performed
during each shop visit.
Secondly, we design, build and sustain
test cells for DoD customers. Our growing
expertise in data analysis, modeling and
simulation allow us to vastly improve test
system availability while cutting support
costs.
And thirdly, we develop new technologies
such as serious games and electronic
job aids to help DoD personnel perform
more effectively.
Q: Is serious gaming and the electronic job
aids a new activity for Standard Aero?
A: The development of a serious game is
just one way that we help our customers
improve operational performance and is not
a new activity for StandardAero.
The serious game, affectionately titled
“My Herc Don’t Work,” includes characters,
building environments and a 3-D
immersive learning environment. While
the game is intended to be fun and engaging,
its objective is quite profound. Like our
many other electronic job aids, the game
is targeted at a specific problem—namely
the experience gap that has eroded effective
troubleshooting skills. Through our
Informed Maintenance process, our engineers
discovered that some of the engine
accessories sent to us for repair had nothing
wrong with them. The game will accelerate
the experiential learning process and
build troubleshooting skills.
Our engineers continue to mine customers’
data and uncover areas where technicians
need support. For example, the
data showed that some engines were being
removed because technicians had difficulty
relating tech manual information to borescope
images. We created a borescoping
performance support system that addresses
this specific problem—and we have seen
great results. In short, we use Informed
Maintenance to target specific areas for
the application of new technologies, ensuring
a high return on investment for our
customers.
Q: What are some of the main challenges
you face in meeting the needs of military
customers?
A: We recognize that budgets are changing.
To adapt to this new reality, we need to apply
our proven lean tools to generate additional
value for DoD. We see enormous potential
to improve the effectiveness of sustainment,
reducing waste and cost. O
harinder.grewal@standardaero.com
www.MLF-kmi.com

IU-UNC LogMBA in Progress
Fast track your career with an IU-UNC LogMBA and a Certificate in Global
Supply Chain Leadership from two top-ranked business schools.
To get started, visit IU-UNCLogMBA.org
Scan this tag
to learn more

AAR has more of what government and defense organizations worldwide require — for
airlift support, maintenance and modifications, logistics, mobility products and integrated
communications. AAR solutions improve readiness and efficiency for critical missions
ranging from defense to humanitarian relief.
Agile, reliable and proven, AAR is a vital supplier to government and defense customers.
AAR is a Forbes Most Trustworthy Company and one of the world’s Top 100 defense contractors.
AviAtion
Supply ChAin
MAintenAnCe
RepAiR &
oveRhAul
StRuCtuReS
& SySteMS
GoveRnMent
& DefenSe
SeRviCeS