Theater Logistician Maj. Gen. Kenneth S. Dowd - KMI Media Group

The Publication of Record for the Military Logistics Community 

Theater 

Logistician 

Maj. Gen. 

Kenneth S. 

Dowd 

Director for 

Logistics 

United States 

Central Command 

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View From 

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MILITARY LOGISTICS FORUM 

AUGUST 2009 

VOLUME 3 • ISSUE 7 

FEATURES COVER / Q&A 

9 

10 

15 

25 

30 

33 

View From the Hill 

Rep. Jo Bonner (R-Ala.) shares his view on the Air Force tanker 

programs and what they think is necessary. 

Materiel Handling 

Loading and unloading military gear can be heavy and awkward. 

Specialized equipment makes the job of moving that gear from 

one type of transport to another quicker and easier. 

By J.J. Smith 

Tactical Logistics Support 

A roundtable on the status of the Global Combat Support System 

and what it will deliver to the warfighter—and when! Army, Air 

Force and Marine Corps GCSS officers come together and share 

their visions. 

Pack It Up 

From hand-carried rugged cases to large shipping containers, the 

shipping process is made easier with the use of ruggedized and 

purpose-built boxes. Whether big or little, innovation has increased 

their utility. 

By Steve Goodman 

LOGCAP IV 

The LOGCAP IV contracting office looks at the newest task orders 

and contractors for operations in Afghanistan. 

By Jon Connor 

Executing the Task Orders 

Military Logistics Forum recently had the opportunity to talk with 

senior representatives from Fluor Government Group, DynCorp 

International and KBR Government and Infrastructure, the three 

primes of the Logistics Civil Augmentation Program IV (LOGCAP 

IV), about how they are positioned to execute those orders. 

21 

Major General Kenneth S. Dowd 

Director for Logistics 

United States Central Command 

DEPARTMENTS 

2 

4 

5 

6, 8 

18 

35 

Editor’s Perspective 

Log Ops/People 

Log Leadership Lessons 

PEO EIS Enterprise LOG 

Supply Chain 

Calendar, Directory 

INDUSTRY INTERVIEW 

36 

Katell Thielemann 

Director of Platform Logistics 

Honeywell Technology Solutions Inc.

MILITARY LOGISTICS 

FORUM 

VOLUME 3, ISSUE 7 AUGUST 2009 

Publication of Record for the 

Military Logistics Community 

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In early 1998, the Army Materiel Command began the 

Logistics Modernization Program (LMP), designed to replace 

its existing material management systems—the Commodity 

Command Standard Systems and the Standard Depot System. 

The LMP transformed what it was to bring logistics operations— 

specifically in six core areas: order fulfillment; demand and 

supply planning; procurement; asset management; material 

management; and financial management. Still considered a 

work in progress, LMP is reported to manage goods and services 

valued at about $40 billion, including 6 million Army inventory 

items. As of September 2008, approximately $880 million has 

been invested by the Army in LMP. 

The Government Accountability Office (GAO) recently issued a report on the Army’s reporting 

of its progress, the implementation at Army depots and the expected capabilities of LMP when fully 

implemented. One aspect of LMP is that the House of Representatives has directed the secretary of the 

Army to issue a status report to the House and the Senate as well as the GAO. In general the report 

found the Army has satisfied the reporting requirements and has acted on most of the GAO’s previous 

recommendations. While there is always room for improvement, the Army seems well on the way to 

meeting its obligations and seeing the benefits from the system. 

This issue has a very interesting round table discussion with Global Combat Support System 

offices from the Army, Air Force and Marine perspectives. As with the LMP, 

this too is a work in progress that has delivered results, but its potential 

is just being realized. Read the answers from each service and see how 

they relate to your field or fulfillment activities. I would be interested 

in hearing from others involved either within the systems or on the 

receiving end. 

As always, please feel free to call or e-mail me with any comments 

or suggestions. 

Jeffrey D. McKaughan 

301-670-5700 

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Fight proud. Work proud. 

“I feel proud to be a part of the troop deployments and all 

the other aircraft that support our military operations.” 

– AbilityOne employee Ira Huddleston 

Ira works in Airfield Alert Support Services at Ft. Hood Army Base, 

TX and is just one example of how AbilityOne supports the mission of 

America’s warfighters. 

From serving meals to troops and delivering mail from home, to 

receiving and storing supplies and maintaining fleet operations, the 

AbilityOne Program provides quality products and services at fair 

market pricing to the DoD. In turn, AbilityOne helps people who are 

blind or have other severe disabilities join the ranks of independent, 

productive, tax-paying citizens. 

AbilityOneDoD.org 

Soldier photo courtesy of U.S. Army.

4 | MLF 3.7 

General Dynamics Land Systems, a business unit of General 

Dynamics, has been awarded a contract by the U.S. Army Tankautomotive 

and Armaments Command to reset 330 Stryker infantry 

combat vehicles. The contract has a maximum potential value 

of $55.2 million. Through the contract, the company will service, 

repair and modify Strykers that are returning from Operation Iraqi 

Freedom, restoring them to a pre-combat, like-new condition in 

people 

Lieutenant Colonel Cary 

V. Ferguson is the new PEO 

EIS product manager for the 

Joint–Automatic Identification 

Technology (PM J-AIT). In 

this assignment, Ferguson is 

responsible for the acquisition 

and integration of the 

Army’s Automatic Identification 

Technology and Radio Frequency 

Identification equipment and 

services. 

Rear Admiral (lower half) 

Paul A. Grosklags will be 

assigned as vice commander, 

Naval Air Systems Command, 

Patuxent River, Md. Grosklags is 

currently serving as commander, 

Fleet Readiness Centers, 

Patuxent River, Md. 

Captain 

Kurt L. Kunkel 

Captain Kurt L. Kunkel, who 

has been selected for promotion to 

rear admiral (lower half), will be 

assigned as chief of staff, Defense 

Logistics Agency, Fort Belvoir, Va. 

Kunkel is currently serving as 

deputy director for joint logistics, 

J4, Joint Staff, Washington, D.C. 

Captain Kevin R. Slates, who 

has been selected for promotion 

to rear admiral (lower half), will 

be assigned as commander, Naval 

USS New York 

The future USS New York (LPD 21) was put to 

sea for the first time June 27, transiting down the 

Mississippi River to conduct builder’s trials. 

Named for the state of New York, the ship and 

its motto “Never Forget” honor the victims and first 

responders of the September 11, 2001, World Trade 

Center attacks. Constructed in Avondale, La., the ship 

contains 24 tons of steel salvaged from the World 

Trade Center within the 311-ton bow unit. 

During the four-day trial, Northrop Grumman 

Shipbuilding conducted comprehensive tests intended 

to demonstrate the performance of the combat 

and communication systems, propulsion plant, 

Stryker Reset 

Facilities Engineering Command 

Atlantic, Norfolk, Va. Slates is 

currently serving as chief of staff, 

Naval Facilities Engineering 

Command, Washington, D.C. 

Captain 

Jonathan A. Yuen 

Captain Jonathan A. Yuen, who 

has been selected for promotion 

to rear admiral (lower half), 

will be assigned as deputy chief 

of staff for logistics, fl eet supply 

and ordnance, N4, U.S. Pacifi c 

Fleet, Pearl Harbor, Hawaii. Yuen 

Compiled by KMI Media Group staff 

ship-handling, damage control capabilities and 

auxiliary systems. Major events included full-power 

demonstrations during ahead and astern maneuvers, 

main ballasting, steering drills and combat system 

evolutions—all of which were successful. 

The ship is scheduled for commissioning in 

November 2009, and her homeport will be Norfolk, 

Va. 

“The LPD 17 class represents a revolution 

in amphibious ship design,” said class program 

manager Captain Bill Galinis. “These ships provide 

a much-needed capability for our country and our 

Navy/Marine Corps team.” 

advance of reissuing the vehicles prior to their next deployment. 

To date, General Dynamics has delivered 2,852 new vehicles 

for seven separate Stryker brigades to the Army. With more than 

6 million miles accumulated through two completed Operation 

Iraqi Freedom rotations since October 2003, the Stryker vehicle has 

demonstrated a combined fleet operational-readiness rate of 96 

percent. 

is currently serving as deputy 

commander/chief of staff, Joint 

Contracting Command Iraq/ 

Afghanistan. 

Brigadier General Thomas A. 

Harvey, deputy assistant chief 

of staff, C/J-4, U.N. Command/ 

Combined Forces Command/U.S. 

Forces Korea, has been assigned 

as commanding general, 19th 

Sustainment Command (expeditionary), 

Korea. 

Brigadier General Xavier P. 

Lobeto, commanding general, 

19th Sustainment Command 

(expeditionary), Korea, has been 

assigned as deputy commanding 

general, 1st Theater Sustainment 

Command, Camp Arifjan, Kuwait. 

www.MLF-kmi.com

By Keith Lippert 

Vice Admiral 

Keith Lippert (Ret.) 


During my almost 38 years of active Navy duty, I 

experienced logistics support from my early days of 

serving on a nuclear submarine to much later when I 

became director of the Defense Logistics Agency. Military 

logistics changed dramatically during my active duty 

time, and will continue to evolve. What remains constant 

is that the people providing the logistics support to our 

warfighters worldwide 24 hours a day work very hard 

for its success. 

In terms of the military logistics system becoming 

more effective and efficient, I will address three areas: 

• 

• 

• 

Vice Admiral Keith Lippert (Ret.) started working as chief strategy officer for the Accenture Defense group 

in October 2006. His last tour on active duty was as the 14th director of the Defense Logistics Agency (DLA). 

The longest-serving director in DLA’s history, Lippert served in this capacity from July 2001 to July 2006. Prior 

to DLA, he was the commander, Naval Supply Systems Command, and 41st chief of Supply Corps from August 

1999 to July 2001. He also served as vice commander, Naval Supply Systems Command from August 1999 to 

July 2001. 

Lippert earned his commission through the regular U.S. Navy ROTC program, graduating from Miami 

University, Oxford, Ohio, with a B.A. in mathematics in 1968. Additionally, he holds master’s degrees from the 

Naval Postgraduate School in management and in operations research. 

Improving the Effectiveness and Effi ciency 

of Military Logistics 

civilian management and leadership expertise; 

knowledge of commercial off-the-shelf information 

technology systems; and 

joint logistics solutions. 

Throughout my career and continuing today, I have 

observed a lack of emphasis on the proper education 

and training of the Department of Defense’s civilian 

logistics work force. While some of the education and 

training is well thought out, structured and effective, 

most is not. This problem is not unique to DoD, 

but prevalent throughout the federal government. The 

Annenberg Leadership Institute commenced leadership 

training for mid-level civilians from many departments 

of the federal government to address this issue. I believe 

programs like these—either internal to the departments 

of the federal government or like the Annenberg 

Leadership Institute—will result in a more effective and 

efficient federal government. This must be a priority for 

DoD logistics organizations. 

The military services and the Defense Logistics 

Agency are in various stages of implementing Enterprise 

Resource Planning (ERP) systems. These systems will 

improve the effectiveness and efficiency of the military 

logistics system by reducing logistics response time, 

requiring data integrity, improving financial accountability 

and reducing inventories. The ERP systems 

are large and complex, requiring expertise to take 

full advantage of their benefits. Military and civilian 

logisticians must become very knowledgeable on these 

systems and develop new approaches to solving problems. 

Change management training also is essential for 

these systems to reach full potential. For example, there 

are extensive inventory savings as a result of improved 

demand forecasting from these ERP systems. 

Finally, I have had the opportunity to participate in 

a red team effort with the joint staff, which describes the 

ideal logistics system in 2016–2028. Obviously, much 

needs to be accomplished to achieve this goal. Certainly 

a renewed emphasis on “jointness” is required. IT 

systems that address total asset visibility, integrated data 

environment and an enterprise approach, to name a 

few, should be implemented where practical from a joint 

perspective, to speed implementation and reduce costs. 

The bottom line is that DoD must renew its efforts on 

leadership and management skills of the civilian logistics 

work force. The organic expertise of the COTS ERP 

systems must be improved, and joint IT solutions should 

be implemented where practical. 

For more information, contact Keith Lippert at 

keith.w.lippert@accenture.com. 

MLF 3.7 | 5

A Regular Feature of Logistics News and Information Directly From PEO EIS 

PM J-AIT Awards AIT-IV Contract to 

Five Vendors By Darci Hunt 

The Product Manager for Joint– 

Automatic Identification Technology 

(PM J-AIT) recently announced the 

award of the Automatic Identification 

Technology (AIT)-IV indefinite delivery/ 

indefinite quantity (IDIQ) contracts to 

the following contractors: GTSI Corp., 

Intermec Technologies Corp., Northrop 

Grumman Information Technology, CDO 

Technologies Inc., and Lowry Holding 

Company Inc. 

“This is an important milestone in 

that with the award of AIT-IV, all the 

single award IDIQ contracts managed 

under PM J-AIT have migrated to multivendor 

IDIQ contracts,” stated Lieutenant 

Colonel Cary Ferguson, PM J-AIT. “The 

AIT-IV contract provides an opportunity 

for more companies to provide DoD and 

federal agencies best-value solutions at 

competitive prices across the globe. We 

look forward to working with the AIT-IV 

contractors.” 

The firm fixed price IDIQ contract 

for Commercial AIT hardware, software 

and services has a ceiling value of 

$418.52 million. The term of the contract 

is nine years consisting of a three-year 

6 | MLF 3.7 

base period; and one two-year option 

for products, services and maintenance; 

and one four-year option for maintenance 

only. In addition, PM J-AIT will 

offer site surveys, installation, integration, 

implementation and training for 

turnkey AIT solutions to DoD, U.S. Coast 

Guard, NATO, federal agencies, coalition 

partners, and other foreign military sales 

(FMS). Individuals interested in additional 

information on the AIT products 

and services offered should contact the 

contracting officer representative, Sally J. 

Ewing, sally.j.ewing@us.army.mil. 

PM J-AIT is the DoD AIT and radio 

frequency identification leader providing 

global asset tracking, Web-based radio 

frequency in-transit visibility (RF-ITV) 

services, and complete program life cycle 

support. PM J-AIT products and services 

are customer-driven, easily accessible, 

and capable of being updated. PM J-AIT 

serves as the executive agent for the 

RF-ITV infrastructure to DoD and coalition 

partners in support of expeditionary 

logistics and the joint warfighter. For 

more information about PM J-AIT, please 

visit www.eis.army.mil/ait. 

Lieutenant Colonel Cary V. Ferguson is the new product 

manager for Joint–Automatic Identification Technology (PM 

J-AIT), effective June 24, 2009. In this assignment, Ferguson is 

responsible for the acquisition and integration of the Army’s 

automatic identification technology and radio frequency 

identification equipment and services. 

“It is an exciting opportunity to lead the PM J-AIT team,” 

said Ferguson. “PM J-AIT has an outstanding reputation as 

the DoD’s leading provider of innovative AIT products and 

services. I look forward to continuing Colonel Burden’s legacy 

of providing state-of-the-art technologies to our soldiers and 

their mission.” 

Ferguson joins the PM J-AIT office with 19 years of military 

experience. He previously served as the assistant project 

manager and the military deputy for the Project Manager 

Global Combat Support System–Army (GCSS-Army) at Fort 

Lee, Va. 

Change of Charter at PM Acquisition Business By Tricia May 

In the photo (from left): PEO Gary Winkler, outgoing PM AcqBusiness Lt. Col. Matthew Riordan, 

incoming PM Lt. Col. Anthony Sanchez and Assistant Secretary of the Army for Acquisition, 

Logistics & Technology Dean Popps. [Photo by William Hitchcock, 2009] 

PM J-AIT Welcomes a New 

Product Manager 

By Darci Hunt 

(J-AIT PHOTO CREDIT AND CAPTION) 

In the photo (from left): Outgoing PM J-AIT Col. Patrick Burden, program executive 

officer (PEO) Gary Winkler and incoming Lt. Col. Cary Ferguson. [Photo by William 

Hitchcock, 2009] 

Lieutenant Colonel Maurice Stewart assumed the charter of product 

manager Acquisition Business (AcqBusiness), July 10, 2009, from former PM, 

Lieutenant Colonel Matthew Riordan. Stewart comes to AcqBusiness from the 

Office of Assistant Secretary of the Army (Acquisition, Logistics and Technology) 

in Washington, D.C., where he served as the executive officer to the acting assistant 

secretary of the Army (Acquisition, Logistics and Technology) and Army 

Acquisition Executive Dean Popps. 

Chartered in August 2006, PM AcqBusiness (formerly known as Future 

Business Systems) provides the Army acquisition community with tools and 

capabilities through a suite of enterprise business services. PM AcqBusiness 

recently delivered a new financial and decision support tool to assist with Army 

Force Generation (ARFORGEN). AcqReadiness provides users with improved 

visibility and access to soldier equipment issue and financial requirements. For 

a complete list of services, please visit https://acqbiz.army.mil. 

www.MLF-kmi.com

........................................ 

“A is not an option” 

Go ahead, challenge us. 

Give Agility an impossible task and we’ll 

make it happen, regardless of what stands in 

the way. When it comes to moving essential 

supplies through hostile environments without 

turning back, you can count on us to deliver.

8 | MLF 3.7 

Transition Progresses Smoothly and On Schedule 

All transition-related activities are 

continuing smoothly, and no issues are expected 

to prevent its completion during FY09. Phase I of 

the transition, which was completed in January, 

transferred operational control of the STAMIS 

legacy systems consisting of the Standard Army 

Retail Supply System (SARSS) family (SARSS-1, 

SARSS 2AC/B, SARSS-Gateway, and SARSS-CTASC 

II), a portion of the Standard Army Maintenance 

System (SAMS) family (SAMS-1, SAMS-2, and 

SAMS-I/TDA), some of the Unit Level Logistics 

System (ULLS) family (ULLS-G and ULLS-A) 

and the Standard Army Ammunition System- 

Modernization (SAAS-MOD). 

Phase II of this transition will transfer 

complete sustainment management responsibility 

for the remaining STAMIS bridging 

systems: Property Book Unit Supply Enhanced, 

Standard Army Maintenance System-Enhanced, 

Standard Army Maintenance System-Installation 

Enhanced, Financial Management Tactical 

Platform and the Unit Level Logistics System- 

SEC-Lee is Strongly Committed 

to the Transition 

As one of the largest centralized software engineering centers 

within the Army, SEC-Lee develops and supports logistics, engineering, 

procurement and subsistence systems for numerous 

customers, including: Headquarters Department of Army G4; 

PEO EIS; Project Manager Global Combat Support Systems- 

Army; Defense Commissary Agency; Army Procurement, Research 

and Analysis Office; HQDA deputy chief of staff for logistics; 

HQDA assistant chief of staff for Installation Management; and 

the assistant secretary of the Army (Acquisition, Logistics and 

Technology). 

“The entire SEC-Lee force is ecstatic about the STAMIS 

sustainment mission,” declared Gary Lichvar, SEC Business 

Mission Area director. “They feel that the systems have gone full 

circle and are now returning home. In many cases, for SARSS, 

SAAS, SAMS and ULLS, the original functional and technical 

personnel still work on the system today. There is a unique 

bond among the systems, the personnel and the soldiers they 

support.” 

Ricky Daniels, SEC-Lee director, sees this new mission as 

the first of many in the system-support arena as PEOs transition 

systems after achieving full operational capability. “Our 

mission is to provide life cycle software products and services 

that enhance Army and joint war fighting and management and 

support capabilities and to ensure that America’s warfighters 

continue to own the decisive edge from the battlespace through 

the sustaining base,” remarked Daniels. 

“SEC’s commitment to the PM LIS transition is real; it is 

personal; and it is borne out in the actions and performance 

demonstrated throughout the years,” stated Daniels. “By fostering 

strong teamwork and a dedication to software engineering excellence, 

SEC-Lee has established an enviable record of delivering 

solutions and supporting systems that are customer-focused, 

state-of-the-art and value-driven.” 

Aviation (Enhanced). This phase of the transition 

is expected to be completed by the end of 

August. 

The Product Management Office for 

Movement Tracking System (PM MTS), which 

was one of the logistics information systems 

under PM LIS, is not transitioning to SEC-Lee. 

PM MTS, instead, has become a stand-alone, 

direct report to PEO EIS and will continue to 

develop and field its critical logistic information 

system through FY15. 

PM LIS Sustainment and 

Management Transfer to 

SEC-Lee 

By Jeffrey Davis 

The Army’s logistics information systems are essential to 

increasing combat effectiveness. They play a vital, time-sensitive 

role in managing supplies, equipment and ammunition, which 

enables the rapid reallocation of resources needed to sustain 

troops in theater. 

Since the early 1990s, the project manager for Logistics 

Information Systems (PM LIS) has been committed to providing 

the warfighter with the most up-to-date logistics management 

and information systems available. Now, as these systems 

move into a sustainment mode, management responsibility 

for the systems is also shifting from the Program Executive 

Office Enterprise Information Systems (PEO EIS) to the 

Communications-Electronics Life Cycle Management Command 

Software Engineering Center, Fort Lee, Va. (SEC-Lee). 

Coordination between PEO EIS, Army G-4, the Army Material 

Command and the Combined Arms Support Command resulted 

in establishing a two-phase transition, which was approved in 

December 2008. The effort formally began in January, and by 

April, the transition plan was staffed, coordinated, approved and 

signed by PEO EIS and SEC-Lee. The transition is projected to be 

fully completed by October 2009. 

Gaining efficiencies for contracting efforts, testing facilities, 

information assurance and Customer Assistance Office support 

were key factors in the decision. Additionally, the change enables 

PEO EIS to focus its resources on future systems such as GCSS- 

Army. 

More than 120,000 combat service support soldiers are 

using these critical systems on a daily basis, and the Logistics 

Information Systems program currently reflects a FY10–15 

program objectives memorandum of $566 million. SEC-Lee 

views the PM LIS transition as an opportunity to build an 

enduring partnership with PEO EIS, characterized by shared 

goals, candid communications and support for the warfighters. 

www.MLF-kmi.com

Tanker Needs 

Rep. Jo Bonner (R-Ala.) 

First, I congratulate you, the 

men and women who maintain 

and support our military equipment 

and keep it in tremendous 

shape regardless of its age! As 

a group, you know better than 

anyone that the U.S. Air Force 

is in dire need of a replacement 

for the aging KC-135s. You know 

we can’t “get there from here” and effectively project power without 

a robust tanker fleet. Your maintenance and supply personnel know 

exactly how difficult and costly it is to sustain the current fleet and 

know it isn’t going to get any easier or cheaper—big bills are on the 

horizon to keep our 50-year-old tanker fleet flying. 

Meanwhile, the Pentagon has been trying to acquire a new tanker 

since 2001. You know the story: The first try, a deal to lease Boeing 

KC-767s, was riddled with corruption and unfortunately resulted 

in both Boeing and USAF officials going to jail. The second attempt 

introduced a competitor, the Northrop Grumman KC-45, based on the 

commercial Airbus A-330 airframe. After a competitive source selection 

between the KC-45 and the KC-767, the military decided in February 

2008 the KC-45 best met its needs and made a contract award. Boeing 

protested, the GAO found minor issues with the source selection 

process, and the Pentagon ultimately canceled the second acquisition. 

Now, here we go again—a new RFP is expected and a competition 

between the same competitors will begin anew. 

Frankly, there is more rhetoric and trash-talking about this competition 

than there is back home about the Alabama/Auburn football 

game. But in my view, the most relevant question—what it all comes 

down to—is which aircraft best meets our military’s needs? Simply 

put, the military deserves the aircraft that provides the best value. 

Everything else is secondary. 

Some, for example, say this competition should be about “Buy 

America.” In reality, with the globalization of the aerospace industry, 

both competing aircraft will contain foreign components, but both will 

have well over 50 percent U.S. content required by the Buy America 

Act. 

Some say this competition should be about preserving American 

jobs. In reality, both aircraft would be built in the U.S. by American 

workers. KC-767 production will reportedly employ 44,000 U.S. workers; 

Northrop Grumman’s analysis indicates KC-45 production will 

employ 48,000 U.S. workers. 

Some say this competition should be about preserving the U.S. 

industrial base. In fact, a Northrop Grumman win will mean two brandnew 

aircraft manufacturing factories in the U.S. Supplier factories are 

likely to follow. This would represent an expansion of the U.S. industrial 

base. Furthermore, EADS executives have made clear their desire to 

manufacture commercial A-330 freighter aircraft on the U.S. production 

line, adding even more jobs to the U.S. industrial base. 

Setting these secondary arguments aside let’s return to the most 

important question: which aircraft best meets our military’s needs? 

The KC-45 is a derivative of the A-330 commercial airliner. The 

A-330 is a 14-year newer design than the competing Boeing 767. The 

A-330 uses modern fly-by-wire control systems; today’s Boeing tanker 

aircraft does not. The A-330 continues to sell well in the commercial 

marketplace; the Boeing aircraft is near the end of its commercial sales 

life. The commercial, worldwide logistics chain for the A-330 should 

remain robust for decades. 

The KC-45 has the added advantage of offering an aircraft on the 

ramp sooner than its competitor. The KC-45 offered to the USAF is very 

similar to the tanker configuration being delivered to the air forces of 

Australia, the U.K., UAE and Saudi Arabia. That configuration, including 

a state-of-the-art boom, is nearing completion of flight test now. In 

contrast, the KC-767 configuration most recently offered to the USAF 

combines structural elements of the 767-200, 767-300 and 767-400. 

Neither this aircraft configuration nor Boeing’s next generation boom 

have been built, tested or flown. 

Of course, the ability to offload fuel downrange is the primary job of 

a tanker. The KC-45 can offload 153,000 pounds of fuel at 1,000 nautical 

miles (nm); the KC-767 variant offered is projected to offload 117,000 

pounds at 1,000 nm. 

The ability to maintain time on station downrange is also critical. 

The KC-45 can spend 14.2 hours on station at 1,000 nm, the KC-767 

11.8 hours. 

In addition, the KC-45, based on a more modern, efficient aircraft 

design, can deliver 1.96 pounds of fuel for every pound burned. The 

KC-767 delivers only 1.61 pounds for every pound burned. 

Beyond its primary mission, similar advantages accrue to the 

KC-45 with regard to a tanker’s secondary missions. The KC-45 can 

carry more pallets, more passengers and more aeromedical evacuation 

litters than its competitor. 

The military requirements for the new tanker are clear: “More is 

better”—more fuel downrange, more cargo, more passengers and more 

flexibility to accomplish the mix of missions that will confront our military 

for the next 40 years. Some have argued that the value of additional 

capabilities over and above a minimum should not be considered. They 

argue the Pentagon should simply conduct a “low-cost shoot-out” and 

award to the lowest cost offer that meets the minimums. This simplistic 

approach may be okay for buying #2 pencils, but it has no place when 

it comes to buying complex weapon systems. It would incentivize competitors 

to offer “stripped-down” tankers that would likely require costly 

upgrades later. It would not allow the military to even consider the 

value of “more,” such as additional fuel offload downrange, even though 

that additional capability would have value to our military. 

The Pentagon must move forward with increased urgency and conduct 

a fair, best-value source selection. Then the Pentagon should pick 

the aircraft that offers the best value in meeting its needs. We must not 

make short-sighted decisions that will haunt us for decades to come. A 

best-value approach is the only acceptable path. 

Rep. Jo Bonner (R-Ala.) serves in the U.S. House ofRepresentatives 

for Alabama’s first district. 

www.MLF-kmi.com MLF 3.7 | 9

THE NEED FOR SPEEDY LOADING, UNLOADING ELEVATES FORKLIFTS TO 

‘KEY’ LOGISTICAL PIECE. BY J.J. SMITH 

MLF CORRESPONDENT 

smithj@kmimediagroup.com 

10 | MLF 3.7 

www.MLF-kmi.com

Because sustaining the warfighter is such an important part 

of a battle plan, moving supplies from location to location is 

vital to supporting a war effort. Yet such an effort can be slowed 

because of having to load and unload trucks by hand. Therefore, 

the need for speedy loading and unloading of trucks or aircraft, 

or anything that transports supplies, has made forklifts “a key 

logistical piece” of sustaining military operations, say representatives 

of companies that produce those machines. 

When moving an armed force the size of the U.S. military, 

war planners need to be able to 

move mountains of supplies, and 

that includes loading and unloading 

containers and vehicles, said 

Jake Verhoef, JLG Industries Inc.’s 

director of government sales. The 

ability to do just that makes the 

forklift “a key piece of the puzzle 

of a giant military,” he said. Without 

a forklift, trucks have to be 

loaded and unloaded by hand, and 

Jake Verhoef 

the average warfighter is limited 

to single-handedly lifting up to 60 

pounds, he added. Loading or unloading a truck by hand can take 

an exorbitant amount of time, whereas a telescopic forklift can 

pick up a palette or large items, and unload a truck in minutes, 

making “these machines invaluable when it comes to logistics 

support.” 

JLG oversees production of the TRAK International 6000M 

variable reach rough terrain forklift truck (VRRTFLT); the JLG 

all-terrain lifter-Army system (ATLAS and ATLAS II); and the 

OminQuip Millennia military vehicle (MMV). 

In 1990, TRAK International acquired the first contract for 

a 6,000-pound capacity, VRRTFLT, Verhoef said. Based on Army 

specifications, TRAK designers combined aspects of commercial 

sector forklifts with what they knew about tanks to develop a 

machine that can descend a steep grade, and operate in rough 

terrain and in temperatures ranging 

from -25 degrees Fahrenheit 

to 140 degrees Fahrenheit, he said. 

In addition, it had to meet requirements 

for a 24 volt system and run 

on JP8 fuel. 

In 1995, TRAK was awarded a 

contract for the ATLAS, which has 

the same appearance as the VRRT- 

FLT, but which increased lift capacity 

to 10,000 pounds, Verhoef said. 

Chris Saucedo In addition, the forks were narrowed 

and their profile lowered, enabling 

it to pick up 463L palettes, which are aluminum palettes that go 

on aircraft. ATLAS can unload the palettes from an aircraft in a 

non-airport setting, and move the palettes over rough terrain. It 

is more than traditional what vertical lift forklifts—operating on 

smooth, hard terrain—are designed to do, he said. 

Top Photo Page 10: 

The JCB high-mobility rough terrain forklift. [Photo courtesy of JCB] 

Bottom Photo Page 10: 

The JLG Industries all-terrain lifter-Army system (ATLAS). [Photo courtesy of JLG] 

Select DoD contract efforts for 

material handling equipment. 

Light Capability Rough Terrain Forklift 

The Tank-automotive and Armaments Command is in the process 

of soliciting for a single model light capability rough terrain 

forklift (LCRTF) with a 4,000/6,000 pound capacity. Dimensionally, 

the overall length, with the boom retracted, should be 235 

inches; width 80 inches; height, with the boom fully lowered, 

should be 84 inches. The extendible boom of the LCRTF is 

expected to have a minimum forward reach of 110 inches with a 

minimum boom lift angle of 60 degrees and minimum lift height 

of 140 inches. The minimum payload at 140 inches lift height 

has to be 500 pounds and the minimum pick load at 110 inches 

forward reach must be 1,750 pounds. In order for the LCRTF to 

provide complete operator protection in all directions against 

blast and fragmentation from munitions, a crew protection kit 

(CPK) must be available. The kit must be easily and quickly 

installed, and maximize commonality of attaching hardware with 

no special tools required for maintenance. The overall weight 

with the A kit cab, but without the addition of the B or C kit 

cannot exceed 14,322 pounds. This is driven by the helicopter 

transportability requirement. The LCRTF shall be able to load 

and remove standard 40-inch by 48-inch cargo pallets, stacked 

two high, from the 40-inch end, side by side inside an 8-foot tall, 

20- or 40-foot long ISO container, without manual adjustments to 

the fork tines. The LCRTF, without the CPK installed and using a 

trained operator, has to be able to move 16 pallets from a loaded 

20-foot ISO container, on the ground, into an empty 20-foot ISO 

container, on the ground, with an average cycle time of no more 

than five minutes per pallet. The maximum travel speed of the 

LCRTF (with A-kit) for self-deployment, is to be a minimum of 20 

mph, without load, on improved roads for a distance of 30 miles. 

With a rated load, it has to be able to travel for distances up to 

3 miles over unimproved surfaces, at a forward speed of at least 

10 miles per hour. The expectant contract from this solicitation 

is expected to be a 5-year, firm fixed price award with an estimated 

1,414 LCTRFs ordered. 

SEI Manufacturing Inc., Huntsville, Ala., awarded a $27,000 

contract for miscellaneous material handling equipment. 

The Army Contracting Agency, Fort Shafter has issued a 

solicitation for a Hyster H280HD forklift or equal. (Solicitation 

Number: W912CN09R0077) 

The Army Contracting Agency (ITEC4-West) has issued a solicitation 

for forklifts. (Solicitation Number: W9124A09T0246) 

The Naval Facilities Engineering Command has issued a 

solicitation for a 100-ton straddle/rubber tired gantry crane for 

the Defense Logistics Agency, Barstow, Calif. The estimated 

range of the procurement is between $1 million and $5 million. 

(Solicitation Number: N6247009R7004) 

The U.S. Amy Sustainment Command has issued a solicitation 

for a 400-pound capacity manipulator with attachments 

and an 800-pound capacity manipulator with attachments. This 

procurement is for the purchase of one 400-pound lifting capac- 


ity manipulator with a custom attachment to handle 5-inch, 8-inch, 

105-mm and 155-mm munition projectiles; and one 800-pound 

lifting capacity manipulator with a custom munition attachment to 

handle 8-inch and 155-mm munition round and a custom munition 

attachment to handle MK-82 type bomb. Each manipulator is to 

include the option of added base weight (counterweight) for extra 

lifting capacity, to be integrated within design for the unit. Approximate 

weight of the counterweight could be as much as 3,000 

pounds. (Solicitation Number: W52P1J-09-T-3035) 

V&H Material Handling LLC has been awarded a $219,153 

contract for the proposed procurement of two storage devices for 

the tool crib area of Building 370, Letterkenny Army Depot, Chambersburg, 

Pa. These devices will operate with a programmable logic 

controller to include: software capable of displaying weight of tray 

and allowing various speeds for both vertical and horizontal movements 

and compress open spaces within the storage device. 

Intercontinental Truck Body, Conrad, Mont., has been issued 

a contract by the DLA for a ramp loading vehicle in the amount of 

$49,494. (Solicitation Number: SPM8ED09T1035) 

The Army Contracting Agency, Fort Hood, Texas, has issued a 

solicitation for a 6,000-pound capacity, gasoline-powered forklift. 

(Solicitation Number: W45NQ99140N207) 

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The DLA’s Defense Supply Center Philadelphia-Construction & 

Equipment—BSM has awarded an $87,367 contract to Intercomp 

Co., Medina, Minn., for a material handling series MH300. (Solicitation 

Number: SPM8EF09T2226) 

The same office, Defense Supply Center Philadelphia-Construction 

& Equipment—BSM, has issued a solicitation for a rail 

cargo flatrack (NSN 3990014587323). (Solicitation Number: 

SPM8EF09T2384) 

The Army Sustainment Command has issued a $128,000 contract 

award to Rapid Rentals & Sales, West Chicago, Ill., for multidirectional 

forklifts (Combilift Model C22000 or equivalent). 

The National Guard Bureau of Nevada has issued solicitation for 

a compact wheel loader with a Caterpillar C3.4 diesel engine and 

906H MA3 comfort cab. (Solicitation Number: W9124X09T0006) 

TACOM-LCMC has issued a solicitation for a rough terrain 

5,500-pound capacity diesel-powered forklift to support the Iraqi 

and Afghanistan security forces. (Solicitation Number: W56HZ- 

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In 2001, OmniQuip modified an existing extended boom 

forklift to produce the MMV for the Marine Corps. The MMV is 

capable of operating over rough terrain and certified for rail, sea 

and air transport, and it too can move 463L palettes. 

Because forklifts have become so invaluable to the U.S. 

military, each branch of the service has its own specifications 

and requirements for those machines, said Chris Saucedo, 

JCB’s vice president of military products. Different missions 

determine how the different materiel handlers are designed, he 

said. The Marine Corps looks for multiple use equipment that is 

mobile, or “expeditionary”; the Army and the Air Force look for 

more containerized type applications that are long-term uses, 

he said. 

While use requirements might differ, there are aspects of 

forklift specifications that are militarywide, say forklift manufacturers’ 

representatives. Those specifications are transportation, 

reliability and protection. Of those, reliability is the most 

important, said Saucedo, whose company produces a highmobility 

rough terrain forklift (HMRTF) and a high-mobility 

engineer excavator (HMEE), which doubles as an equipment 

loader. 

Sgt. Marcus McDowell, a native of Helena, Mont., a soldier of the 639th Combat Sustainment 

Support Company, 398th Combat Sustainment Support Battalion, 10th Sustainment Brigade, loads 

a pallet of cinderblocks. [Photo courtesy of DoD] 

The HMRTF uses telescopic handler technology to load 

and unload standard containers—it has a lift capacity of 5,000 

pounds up to 16.5 feet high—but what distinguishes the HMRTF 

is its ability to travel at a sustained speed of 52 miles per hour. 

In addition, the machine can be compacted so that it can 

be transported by attaching it to the underside of a Chinook 

helicopter or inside a C-130 aircraft. 

However, the HMRTF is surpassed in speed by the HMEE, 

which can travel up to 60 mph on both paved roads and cross 

country surfaces, making it the world’s fastest backhoe loader, 

according to JCB. The HMEE has full suspension and anti-lock 

braking technology, allowing for controlled stopping in difficult 


conditions. In addition, it has run-flat 

tires, thereby reducing troop exposure 

and providing time for operators to reach 

safety. In addition, the speed of the HMEE 

provides battlefield commanders with 

logistics capabilities in front patrols. 

Most of JCB’s military customers look 

at the reliability factor as the most important 

buying decision, Saucedo said. The 

concept of life cycle management of the 

equipment is very important to military 

customers, he added. To illustrate how 

important, Saucedo said JCB’s commercial 

products have a three- to five-year life 

cycle depending on the product. While a 

commercial big-wheel loader might have 

a seven-year life cycle and skiff loaders a 

life of up to three years, military customers 

look for products that have a life cycle 

of 30 years, making life cycle management 

crucial, he said. 

The concern for a vehicle’s reliability 

and sustained performance has companies 

like JCB providing the government with 

cost projections for the use of those pieces 

of equipment, some as far as 15 years. In addition, some companies 

are forecasting when the product needs to be rebuilt, 

when equipment failures can be anticipated, as well as proactive 

maintenance schedules, Saucedo said. Monitoring those vehicles 

has JCB incorporating radio frequency identification (RFI) 

technology—which was initially used to track the movement of 

packages—so remote prognostic and diagnostic capabilities can 

be implemented, he said. The RFI diagnostic capabilities enable 

supervisors and mechanics to monitor maintenance needs of a 

vehicle—ranging from engine work to oil changes—on duty in 

Afghanistan from within the United States, half a world away, 

he said. 

While in many cases, the features and capabilities required 

for a military version of forklift, telescopic lift and forklift are 

unique to a combat environment, in other cases, the same piece 

of equipment durable enough for a construction site may do 

equally as well with the military. Several other companies manufacture 

material handling equipment suitable for military use 

including: Terex, Genie (a subsidiary of Terex), Manitou, Gehl (a 

wholly-owned subsidiary of Manitou), Xtreme Mfg., Caterpillar, 

Case Construction, and Pettibone Traverse Lift. 

14 | MLF 3.7 

PROTECTING THE LOGISTICIAN 

Operator protection is credited with saving the life of Army 

Staff Sergeant Adam Smith. On May 29, 2009, Smith—whose 

unit is the 9th Engineer Battalion, 172nd Infantry Brigade— 

was operating a JCB HMEE near South Balad Ruz, Iraq, when 

an anti-tank mine exploded near the machine. Smith walked 

away from the explosion that destroyed a large section of the 

HMEE, and the machine’s armor is credited with saving the staff 

sergeant’s life. 

In addition, JGL has armor kits available for the ATLAS, 

and the armor is credited with saving another, unnamed 

A military forklift loads a truck with empty ammunition boxes at Forward Operating Base Now Zad, Helmand Province, Afghanistan. 

Second platoon with Motor Transportation Company, Combat Logistics Battalion 3, successfully transported a piece of heavy 

equipment and more than 50,000 pounds of provisions to the FOB in support of Lima Company, 3rd Battalion, 8th Marine Regiment 

(Reinforced), the ground combat element of Special Purpose Marine Air Ground Task Force – Afghanistan. CLB-3 is the logistics 

combat element of Special Purpose Marine Air Ground Task Force-Afghanistan, whose mission is to conduct counterinsurgency 

operations, with a focus on training and mentoring the Afghan national police. [Photo courtesy of DoD] 

A Marine with Combat Logistics Battalion 8 guides an extended-boom forklift, also known as 

a Sky Track, through shin-high, powder-like dirt in front of Marine living quarters here during 

a sandstorm Aug. 6. This is the third day in a row the camp has experienced heavy sandstorm 

activity. The storms have lasted up to eight or more hours. [Photo courtesy of DoD] 

soldier’s life, according to Verhoef. In that situation, a mortar 

shell exploded near an ATLAS that was in use, and a soldier was 

wounded, “but only slightly,” he said. “The machine’s armor 

protected the individual,” he added. 

However, military customers are not only concerned about 

protecting the operator; they also want to protect the machines, 

Saucedo adds. During the last several years, there has been a 

huge focus on protection, but it is not completely focused on the 

operator, but rather on the overall functionality of the machines, 

he said. Therefore, the machines are being designed to resist a 

mine strike, or being hit by a projectile, but in such a way so the 

machines survive, as well as the operator, he said. ✯ 

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

Tactical Logistics Support 

A ROUNDTABLE ON THE STATUS OF THE GLOBAL COMBAT SUPPORT SYSTEM AND WHAT IT WILL DELIVER TO THE 

WARFIGHTER—AND WHEN! 

Supporting warfighters in operations 

around the globe is certainly not an easy 

task, and comprehensive solutions that 

allow transparency and visibility—and 

security—of the support tail from start 

to finish have been hard to come by. The 

Global Combat Support System has been 

developing for some time with the objective 

Q 

How will GCSS change the way 

the warfighter requests, tracks 

and receives supplies? 

COLONEL 

JEFFREY K. WILSON 

(ARMY) 

GCSS-Army is a Web-based tactical 

logistics system that automates processes 

and integrates functions. Retail supply 

functionality was first implemented in 

December 2007 and is successfully operating 

at the Army National Training Center, 

Fort Irwin, Calif. Users enter customer supply 

requirements only once, and they are 

immediately visible to all parties involved, 

providing an accurate view and status. 

The system saves time by automatically 

batching and transmitting requirements 

so these functions no longer need to be 

manually performed at specific time intervals. 

GCSS-Army eliminates the need for 


of provided an integrated real-time picture 

across the combat service support spectrum. 

The goal is to be in an informed position 

to make decisions affecting operational 

support needs throughout the deployment 

environment. 

Systems are now in place that have 

taken GCSS from the theoretical to the 

time-consuming processes such as closeouts, 

backups, restores, and separate input 

and output logs. 

GCSS-Army simplifies the customer 

reconciliation process, which previously 

required hundreds of man-hours to execute. 

A re-engineered process for tracking 

and adjudicating overdue shipments provides 

a more precise and timely method for 

closing and reordering. GCSS-Army managers 

at all levels have a better view of the 

supply chain and more tools to accurately 

and efficiently handle the process. 

LIEUTENANT COLONEL 

JIM STONE 

(MARINE CORPS) 

Global Combat System Marine Corps 

[GCSS-MC] is scheduled to begin deployment 

in fiscal year 2010. It will forever 

change the way logistics support is delivered 

to the Marine Corps by providing standardized 

business processes and cutting-edge 

practical. Military Logistics Forum recently 

had the opportunity to pose three questions 

to Army, Air Force and Marine Corps GCSS 

offices to see where they are and what common 

ground they have. 

We spoke with Colonel Jeffrey K. Wilson 

(Army), Phillip Waugh (Air Force) and Lieutenant 

Colonel Jim Stone (Marine Corps). 

technology to Marines in both garrison 

and deployed environments. Unlike the 

Corps’ legacy logistics systems, GCSS-MC 

goes wherever warfighters go to provide 

Marine Air Ground Task Forces [MAGTFs] 

and the supporting establishment of an 

integrated, Web-based system designed to 

capture reliable, relevant and near realtime 

information. Requests for products 

and services are initiated at the lowest 

possible level, and the system provides a 

single point of data entry—a combination 

of functions that translates into improved 

speed and accuracy of logistics information 

and improved responsiveness of the 

logistics chain. In the past, when Marines 

have been deployed in austere environments, 

the lack of visible information 

has caused unfulfilled requests, redundant 

request and fulfillment, and dependency 

on forward-deployed materiel. In contrast, 

GCSS-MC will provide a clear picture of 

demand and inventory up and down the 

logistics chain so Marines will know the 

status of their requests, the availability 

of inventory and services, and the readiness 

of their equipment. They will have 

secure access to the critical information 

MLF 3.7 | 15

they need to enable faster, better-informed 

decisions and the flexibility and confidence 

that comes only with reliable, responsive 

logistics support. 

Prior to GCSS, supply systems were 

very compartmentalized. Information sharing 

was accomplished by batch updates at 

periodic intervals between legacy systems, 

and third-party applications were used to 

provide limited fleet or enterprise views of 

supply chain activity. Warfighters suffered 

from the lack of real-time business intelligence 

and limited ability to affect timely 

changes in response to a very dynamic 

operational environment. 

The introduction of GCSS enabled 

unprecedented access and integration 

across legacy systems in near real-time that 

dramatically changed the way warfighters 

make support decisions. With a single 

log-on, users can view asset balances and 

order status across 300 base-level supply 

accounts, Air Force depots, and even external 

suppliers, such as the Defense Logistics 

Agency. The resulting view of the supply 

chain in motion enables smarter decisions 

from an enterprise perspective. Local support 

priorities are no longer considered in 

isolation. Instead, critical spares are repositioned 

to meet the greatest need of the Air 

Force and the warfighter. 

The GCSS architecture also provides a 

mechanism for development of new functionality 

that identifies and acts on specific 

triggers between systems. For example, 

16 | MLF 3.7 

PHILLIP WAUGH 

(AIR FORCE) 

business rules that identify overdue shipments 

in one system and automatically 

checks for a receipt in another system or 

shipment status through the Global Transportation 

Network. 

Q 

How fully integrated and functional 

throughout the entire supply 

chain is GCSS? 

PHILLIP WAUGH 

(AIR FORCE) 

The supply chain is supported by a collection 

of nodes made up of numerous systems 

in various stages of maturity hosted on 

multiple platforms. GCSS is the net-centric 

lynchpin that enables a services-oriented 

solution that ties these systems together. 

GCSS-Air Force provides a standards-based, 

open architecture that handles the presentation, 

security, messaging, collaboration 

and hosting for many Air Force logistics 

applications. Some systems are fully integrated 

within GCSS, while others may only 

use certain services, or remain an external 

touch point. In addition, federation across 

GCSS instances further enables shared services 

and access to systems outside of the 

hosting services enclave. 

Net-centricity is a key performance 

parameter for new and legacy systems. 

GCSS provides the foundation from which 

to build the bridge between stovepiped 

applications and fully integrated systems. 

The entire Air Force supply chain is supported 

by GCSS to some extent, which 

should continue to be a core component of 

future logistics modernization efforts. 

GCSS-Army is taking an incremental 

approach to fielding that allows for testing 

and refinement as new functionality 

is introduced, resulting in a better final 

product for soldiers. At the same time, the 

Army Program Executive Office, Enterprise 

Information Systems [PEO EIS] Enterprise 

Resource Planning [ERP] Task Force is 

pursuing a coordinated system integration 

strategy that will allow GCSS-Army users 

to benefit from shared capabilities in other 

Army business areas such as finance and 

personnel. When fully deployed, GCSS- 

Army will share integrated data with organizations 

and personnel throughout the 

Army business enterprise, from the factory 

to the foxhole. 

GCSS-MC is not just replacing old 

systems with a new one. It is enabling an 

entirely new approach to Marine Corps 

logistics based on simplified and streamlined 

processes supported by modern technology. 

Regardless of location, the way 

logistics work is done and the tools used 

to accomplish it will be the same. Block 1, 

the first phase of the program, will integrate 

tactical-level supply, maintenance 

and service functionality in a shared data 

environment. The functional solution will 

provide the Marine Corps: 

• 

• 


JIM STONE 


Requests for services, maintenance 

and supplies with automatic routing to 

the appropriate authority for approval 

and fulfillment 

Real-time validated information 

www.MLF-kmi.com

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

Asset status and availability 

Warranty tracking and management 

Ownership and transfer of assets 

Escalation of requests 

Approvals and funds checking 

Proactive and reactive maintenance 

Maintenance history 

Effective management of resources 

Replenishment of supplies through 

automatic triggers 

Mobile field service enhanced, the ability 

work in connected or disconnected 

modes 

Subsequent GCSS-MC blocks will build 

on previous ones, adding new capabilities 

over time. When the program is mature 

and all requirements are fully implemented, 

it will consolidate more than 200 legacy 

logistics information systems into an integrated 

infrastructure that provides seamless 

end-to-end logistics chain management, 

advanced enterprisewide planning and joint 

interoperability. 

Q 

Q: What are the priorities for the 

next phase of the program and 

future enhancements? 

GCSS-MC capabilities will be delivered 

incrementally. To realize the benefits of integrated, 

state-of-the-art systems and common 

business processes as soon as possible, Block 

1, the first phase, has been divided into 

two releases. The initial release, Capability 

Release 1.1, focuses on providing capability 



JIM STONE 


to the MAGTF and the enterprise in three 

major functional areas: supply, maintenance 

and request management. This release is 

scheduled to begin field user evaluation 

at III Marine Expeditionary Force early in 

2010. The second release, Capability Release 

1.2, consists of the sophisticated technical 

solution that will enhance the MAGTF’s ability 

to access logistics data in any location or 

environment. Capability Release 1.2 allows 

for the secure transfer of data between the 

Nonsecure Internet Protocol Router Network 

[NIPRNET] and the Secure Internet 

Protocol Router Network [SIPRNET] and 

the ability to synchronize data between a 

continental United States GCSS-MC server 

[Enterprise Instance] and the scalable, tailored, 

deployed MAGTF instances that are 

cloned from the enterprise. 

While future blocks of capabilities are 

still in the planning stage, it is anticipated 

that they will focus on such areas as transportation/distribution, 

engineering, health 

services, life cycle management, advanced 

planning and base/garrison functions. 

PHILLIP WAUGH 

(AIR FORCE) 

From a logistics or supply chain perspective, 

the next big event for the Air Force is 

the integration of the Enterprise Resource 

Planning Solution—the Expeditionary 

Combat Support System [ECSS]. ECSS will 

replace most of the legacy logistics systems 

in use today, which is a huge undertaking. 

This phase of modernization will take 

several years with incremental deliveries of 

capability. 

As you might imagine, it’s important 

to maintain a stable baseline for the legacy 

systems being subsumed over the course 

of ECSS development. However, real-world 

events, such as securing the nuclear enterprise, 

will almost certainly drive some legacy 

system modifications. In addition, there 

are a small number of systems that will 

not be subsumed by ECSS. These systems, 

and the aforementioned modifications, will 

continue to target enterprise hosting and 

the shared services offered by GCSS. 

COLONEL 

JEFFREY K. WILSON 

(ARMY) 

The GCSS-Army project office is capturing 

lessons learned in the 2007 release 

at the National Training Center and is 

applying them to future implementations. 

The next release, scheduled for 2010, will 

include unit-level supply, property book, 

ground maintenance, and tactical finance 

support capabilities at the National Training 

Center. A future release planned for 

2011 will address aviation maintenance, 

ammunition, environmental health and 

safety, and cost management functions. It 

is estimated that more than 170,000 soldiers 

will use GCSS-Army when it is fully 

deployed. ✯ 

Marine Corps Lieutenant Colonel Jim 

Stone is the senior Marine/director for 

global implementation. Phillip Waugh is 

with Air Force Headquarters 754th ELSG/ 

ILSS. Army Colonel Jeffrey K. Wilson is the 

project manager Global Combat Support 

System-Army (GCSS-Army). 

MLF 3.7 | 17

18 | MLF 3.7 

Foam Protection 

A new drawer liner kit 

for Pelican’s 0450 case 

allows the end user to 

create professional-looking 

foam-lined tool drawers at 

a fraction of the cost of a 

fabricated solution. Each kit 

includes six shallow drawer 

foam sets and one deep 

drawer set. The foam sets 

are pre-cut to fit the standard 

drawers for the 0450 

case. Each shallow drawer 

set contains 0.75-inch thick 

black foam with pressuresensitive 

adhesive and 

0.25-inch thick foam. Each 

deep drawer set contains 

two pieces of seven-eighths 

thick black foam with pressure-sensitive 

adhesive and 

0.25-inch foam. The kits are 

packaged with tracing paper 


to use when mapping out 

each tool’s location. 

The Case Fit DL 45 set is 

made of the same closed-cell, 

oil-repellent cross-linked 

polyethylene foam that 

is used in the U.S. Army’s 

general mechanics tool 

kits. This durable foam tool 

control kit’s color combination 

is available in black 

over red. 

The Case Fit DL PE set 

is made of a non-crosslinked 

polyethylene foam 

material. This foam set is 

recommended for applications 

where transportation 

of the 0450 case is kept 

to a minimum. The PE 

set’s color combination is 

available in black over white 

foam. 

Facilities can reclaim up to 85 percent of the space 

used by traditional filing cabinets and shelving systems in 

existing buildings by using floor-to-truss space maximization. 

Remstar automated storage and retrieval systems such 

as Shuttle, vertical lift module and vertical carousels help to 

reduce the amount of physical space that is needed to store 

material while reducing business costs and optimizing the 

available floor space. 

By using automated equipment, facilities can often be 

consolidated into a single, more space-efficient facility, very 

often using less total floor space than what was required for 

storage in the other facilities combined. The floor-to-truss 

concept also works if new construction is part of the consoli- 

Floor to Truss Storage 

Power Stacker 

A versatile, fully powered PowerStak counterbalance 

stacker from Presto Lifts Inc. works with any style 

pallet or skid and is suited for servicing racks, loading/ 

unloading trucks, feeding machinery, and other applications 

where straddle legs could get in the way. With a 

load capacity of 1,100 pounds, a load center of 15 inches, 

and a lift height of 62 inches, the unit has a short yet 

stable wheel base to maximize maneuverability in tight 

quarters on uneven floors and ramps. The tilt of the 

mast is adjustable. Overall height is 82 inches, overall 

width 32 inches. The forks are each 3 inches wide and 

30 inches long. 

The PowerStak Counterbalance Stacker is loaded 

with ergonomic features. The ergonomically designed 

handle puts all controls within easy reach for maximum 

operator comfort and convenience. Forward- and reversedrive 

thumb switches are located on both sides of 

the handle to accommodate left-hand or right-hand 

operation. An auto-reversing belly-bump switch protects 

operators from potential injury when walking the unit 

backwards, while an automatic brake immediately halts 

travel when the stacker is reversed. The polyurethane 

drive wheel is fully shrouded to protect the operator’s 

feet. Power is achieved via two maintenance-free 12-volt 

batteries. A 110-volt built-in charge is also a standard 

feature. Options include load backrests, a deep-cycle 

battery and forged forks. 

dation plan. Because of the more effective use of overhead 

space, companies can construct smaller, more energyefficient 

buildings, shrinking the construction footprint by 

up to 15 percent in some cases, conserving natural resources 

and reducing maintenance costs. 

Newly freed-up floor space can be converted for valueadded 

purposes. Operator productivity can be increased up to 

66 percent by using automated storage and retrieval systems, 

helping to reduce a facility’s labor requirements, energy 

consumption and carbon footprint. The systems can provide 

a return on investment in less than 18 months for many 

applications including tool and die storage, order fulfillment 

and consolidation, benchstock and many more. 

www.MLF-kmi.com

Metalcraft recently announced availability of Teflon-coated UID 

nameplates for unique marking applications in demanding military 

environments—especially adhering to paint and withstanding exposure 

to chemicals and temperatures up to 500 degrees Fahrenheit. 

UID is a U.S. Department of Defense mandate that requires a 

unique item identifier (UII) to track items throughout their life 

cycles—a challenge given the applications and environments of military 

assets. 

Metalcraft’s Teflon-coated UID nameplates were developed in 

response to DoD suppliers’ demand for a UID product that adhered to 

chemical agent-resistant coating (CARC) painted surfaces and allowed 

for easy removal of dirt, grease and dried paint. These unique products 

are constructed of anodized aluminum with a protective Teflon coating 

and an adhesive approved for CARC applications. 

The company offers a complete unique identification policy 

compliance solution that includes six UID product families, expedited 

ordering services, data management and registration services 

and on-staff UID specialists with a detailed understanding of 

the DoD’s requirements. They cover every aspect of UID policy 

compliance except physically attaching the product to the 

asset. 

The Camcode Division of Horizons 

Inc. has launched a new IUID registration 

service that will allow DoD 

suppliers to both procure UID labels 

and complete IUID registration 

requirements from a single provider. 

“As the most experienced UID 

durable label provider in the industry, 

we know that our customers just want 

to comply with UID requirements in 

a convenient, fast, economical way,” 

said Randy Uveges, Camcode’s UID 

product manager. “Getting all their 

UID needs from a single source saves 

time and money, and using a vendor 

familiar with all your needs makes the 

process easy.” 

IUID Registration 

Service 


UID Nameplates 

Camcode’s new service registers 

both physical and virtual IUIDs in the 

Department of Defense IUID Registry 

for new, legacy and GFP assets. At the 

completion of the registration service, 

Camcode provides e-mailed documentation 

confirming the proper registration 

of each item. 

Camcode’s line of high performance 

IUID labels are already widely 

used on such defense equipment as 

vehicles, weapons, electronics, support 

equipment and more. Camcode has 

also installed thousands of IUID labels 

on DoD assets. 

Joe Brunemann: 

joebru@horinc.com 

“UID compliance can be easy and profitable with Metalcraft,” said 

Metalcraft President Steve Doerfler. “Metalcraft has the knowledge, 

products and services DoD suppliers need; we’re committed to helping 

DoD suppliers improve inventory management and asset tracking to 

realize a return on their investment in compliance.” 

UGV Survey 

Space and Naval Warfare Systems Center 

Pacific (SSC-PAC) is conducting a market 

survey of unmanned ground vehicles (UGVs) 

for the Office of Naval Research. The effort 

is focused on unmanned ground systems 

capable of supporting an increase in the 

mobility of dismounted Marines operating 

in a tactical environment, lightening the 

load of the individual Marine, and possibly 

providing a logistical resupply capability for 

small units. 

The survey will span the range of UGVs 

from small man-packable systems up to 

the size of a HMMWV. For each candidate 

reviewed, SSC-PAC will need a description 

encompassing features of the system to 

include gross vehicle weight, size, power/fuel 

required, rough order of magnitude cost, 

projected full-scale production cost, level of 

autonomy, range and duration of operation, 

type of sensors, payload weight, an assessment 

of mobility, and payload sensor(s) 

included in the bundled system, etc. 


C-17 Globemaster 

V-22 Osprey 

F-18 Hornet / Super Hornet KC-135 Supertanker 

Sikorsky H-60 Blackhawk Boeing 767 Tanker AV-8B Harrier 

Performance Excellence Award and 

Global Supplier of the Year: Aerospace Support Category 

The Boeing Company 

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New Breed is a critical link in the supply chains behind many of the world’s 

most recognized military aircraft. Our systems, infrastructure and strategic 

focus on aerospace manufacturing and aftermarket support make us an 

ideal partner to design and manage large scale, complex operations. 

Learn how a new breed of 3PL can provide you with greater control over 

your supply chain. Call 1.866.463.9273. 

©2009 New Breed Logistics, Inc. All rights reserved. 

Photograph: U.S. Air Force photo/Staff Sgt. Jerry Fleshman 

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Q&A 

Ensuring a Continuum of Logistical Support to the Warfighter 

Theater Logistician 

Major General Kenneth S. Dowd 

Director for Logistics 

United States Central Command 

Major General Kenneth S. Dowd, U.S. Army, is the director 

for Logistics, U.S. Central Command, MacDill Air Force Base, 

Fla. 

Dowd was commissioned through the ROTC program upon 

graduation from Cumberland College, Ky., in 1979. His military 

education includes the Quartermaster Basic and Advanced 

Course, Logistics Executive Development Course, U.S. Army 

Command and General Staff College, Armed Forces Staff College 

and the U.S. Army War College. In addition, he holds a 

master’s degree in logistics management from the Florida 

Institute of Technology. 

Dowd has served in command and staff positions throughout 

his career to include: tech supply officer in the 702nd 

Maintenance Battalion, 2nd Infantry Division; battalion maintenance 

officer and commander, Headquarters and Headquarters 

Company, 4th S&T Battalion, 4th Infantry Division; 

research and development officer, CASCOM, Fort Lee, Va.; 

support operations officer and executive officer, 3rd Forward 

Support Battalion, Schweinfurt, Germany; division material 

management officer, Division Support Command, 3rd Infantry 

Division; joint logistics plans officer, USACOM, Norfolk, Va.; 

and commander, 299th Forward Support Battalion, Schweinfurt, 

Germany. During this tour, the 299th deployed to Bosnia 

and provided the logistical support for the 2nd Brigade “Dagger” 

Combat Team, 1st Infantry Division. He served as chief, 

logistics operation center, and DA DCSLOG, Washington, D.C. 

In July 2001 he assumed command of the 1st Armored Division 

Support Command. During this time frame his units deployed 

in support of Operation Iraqi Freedom. Dowd served as the 

assistant deputy chief of staff for logistics, U.S. Army Europe, 

and the executive officer to the Army G4. His most recent 

assignment was director of Logistics, Engineering and Security 

Assistance, U.S. Pacific Command, Camp Smith, Hawaii. 

Dowd’s awards and decorations include the Defense Superior 

Service Medal, Legion of Merit with one Oak Leaf Cluster, 

Defense Meritorious Service Medal, Meritorious Service Medal 

with four Oak Leaf Clusters, Army Commendation Medal with 

Silver Oak Leaf Cluster, and the Army Achievement medal with 

two Oak Leaf Clusters. 

Dowd was interviewed by MLF Editor Jeff McKaughan. 

Q: Good afternoon, General Dowd. Let’s start with an overview 

of your command and its responsibilities. 

A: As you know, I am the logistician for CENTCOM. General 

Petraeus is my boss, and I have the overall responsibility for 

logistics within the 20 counties in the CENTCOM AOR. Logistics 

includes the functions of transportation, engineering, 

foreign military sales movements, oversight of contracting, 

planning for these functions, and the day-to-day execution of 

these functions. Among others, these are the bigger themes to 

which I devote my attention for the command. 

Q: You are tasked with reducing the footprint, while still 

engaged, in Iraq and transitioning much of that to Afghanistan, 

also engaged. What are the most significant challenges 

to that, and how are they being met? 

A: First off, there has been a lot of good planning, both at the 

CENTCOM and [Multi-National Forces-Iraq] MNF-I, [Multi- 

National Corps-Iraq] MNC-I, and [Army Central Command] 

ARCENT levels of structure. We have what I call LOG Nation; 

all the logistics elements at the various echelons on command, 

looking at the overall drawdown. 

We know how much equipment has to come out, and we are 

getting help from the OSD folks on what materiel we might be 

able to leave behind. One of our challenges right now is getting 

the appropriate authorities to help us make decisions on what 


we will bring out and what we will leave for the Iraqi security 

forces as they build their military. 

Another challenge has been transferring resources and 

equipment from Iraq, as they become available, over into 

Afghanistan. For example Red Horse and Seabees [engineering 

units] are necessary to help us build the base camps in 

Afghanistan. We have had to time their withdrawal from Iraq 

and transfer to Afghanistan to construct the base camps for the 

buildup of forces. Those are complex decisions, and complex 

movements to execute. We want the incoming units to be able 

to get off the plane, hop into their awaiting MRAPs, drive off to 

their pre-established protected base camps and be in the fight 

within a week or so. We have met this challenge very well. 

The third challenge is the ability to repair the gear from 

Iraq that is needed in Afghanistan prior to moving it. We 

are primarily talking about engineer equipment needed in 

Afghanistan in order to finish the building of the facilities in 

there. We have had to time that very closely on bringing the 

equipment out, repairing it and bringing it forward. 

These are our biggest challenges we are facing in balancing 

the Iraq drawdown and Afghanistan increase in force 

structure. 

Q: You mentioned what you might be leaving behind with the 

Iraqi forces. Do you have interaction with the Iraqi Logistics 

Corps and assist in developing professional capabilities 

within their system? 

A: The Multi-National Security Transition Command-Iraq 

[MNSTC-I] provides the oversight for training. They are a subordinate 

command to Multi-National Forces-Iraq, commanded 

by General Odierno. What we’ve done is to pull together some 

of our national partners like the Defense Logistics Agency, who 

have come to our theater and helped the Iraqis develop warehouse 

procedures, repair part procedures and an accountability 

process for many of the critical assets to keep their gear and 

military running. We also have provided logisticians at the tactical 

level to assist the Iraqis in developing their logistical systems 

from the tactical level to the operational level and on to the 

strategic level. We are also using the Army Materiel Command 

to help do some of the oversight work on some contracting and 

repair of Iraqi gear. It’s about looking at the entire life cycle of 

the logistics model within the Iraqi forces. I will tell you that 

we have only been at this for about two years, and we still have 

a ways to go, but we have worked these initiatives very hard 

and are seeing strong results. 

Q: As the Northern Distribution Network spools up, what 

have been the experiences so far? 

A: We realized we needed a Northern Distribution Network 

as we were looking at the amount of forces that were going 

to flow into Afghanistan. We had one primary route into 

Afghanistan, which we call the Pakistan ground line of communications, 

or Pak GLOC. We got with our command’s policy 

team and our political/military [pol/mil] folks and looked at 

other opportunities to bring supplies into Afghanistan. From 

there, we developed the Northern Distribution Network [NDN], 

with the help of TRANSCOM and DLA, to bring supplies over 

a network of various commercial routes which transit, Russia, 

the Caucusus, the Central Asian States, and into Afghanistan 

through Russia and other points along the route. 

We transport only non-lethal cargo through the NDN 

—mainly rations, wood and other similar supplies. We are 

considering transporting some types of vehicles—again 

non-lethal in design. The NDN provides a valuable supplement 

to the Pak GLOC. It also allows us to help those countries 

that the NDN transits. We try to procure various items 

locally such as concrete, barbed wire, water and Coca Cola. 

This lessens the transportation burden, while providing local 

economic benefit to the countries through which the NDN 

transits. 

So the NDN benefits us and others in a number of ways. 

It was a choice to try and improve the LOCs while helping 

the pol/mil teams in their engagement with these other 

countries. 

Q: Are you looking to establish even more lines of supply into 

Afghanistan? 

A: We are currently working a route with the State Department 

through China, where we might be able to bring things

in through the Pacific, working with PACOM, to bring gear and 

vehicles in through that route. 

We are also working an air route coming in from the north 

to Navoi Airfield, Uzbekistan. There we are downloading it 

from the aircraft and trucking it into Afghanistan. 

As you well know, logisticians like to have as many routes 

available as possible. That way if the enemy cuts one of the 

LOCs, we can use the others to keep the stream of supplies 

steady. 

Q: The Global Combat Support System-Joint portal provides 

you with a theater-level common operating picture and 

supports a unity of effort. Can you tell me a little more about 

the system and what it does for you? 

A: This is an initiative that we are working with some of our 

national partners like [Defense Information Systems Agency] 

DISA and the Joint Staff to develop a log common operating 

picture in the theater. We are using the GCSS-J system as 

our baseline in order to develop a one-stop shopping location 

for logisticians to look at various locations, to see fuel 

levels, ammunition levels, repair parts levels, mobility levels, 

and so on. Access to this kind of real-time information allows 

us to be able to make critical logistics decisions, along with 

TRANSCOM and DLA. 

We’ve just finished looking at the fuels efforts and found 

that the warfighters have liked this access a great deal, as it 

allows them to look at a common operating picture; see what 

the fuel levels are at specific locations; and then bring fuel in 

when and where necessary. This common picture depicts the 

entire theater in detail. 

After finishing the fuel module, we’re working ammunition 

now and have TRANSCOM assisting with the mobility piece. 

These are initial efforts now, and we are working to give the 

logistician in theater a common operating picture. 

Q: How dependent are the coalition partners on CENTCOM to 

provide supplies and support for their mission? 

A: Since I arrived here, we’ve brought the coalition logistician 

two-star generals in for sessions quarterly to talk about just 

mission ready 

this very issue. Meeting in a forum gives us a broader view. 

For example, we have been able to look at the fuel picture in 

theater and identify vendors that other countries might be able 

to use or that we might be able to use making the overall support 

piece much easier. 

We are looking at all of our requirements from the coalition, 

and we’ve all decided to share where it makes sense to 

share. In addition to fuel, another example of sharing is “real 

life support,” such as lodging and dining facilities on forward 

operating bases. We are also continuing to make progress on 

sharing transportation where it makes sense to do so. 

We have been at this hard for about a year, and we are getting 

better at looking at mobility movements; for example, if 

the U.K. has an aircraft that’s empty, maybe we can move some 

of the U.S. supplies on it, and vice versa. 

We do have a great relationship with our coalition, and we 

are working through these logistical initiatives because we all 

jumped in there at the same time under NATO, and now we 

need to work as a team. 

Q: The Joint Contracting Command has recently established 

the methodology that has reportedly streamlined the 

contracting process. What role does that organization play, and 

how has their partnership delivered results to the warfighter? 

A: The Joint Contracting Command was set up in Iraq and also 

oversees Afghanistan. We have a one-star commanding in the 

leadership role there. 

The big thing it does for us is that it allows us to vet all of 

the contracts that come into theater. Prior to this, contracts 

could be stovepiped right into theater, and the leadership 

would have no oversight on cost and how well they were being 

performed. Now they must vet through this organization, and 

folks like the Defense Contract Management Agency provide 

oversight on what they provide to the customer, how much 

it is costing, and how many people it involves. It allows us to 

keep control on how many contractors are on the battlefield, 

where they are located. It allows us the opportunity to vet 

those contractors and make sure we don’t have any bad guys 

in there. 

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So the big thing it adds is a vetting and oversight process 

and a process that improves the overall contracting support to 

the theater. 

Q: Can you describe how the logistics chain is able to drive jobs 

and revenue to Iraqi and Afghan firms, thus providing local 

jobs? Is this the purpose of the Afghan First Initiative? 

A: Exactly. We have the Iraqi First Initiative and the Afghan 

First Initiative, and we’re in the crawl stages of a Central Asian 

States First Initiative. An example of one of these initiatives is 

the Iraqi Trucking Network. We got with local Iraqi tribes to 

transport supplies. This allowed us to take U.S. military trucks 

off the road. These local Iraqi firms were able to acquire trucks 

and hire drivers and do the hauling for us. The Iraqi Trucking 

Network concept is starting to spread throughout Iraq, and 

eventually it could be an enabler as we start to drawdown to 

help us push gear and equipment out of Iraq. The vast majority 

of transportation in Afghanistan is already conducted by 

Afghan nationals, so 

the Afghan First Initiative focuses mainly on procuring 

commodities, such as water, soda, juices, building water 

plants, and using some of their natural resources in country 

in order to help build the infrastructure that we are building 

for our military. The NDN is providing an opportunity for our 

CASA first initiative to get under way. 

Q: How efficient is the current in-theater asset tracking 

system in keeping up with materiel movements? 

A: I would say in Iraq we are in very good shape. We have a 

lot of good [in-transit visibility] ITV. We have some great locations 

where we track movements, mainly at the primary border 

crossings. 

In Afghanistan, the ITV has improved over the last 12 

months. I think we now have 16 different locations out along 

the Ring Road that give use to a lot more ITV. Considering 

CENTCOM’s austere and dangerous environment, we are 

pleased with the efficiency the systems provide. Our commercial 

vendors such as APL and Maersk are putting ITV and 

tracking mechanisms on their platforms so that, as they are 

moving supplies over the Pak GLOC, [we] see those supplies 

coming up the Pak GLOC and across the border, which allows 

the receiving teams to prepare for their arrival. 

A lot of good work [by] our Strategic Deployment Distribution 

Command partners, who work with the commercial 

vendors, helping to move our cargo. 

Q: There have been calls recently, from the secretary of 

defense and others, to move away from outside contractors. 

Has that begun to manifest itself in theater yet? What are 

some of the areas that could more easily migrate from outside 

contractors back to the military and others that are perhaps 

well-suited to remain in the contractor world? 

A: I have not really seen any impact in the theater yet. We are 

currently reviewing those support pieces. Perhaps the trucking 

network would be one possible initiative that, as it grows 

to provide more trucking assets from the Iraqi firms to move 

24 | MLF 3.7 

our materiel around, would do well to remain in the contract 

world. 

We are still assessing and looking at our contractors. We 

need to look at what this will all mean during the drawdown 

and how we can reduce the contractor footprint and cut costs. 

Bottom line is that a lot of that planning is going on right 

now. 

Q: The wars in Iraq and Afghanistan have generated a sprintlike 

pace to the OPTEMPO that has been eating up life cycle 

time on equipment across the board. The truck fleet and 

air transport fleets are particularly hard-used. How do you 

manage the need to move supplies with fleet of equipment 

that is being hard-pressed? 

A: There are a couple of primary things we do. As you know, 

we have some repair facilities in theater that do rebuild of 

the gear forward. So, for instance, the uparmored HMMWVs, 

among others, are repaired in theater and not brought back to 

CONUS, which helps us a great deal. 

We also look at equipment called TPE—theater provided 

equipment—which is always kept forward and not brought 

back and forth as units rotate in and out. This allows us to 

work this set fairly hard since all of the maintenance is done 

forward. This gives us the opportunity to get the other equipment 

items that need more attention back to CONUS to go 

through reset and be ready for the next effort. 

So, we have rebuild facilities forward, including some 

pushed forward into Iraq; we have the TPE sets; and we have 

some tremendous reset capabilities ongoing in CONUS for all 

the services. 

Q: Anything else you would like to add? 

A: I want to thank you for taking the time to interview the 

logistician here. A lot of times we are the guys in the back, but 

in these kinds of fights we are right up there [at the] front with 

the warfighter—there are a tremendous number of logisticians 

pushed forward making it happen. 

This has been a joint fight. I can tell you that the logisticians 

from all the services have blended together well, and we 

have some incredibly creative thinking going on about how to 

do air movements, airdrops, how to move MRAPs and anything 

else the warfighter needs so that the end-users have what they 

need when they need it. 

My main point is that I am very proud of what the logisticians 

are doing in theater, and we have had a really great team 

onboard that has done some great planning with the national 

partners to make sure they are involved in our efforts. We have 

been right there toe-to-toe with the warfighters making sure 

that the logistician’s requirements and needs are heard and 

[that we] eliminate duplication of effort where possible. 

This has been a great effort that has brought people 

together to develop the plans, develop the conops and make 

sure that the logistics of the plan are supportable. 

It is amazing what we are doing in theater with the great 

help of our national partners; TRANSCOM, DLA, Army Materiel 

Command, Marine Corps Materiel Command and all the others 

that help us every day. ✯ 

www.MLF-kmi.com

Pack it Up 

BY 

STEVE GOODMAN 

MLF CORREPSONDENT 

goodmans@kmimediagroup.com 

FROM SAND TO SEA—MILITARY CONTAINERS “ARE ON THE CASE.” 

It doesn’t matter the branch or the kind of operation—Army, 

Navy, Air Force, Coast Guard or Marines—all of our fighting 

forces need to transport equipment and supplies on a daily 

basis. The military needs to move hundreds of tons of freight in 

and out of theaters of engagement. In addition the warfighter 

requires safe and secure places for storage of assets once they 

reach their destination. And finally, once sensitive military gear 

arrives forward, it often needs to be transported quickly during 

rapid deployment or troop movements, while being protected 

from shock, wind, rain and dust. For decades ruggedized military 

containers of all shapes and sizes have been meeting these 

needs. 

TRANSPORT CONTAINERS 

The armed services can’t risk tons of essential military cargo 

being tied up in ports, or subject to theft or tampering. The key 

to moving military goods has been to use intermodal transportation. 

That means using several different modes of transportation 

to move the same unit of cargo, such as a ship, a plane or a 

truck. A container is the best way to accomplish that. Think of 

it this way: Suppose you had to move hundreds of anvils. What 

would be easier and more efficient, finding a container that you 

could put them all in and move around once, or trying to move 

each one at a time? 

As early as World War II the military has used large, usually 

20-foot, shipping containers to move gear and supplies. In 

addition to consolidation of cargo into a single unit allowing for 

easier shipping and unloading, there are many advantages to 

sea/land containers. 

Containers provide protection and security in several ways. 

Most containers only have a single point of access, one door, 

which can be locked and secured. Additional security methods 

can be employed on containers such as numbered seals that will 

let cargo handlers know if the container has been opened or 

tampered with during transit. More recently, advanced technology 

such as radio frequency identification (RFID) has been used 

to monitor and ensure the proper delivery of supply shipments, 

by tagging loads within containers with the RFID chips. 

Containers also provide protection against the ravages of 

weather and the environment, and prevent damage to shipments. 

As long as a container is loaded properly, the cargo 

within is generally protected from external damage by the walls 

of the container. 


Most people think that the latest communications or weapons 

technology is what wins battles. Consider however what 

happens if that high-tech gear doesn’t perform as designed 

when it arrives, or of it is shipped to the wrong place. Containers 

may not be exciting, but they save lives and lead to successful 

operations by making sure gear and supplies get where 

they are going—and work when they get there. One man who 

certainly understands that would be Cody Baker, VP, general 

manager of Charleston Marine Containers Inc. (CMCI). 

CMCI was originally known as Sea Containers America. The 

company has had a long and venerable relationship with the 

military in the supply of sea-bound containers, and is still based 

at the historic Charleston Naval Shipyard. “Around 2000 the 

company was awarded a very large indefinite delivery/indefinite 

quantity [IDIQ] contract with the U.S. Marine Corps for Quadcon 

containers,” said Baker. “As we started producing on that 

contract with the U.S. Marine Corps, we built approximately 

17,000 containers under that contract. Now we are doing more 

business with not only the Corps, but also the Army; we do some 

business with the U.S. Air Force, and also do business with the 

Navy. We support all branches of the military including the 

National Guard.” 

A Quadcon container is essentially a container that is onefourth, 

or one quarter the size of a traditional 20-foot ISO 

shipping container, hence the name. It represents the shifting 

paradigm in logistical military containers to smaller, more 

maneuverable modular transport containers. The concept also 

includes Tricon and Bicon containers, which are one-third and 

one-half the size respectively of the traditional ISOs. “There are 

two trends that I see,” said CMCI’s Baker. “One is the need to 

go from bigger containers to smaller containers, because they 

are more mobile. You can pack them easier, and then once you 

get them into forward positions, you can actually break them 

apart and move them with equipment that has smaller lifting 

capacity. This also means you can basically strategize your 

pack out and your load, as opposed to using larger containers 

where everything is in one container. The modular approach 

allows you to compartmentalize, lending itself to more rapid 

mobility.” 

Sea Box Inc., located in New Jersey, has also been a supporter 

of the intermodal transport concept for many years and 

has several contracts with the military to provide containers of 

various sizes. Sea Box has a multiyear contract with U.S. Army 

TACOM to provide 20-foot ISO containers with single doors on 

one end and side doors of varying interior dimensions. Under 

the contract with TACOM, Sea Box is also providing the smaller 

“module” containers, Tricons and Quadcons, which Baker 

described. 

Sea Box also has a similar contract with the U.S. Marine 

Corps for double-door Quadcon containers. While these are Sea 

Box’s current contracts, the company has been actively involved 

in developing a range of customized shipping and shelter solutions 

for all branches of the armed services and many primary 

defense contractors to meet the unique requirements of today’s 

rapid deployment strategies. 

The other trend that Baker describes with these smaller 

containers is that the industry is beginning to see the need for, 

and opportunity to, add value to them. “We not only sell these 

modular containers,” he says, “but we are adding value to them 

26 | MLF 3.7 

by installing within them cabinetry, weapon systems, and things 

like capacity for storage of armaments.” 

In this way these modular containers serve multiple purposes, 

not only getting equipment and supplies to theater, 

but in some cases delivered in ready-to-operate offices and/or 

storage buildings. Cars and trucks that transform into robots 

are the stuff of Hollywood blockbuster summer movies, but 

Members assigned to Naval Expeditionary Logistics Support Force Forward Alpha, move cables 

into place to attach to cargo containers being off-loaded from the Military Sealift Command (MSC) 

fast sealift ship USNS Bellatrix (T-AKR 288). MSC Military Sealift Command is the transportation 

provider for the Department of Defense with the responsibility of providing strategic sealift and 

ocean transportation for all military forces overseas. [Photo courtesy of U.S. Navy] 

containers that transform into shelters, offices and field housing 

are a military logistical reality. CMCI’s Baker explains: “Our 

company has a unit that we put aluminum panels into; it’s an 

expandable Tricon, so actually once deployed you can open the 

doors, and it triples in size. And inside the container is actually 

a workable shower unit; it has four showers in it, it has laundries, 

latrines and a kitchen—everything you need to house and 

feed 150 men.” 

Similarly, Sea Box military containers have been equipped to 

meet all electromagnetic interference/radio frequency interference 

requirements. They have been used for troop shelters and 

forward medical operations, as well as command and control 

centers. They come equipped with electronic and telecommunication 

equipment, and power generation—so that according to 

the company “your unique and individualized container is ready 

www.MLF-kmi.com

to be shipped anywhere in the world, and you can be sure that 

when it gets there, it will be a safe and secure shelter for your 

product. Just plug it in and start.” 

STORAGE CONTAINERS 

Making the most of the interior of modular containers as 

Baker described is the business of Stanley Vidmar Tough Storage 

Solutions. Echoing Baker’s thoughts is Melvin Hamner, government 

sales manager for Stanley Vidmar. “The traditional 20–40 

foot sea/land containers are cumbersome, especially when you 

get into Third World countries. That’s where these Quadcons, 

Tricons and Bicons come into play.” He adds, “The Army is 

tasked with inter-theater transportation, centered around primary 

load systems [PLSs], trucks, flat bed trucks, etc.; a variety 

of vehicles are used once the stuff gets in theater. We are trying 

to meet the next great challenge for our military, and that 

is to give them a dual-purpose platform for their tools, their 

bench stock, nuts, bolts, etc.—where they can work out of these 

cabinets and containers back in garrison, but then pick them up 

with a minimum of effort, load them into these transportable 

containers, block and brace them for sea lift, and move forward 

to the war zone.” 

The advantage of the modular concept of using the Quadcons, 

Tricons and Bicons is the ability to break down shipments 

to unit specific loads, i.e., a squad, a battalion or a company. So 

when the consignment arrives in theater and the battalion needs 

to split it up into various areas of responsibility (AORs), it is basically 

already done. “It’s a major man-hour saver,” says Hamner. 

“We used to spend days sorting out these containers when they’d 

arrive. There were many containers never even opened during 

Dessert Storm, because no one really knew what was in them.” 

To avoid anything like that happening again, Hamner says 

changes need to be made, but you don’t necessarily have to reinvent 

the wheel. “Stanley Vidmar is partnered with several of the 

major container companies, and we work in unison with them, 

but our goal is to work with [the military’s] existing assets. We 

don’t want them to necessarily have to buy a container just to 

move their stuff, which is why we have developed these container 

inserts that also act as stand-alone cabinets, and combined tool 

boxes.” 

EQUIPMENT CASES 

From standard to special ops, today’s military deploys a lot of 

equipment. Much of that gear is sensitive and fragile. During the 

course of shipment or troop movement, essential communications 

and weapon systems will experience pounding conditions. 

Wind, sand, extreme temperatures, shock and vibration are just a 

few hazards to sensitive military equipment. A piece of gear does 

a soldier no good if it’s DOA, and that’s where specialized cases 

made “military tough” play an essential logistical role. 

“Typically the real purpose of a case is to protect the equipment 

inside, and get it into the field in one piece so the soldier 

has the tools he or she needs to do his or her job,” said Paul Britton, 

national sales manager for Zarges, a major supplier of rugged 

aluminum cases to the military. He continued, “Increasingly 

over the years, more and more of that gear is commercial gear. 

So it just has not been designed to operate in the environment 

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that it is going into. The case 

is there to make up the difference 

between essentially 

an office environment and 

the field conditions of the 

real world this equipment 

winds up in.” 

That means cases such 

as the ones supplied by companies 

such as Zarges need 

to be able to protect nonruggedized 

gear from environmental 

factors such as 

rain, dust shock and vibration. 

According to Britton, 

“[The case] allows this stuff 

to be manhandled, and survive 

being tossed off the back 

of a Humvee, that sort of 

thing.” The HMMWV became 

the military’s prime mover in 

conflicts since Desert Storm 

because of its ability to traverse on- and off-road at considerable 

speeds over great distances. Cases needed to be developed that 

could “keep up” with the vehicle. “In the old days,” reiterates 

Britton, “a lot of this equipment was permanently mounted into 

trucks and trailers, and that provided the protection for it. After 

Desert Storm, we found that those large truck- and trailer-sized 

pieces of equipment couldn’t keep up with our forces; things 

had to be smaller, faster and more mobile.” 

Kevin Murphy, director of marketing communications 

with Pelican, agrees: “In Iraq and Afghanistan the equipment’s 

enemy is sand and dust. Once it gets into bearings, sleeves or 

hinges, it starts tearing gear up. You’ll find Pelican cases all 

over the theater of operations being used as storage containers, 

not just transport. That’s because the gear still needs to be protected 

from sand and dust, even while in storage.” He continued, 

“We’ve learned how to control the environment inside the 

case regardless of the conditions outside. For example, a government 

in Southeast Asia needed to protect parachutes from 

mold between operations, so our desiccant gel cartridge is used 

to absorb humidity in the case. And beyond the rubber o-ring 

seal, there is a pressure equalization valve. Every Pelican case 

allows air to breathe in and out of the case (to prevent vacuum 

lock), but the valve uses a Gore-Tex membrane to block water 

molecules from entering the case.” 

Ruggedized containers such as those described by Britton 

and Murphy are not usually purchased directly by the military 

as an empty case, but rather are purchased by the primary 

contractors, the Boeings, the General Dynamics, etc., and integrated 

into a system. Hardigg Industries has been working with 

the U.S. military for decades, designing and providing rugged 

protective cases to protect anything from weapons to medical 

gear. In January of this year Pelican purchased its longtime 

competitor Hardigg. The transaction, valued at approximately 

$200 million, is said to be the largest acquisition in the history 

of the protective case industry. The Hardigg brand name 

has been retained by Pelican, and Hardigg’s line of high-end 

roto-molded shipping cases will continue to be sold by Pelican. 

28 | MLF 3.7 

U.S. Army Sgt. Daniel Ponce of the 204th Brigade Support Battalion, guides the final storage container into place on the truck for the closure of Umm 

Qasr North, in Umm Qasr, Iraq. [Photo courtesy of U.S. Army] 

Hardigg’s cases have proved themselves over and over again in 

the unrelenting wind, heat, sand and dust storms of Iraq. All 

of Pelican’s case solutions, the original, virtually indestructible 

injection molded cases, and the newly acquired Hardigg 

roto-molded properties are airtight, watertight, sandproof 

and dustproof—a must in the Middle East. Speaking about 

the acquisition, Murphy said, “Here are two great companies, 

building their products in the USA, serving two ends of the 

same market. Pelican brings about 50 injection molded cases 

for personal use and weapons transport, Hardigg with over 

500 roto-mold sizes and an emphasis on custom solutions and 

heavy transport programs. Now we can connect the full scope of 

the military’s requirements, and make a difference that today’s 

warfighter will see.” 

As case manufacturers put it, when developing and deploying 

a military system, more often than not, the case is the last 

thing engineers and contractors think about. But the demand 

is always the same: Make it strong, but make it light. According 

to Britton, “We constantly are getting pushed for lighter and 

smaller. Obviously weight and volume drive shipping costs, drive 

manpower and personal requirements, so on and so forth.” 

Zarges sees aluminum as the answer to “tough but strong.” 

Other manufacturers such as Pelican and Hardigg rely on composites 

and plastics. “We concentrate on aluminum because it 

has the strength and the temperature resistance. The plastics 

are lower cost and some are just as strong [as aluminum], 

but they don’t have the range of temperature resistance,” said 

Britton. 

Someone who might disagree with Zarges’ approach is Jason 

Fletcher, marketing director of Oregon-based ECS Composites. 

“The military operates in the most extreme environments in the 

world. As such we need to design cases to meet those conditions 

and standards. That is why we use the reinforced composites 

to manufacture our cases. They perform well in those extreme 

temperatures, both hot and cold. 

Sterling Becklin, vice president of ECS, added, “We have 

three product lines today—two fiberglass lines and one 

www.MLF-kmi.com

otationally molded line. Some of these cases that were originally 

produced by my grandfather in the 1960s are still in 

use. The use of composites also allows us to take a modular 

approach to meet the demand for shorter lead times and still 

deliver a custom product. By simplifying and engineering our 

products in such a way, we are able to in essence ‘assemble to 

order’ and deliver product in two weeks.” 

But no matter how you approach making an equipment 

case light but strong, there really is only one goal of the 

design. “It all has got to work when it gets there,” said Britton. 

“Too often I see someone with a $50,000 piece of gear, and 

they’re balking at a few hundred dollars for a case.” Case manufactures 

like to make an analogy to insurance. They say you’d 

spend thousands of dollars a year to insure a $50,000 car, yet a 

case is a one-time purchase that will protect that gear for a 

lifetime. “More importantly,” Britton added, “unlike the car 

analogy—if the equipment gets into theater and it doesn’t 

work, lives could be lost. Our soldiers’ lives depend on this 

stuff.” 

THE CLOSING “CASE” 

Highly efficient intermodal shipping containers, super 

tough high-impact hardware cases, and prefab weather proof 

military storage containers alone may not seem like startling 

logistical developments. However, when looked at as part of a 

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synergistic whole applied by the best trained and lead military 

in the world, you are looking at major increases in America’s 

logistical capabilities. Slowly and with little fanfare over the 

last several decades there has been a more modular approach 

to military logistics, one that sees the military better equipped 

than ever to move cargo through ports, airfields and depots 

much more quickly with a minimal amount of handling. 

“We help move the warfighter,” said Baker. “It’s not glitzyglamour, 

it’s not high-tech, but ... we are able to support the 

warfighters in their ability to move, get there, and set up more 

quickly.” 

Echoing similar thoughts is Pelican’s Murphy: “Sometimes 

the work isn’t glamorous, but when we take these little steps 

and apply them across thousands of military applications 

every day, the combined result is a tactical advantage that 

makes a difference in the battlefield.” 

Or as Hamner added, “You know, [Nazi Panzer Division 

Field Marshal] Rommel lost a major battle in the Africa Campaign 

because he had no fuel for his tanks—logistics wins 

wars.” ✯ 




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NEWEST TASK ORDERS, CONTRACTORS ARE NOW 

IN EFFECT FOR OPERATIONS IN AFGHANISTAN. 

BY JON CONNOR 

Two new task orders supporting LOGCAP IV contract operations 

in Afghanistan are now in effect, Army officials announced 

in July. 

DynCorp International LLC was awarded the work for 

southern Afghanistan, and Fluor Intercontinental was selected 

for work in northern Afghanistan, according to the Army Sustainment 

Command at Rock Island, Ill. 

The selection process was an “integrated source selection 

encompassing technical management proposals, past performance 

and costs,” explained Jim Loehrl, executive director, 

Rock Island Contracting Center, Rock Island, Ill. 

From this, a “best-value” decision is then made, Loehrl said, 

which will benefit the soldiers and other personnel, and give 

taxpayers the most value. 

The contracting office issued a solicitation outlining the 

task order requirements and the terms and conditions under 

which the task order would be administered. The solicitation 

contained criteria against which each of the contractors’ proposals 

was evaluated. 

“The concept hinges on the principle that while price is 

always a factor in the selection process, price alone does not 

define the best value for the taxpayer,” said Amy Hayden, chief, 

LOGCAP IV Contracting Branch, Rock Island, Ill. 

“The best-value approach takes into account the fact that it 

may be in the government’s best interest to pay more to receive 

a better product or service,” she said. 

The task orders were awarded with pricing for one base year 

effective July 7 and four option years. Depending on growth in 

30 | MLF 3.7 

Afghanistan, the two task orders could potentially total $15 billion 

over five years, Loehrl said. 

This figure is based on each task order’s base year, costing 

$1.5 billion plus a potential four option years. 

“It all depends on what the growth is in Afghanistan as we 

continue to put troops in Afghanistan and where they go,” he 

said. “We built the contract capacity to handle that.” 

These two task order awards include moving all existing 

work in LOGCAP III to LOGCAP IV, plus capacity to stand up 

additional base camps, Loehrl said. 

These latest task orders are a good example of the Army’s 

LOGCAP processes’ flexibility and responsiveness in difficult 

locations and unstable environments like Iraq and Afghanistan. 

As it turns out, LOGCAP adapts to a quite methodical process, 

through its flexibility to emerging, unforeseen requirements 

to support the warfighter. 

The (unforeseen) requirement goes to a LOGCAP support 

officer in theater, then to a contracting officer for an authorization 

to proceed, said Lee Thompson, LOGCAP executive director, 

Rock Island, Ill. 

However, for new work, the rule is that the requirement has 

to be completed under LOGCAP IV, Thompson said. This also 

means that all current contractors supporting LOGCAP IV must 

submit proposals for this new work. 

In this case, all three performance contractors—Fluor 

Intercontinental, DynCorp International LLC and KBR—had to 

submit proposals for the new task orders. 

www.MLF-kmi.com

The new task orders are the continuation of the Army’s plan 

to transition work from the single-source LOGCAP III contract 

to the multiple-award LOGCAP IV contract. 

So far, there have been 10 task orders awarded under LOG- 

CAP IV, Loehrl said. 

The task orders encompass base life support services and 

logistics support, which include base setup, food service, facilities 

maintenance, and morale, welfare and recreation to name 

a few, Loehrl said. 

The Army had previously transitioned all LOGCAP work 

in Kuwait from LOGCAP III to LOGCAP IV (DynCorp), as well 

as awarded some new work in Afghanistan under LOGCAP IV 

(Fluor and DynCorp). 

These newly announced task orders will transition all work 

in Afghanistan to LOGCAP IV. Similar processes to compete and 

transition the work in Iraq are also under way. 

“The transition will be operationally driven, and methodically 

undertaken to ensure a transition that is seamless to the 

warfighter,” Hayden added. 

“The transition is not a ‘turnkey’ operation and is extremely 

complex,” Thompson said. “Before we even begin the legacy 

task order transitions, we will be starting the urgent work 

required for force expansion [in Afghanistan].” 

The first step in the process is to conduct a post-award conference 

scheduled in early August, Thompson said. The conferees 

will discuss such areas as transition touch-points, explain 

the process, and reach agreements between contractors on the 

conduct of the transition, known as protocols, Thompson said. 

“During the transition the incumbent continues to provide 

services and will do so until the U.S. government is satisfied 

that the incoming performance contractor [IPC] can assume 

full operation of the function,” Thompson explained. “Once the 

IPC has demonstrated full operational capability, the incumbent 

is officially released from responsibility and the IPC is 

officially assigned full responsibility and accountability for 

performance execution.” 

Reviews, audits and continuous oversight of contractor 

performance will be ongoing—as with all government 

contracts—to make sure government and American taxpayers’ 

interests are protected, ASC officials said. 

The contractors’ performance will be measured by the 

Defense Contract Management Agency and Defense Contract 

Audit Agency in accordance with pre-established performance 

standards, ASC officials said. 

“DCMA and DCAA provide oversight of contractor business 

systems, and the LOGCAP IV task orders contain award-fee provision 

incentives for the contractors to maintain these systems 

at an adequate level. DCMA also provides quality assurance 

representatives in-theater to oversee the contractors’ work,” 

Hayden explained. 

“DCAA reviews contractor billings to ensure they are appropriate. 

In combination, these measures provide a high degree of 

protection against inappropriate practices during the execution 

of these task orders,” she said. 

Thompson said that there are monthly and semi-annual 

evaluations. 

“On a monthly basis there is performance evaluation to 

monitor the progress,” he said, conducted by LOGCAP support 

officers and the DCMA. 

32 | MLF 3.7 

Furthermore, there is a semi-annual award fee evaluation 

board that meets to review the performance contractor’s 

strengths and weaknesses. Since the contract is a cost-plus 

award fee contract, the contractor is given an opportunity 

through the contract to demonstrate practices that are over 

and above what is expected by the contract. When this happens, 

the contractor is then able to earn its proposed award fee, 

Thompson said. 

And, there is more checking too. 

“DCAA will do floor checks [on-the-site reviews] for us. They 

will monitor and look at proposals if we ask them to do so,” 

Thompson said. “But on the tactical side of the house, they do 

floor checks. On the strategic side, the business systems back 

here in the continental United States, the DCAA will be looking 

at the business systems that each contractor has, and judge 

along with DCMA, the wellness of the systems.” 

A concern of Congress and other U.S. organizations has been 

subcontracting—the use of, additional costs, ensuring quality 

of work, and employing local nationals, etc. The federal government, 

however, cannot directly supervise subcontractors. 

While prime contractors are not obligated by law to offer 

contracts or employment to indigenous firms or inhabitants, 

they are encouraged to do so, Thompson said. 

“Why?” he rhetorically asked. “Obviously to build up the 

development of their own country.” 

Thompson referenced the views of Army General David 

Petraeus, commander of U.S. Central Command, saying part 

of the strategy is to “employ the local population to help build 

their economy.” 

The subcontractor acts on behalf of the prime contractor. 

However, there is no privity of contract between the government 

and the subcontractor. If an issue arises, the U.S. government 

must address this with the prime contractor, Thompson 

said. 

“From a performance [perspective], it’s transparent to us 

because we don’t care if it’s a prime that’s self-performing or 

they have a sub. We hold them to the contract terms and conditions. 

We make sure contractually that’s there’s a flow down. So 

whenever the sub fails, so does the prime,” Thompson said. 

With the increase of U.S. forces in Afghanistan, Thompson 

predicted that competition among the local populace for 

employment would rise based on the finite pool of skilled 

laborers. 

“The introduction of more U.S. forces in Afghanistan is 

going to mean the vetting process for the Afghans is going to 

get tougher,” Thompson said. But, if work is offered they will 

come, he said. ✯ 

Jon Connor is a public affairs specialist with the Army Sustainment 

Command at Rock Island, Ill. He is a retired Army 

soldier and served at the Pentagon for four years in the Army’s 

Office, Chief of Public Affairs. He is graduate of the University 

of Wisconsin-Milwaukee in mass communications-journalism. 




www.MLF-kmi.com

Executing the Task Orders 

MILITARY LOGISTICS FORUM RECENTLY HAD THE OPPORTUNITY TO 

TALK WITH SENIOR REPRESENTATIVES FROM FLUOR GOVERNMENT 

GROUP, DYNCORP INTERNATIONAL, AND KBR GOVERNMENT 

AND INFRASTRUCTURE, THE THREE PRIMES OF THE LOGISTICS 

CIVIL AUGMENTATION PROGRAM IV (LOGCAP). CONTRACTS 

AND TASK ORDERS ARE THE MECHANISMS THAT OUTLINE THE 

ORGANIZATION’S REQUIREMENTS AND NEEDS TO TAKE THE PLAN 

AND TURN IT INTO SUBSTANTIVE RESULTS. WE WANTED SOME 

INSIGHT INTO WHAT IT TAKES TO MAKE THAT HAPPEN. MLF 

ASKED EACH TO TELL US HOW THEY ARE POSITIONED TO MEET THE 

NEEDS OF LOGCAP IV TASK ORDERS AND NEW REQUIREMENTS 

WHEN THEY ARISE. 

BOB JONES 

SENIOR VICE PRESIDENT 

GOVERNMENT SERVICES 

First, let me say that Fluor Corp. is greatly honored to be a member 

of the Army’s Logistics Civil Augmentation Program team that is 

dedicated to providing the vital support services to our armed forces 

around the world. 

The notice of award from the U.S. Army Sustainment Command 

[ASC] to provide services under LOGCAP IV Task Order 5 to support 

the U.S. military in northern Afghanistan is the fifth and most significant 

task order to date for our company in terms of scope granted to 

Fluor under the LOGCAP IV program. We are pleased to have been 

selected to continue the important work of supporting the military and 

its vital mission under Task Order 5. 

We feel that Fluor is well-positioned to meet the needs of the U.S. 

military for a number of reasons, but most significantly because we 

excel at delivering difficult and complex projects of all sizes and shapes 

in many of the world’s most remote and unforgiving geographies. 

Additionally, we have worked in and near many of the most important 

theaters for the military—whether that is the Middle East or 

Southwest Asia—for more than 50 years. Finally, I would say that our 

greatest assets are the men and women of Fluor. Their dedication to 

the mission and desire to perform at an exceptionally high level can’t 

be underestimated. 

Under Task Order 2 of the LOGCAP IV contract, Fluor is providing 

multifunctional base life support and combat services support 

to the U.S. and coalition forces in Afghanistan. The Fluor team is 

co-located with the U.S. Army in Afghanistan, where the team coordinates, 

provides oversight and implements Fluor’s execution plan to 

provide the necessary resources and labor to accomplish this 

mission. 

Under Task Order 4, Fluor is simultaneously constructing 

and managing the expansion of eight forward operating bases [FOBs] 

in Southern Afghanistan. This includes the construction of FOBs to 

accommodate a large number of U.S. military personnel. The urgent 

nature of the mission to expand the bases in advance of a planned 


FLUOR 

force deployment placed the project on the Army’s critical path 

schedule. 

The recent Task Order 5 award that Fluor was awarded includes 

work for 74 operating bases in Afghanistan’s north area of responsibility. 

Fluor’s scope of work will include providing construction services, 

power, water, housing, base operations, sustainment services and logistics 

support. 

To accomplish this task order and others, we will continue to combine 

our global network of offices and resources with the experienced 

staff of Fluor’s Government Group to support the U.S. military operations 

in Afghanistan. By leveraging the additional capabilities of our 

teaming partner, subcontractors and vendors, Fluor remains prepared 

to quickly respond to LOGCAP needs—providing services equipment 

and materials anywhere, anytime. Drawing from recent experience 

supporting operations in Iraq, Afghanistan, Kuwait and across the 

globe, Fluor provides the Department of Defense with a high degree 

confidence in low-risk execution. 

We are fortunate to have so many dedicated professionals at Fluor 

who provide valuable logistics services to help our military personnel 

accomplish their vitally important missions. By leveraging Fluor’s 

extensive execution platform and personnel experienced in contingency 

operations, Fluor is able to respond rapidly to support the military anywhere 

in the world. With a global footprint in 60 countries, Fluor can 

provide the resources needed to accomplish mission critical activities. 

Our Fluor employees currently working on task orders 2 and 4 in 

Afghanistan have proved that Fluor’s culture of excellence in compliance, 

execution, leadership and safety toward mission success can work 

and is working even in the most remote and hostile of conditions. I 

have every confidence that with our abundant resources, which include 

our current employee base in the U.S., our global employee base, subcontractor/supplier 

network, and equipment company and suppliers 

who stand ready to serve the needs of LOGCAP, we will continue that 

trend of success on Task Order 5. 

Fluor is proud to be providing support services to the U.S. Army 

and coalition forces in Afghanistan and stands ready to support the 

military in other locations around the world. 

It is a tremendous honor for the DynCorp International Team to 

provide logistics support in Afghanistan for the men and women of the 

U.S. Army. It is the most important contribution we can offer for our 

nation’s security and the best example of what we live by, serving today 

for a safe tomorrow. 

MLF 3.7 | 33

DynCorp International, with key partners CH2M Hill and Taos 

Industries [a subsidiary of Agility Defense and Government Services], 

is moving ahead at top speed to meet and exceed U.S. Army requirements 

under LOGCAP IV task orders in Kuwait and Afghanistan 

South AOR. We are poised to respond rapidly to all LOGCAP IV needs 

because we already have substantial assets, critical infrastructure, and 

long-standing commercial relationships in the region. In fact, more 

than 75 percent of our existing work force is located OCONUS with 

a significant presence in the Middle East and South Asia. We have 

assembled a team recognized for excellence in logistics, transportation, 

warehousing, design, engineering, construction and property 

management, with integrated and turnkey solutions in security, aviation 

and logistics. 

The team led by DynCorp International delivers the mutually 

reinforcing capabilities that are essential to the LOGCAP mission. 

DynCorp International provides mission-critical services supporting 

U.S. national security and foreign policy objectives and has supported 

every major U.S. military operation in-theater since the Korean War. 

It maintains war reserve materiel assets and has moved unprecedented 

amounts of materiel in the region. Agility DGS offers integrated logistics 

and specialized procurement worldwide with a specific focus on 

expeditionary logistics in challenging environments, with full life support, 

base operations, project logistics and security. Agility DGS also 

provides catering, warehousing, line-haul transportation, distribution 

management and integrated supply functions. CH2M HILL, with over 

30 years and 16 offices in the Middle East, brings expertise and deep 

experience in design, engineering and construction, supplying full 

service engineering and construction operations, and has delivered 

more than $350 million in construction and operations projects in the 

Middle East since 2003. 

Under a newly awarded task order, the DynCorp International team 

will provide existing bases within the Afghanistan South AOR with 

full operations and maintenance support, including but not limited to 

facilities management, electrical power, water, sewage and waste management, 

laundry operations, food services, MWR, and transportation 

motor pool operations. Just as vital to success will be our capacity and 

readiness to build additional base camps to accommodate announced 

and expected U.S. military deployments to Afghanistan. 

In Kuwait, we are already working under two LOGCAP IV task 

orders. The team is responsible for movement control operations 

and management of in-transit logistics and facilities needed for U.S. 

military personnel to arrive and depart the Kuwait AOR. This includes 

base camp services, life support and operations and maintenance for 

U.S. government facilities, including designated debarkation seaport 

and airports. Also, at Udairi Army Airfield, we are providing a full range 

of services, including firefighting, fire protection support, equipment 

and vehicle maintenance, airfield operations, flight dispatch, air traffic 

control tower services, and weather observation and forecasting 

services. 

We know the transition from LOGCAP III to LOGCAP IV must be 

seamless on the ground—our fighting men and women deserve no 

34 | MLF 3.7 

DYNCORP 

TONY SMERAGLINOLO 

PRESIDENT 

GLOBAL STABILIZATION 

less. In Kuwait, DynCorp International completed the transition on 

its two task orders ahead of schedule, demonstrating the relentless 

performance ethic of this team. 

The Army has structured LOGCAP IV to provide the best logistics 

support for the American soldier, and best value for the U.S. taxpayer. 

We intend to be the best value proposition for the U.S. Army. 

KBR 

BILL BODIE 

INTERIM PRESIDENT 

KBR GOVERNMENT AND INFRASTRUCTURE 

The challenges of modern contingency operations place extraordinary 

demands on the Army and require flexible, responsive contracted 

logistical support when and where it is needed. No company is better 

positioned to provide this support on LOGCAP IV than KBR. We bring 

to the fight a record of success and accumulated technical experience 

supporting all of the Army’s major contingency operations over the 

last 17 years. This has established us as a reliable, experienced and 

trustworthy partner. Our commitment to the warfighter, our proven 

global logistics capability, and our demonstrated ability to perform 

and remain under the most demanding circumstances, including 

enduring casualties, have earned the Army’s trust and confidence— 

from Somalia, to the Balkans, to the current missions in Iraq and 

Afghanistan. The LOGCAP IV contract gives KBR an opportunity to 

continue providing first-class contingency support to the Army over 

the next decade. 

KBR offers the Army an experienced force multiplier. Whether 

supporting hurricane relief efforts or building and operating camps 

in hostile environments, we have the people and the expertise to meet 

LOGCAP IV requirements. Our innovations have provided lifesaving 

solutions, reduced the burden on the Army’s mobilization and deployment 

infrastructure, and enabled warfighters to focus on their operational 

missions. Our personnel have been in theater from the buildup 

to the invasion through the surge, and they remain steadfast in their 

service as the military moves toward sustainment. We have more than 

50,000 employees in Iraq and Afghanistan, and we owe our success to 

their hard work and dedication. Every day, even in the most challenging 

conditions, they remain committed to providing the Army with 

highest quality of service. 

Experience and past accomplishments are only part of the equation. 

KBR’s solid and proven business systems will continue to provide 

tools to measure performance and execute complex tasks in the worldwide 

contingency logistics environment envisioned for LOGCAP IV. 

Our systems stand alone in having been developed, tested and implemented 

in real-world conditions. We offer an effective quality program 

incorporating lessons learned as a basis for continuous improvement 

in all service areas. 

Our goal for LOGCAP IV is to remain the best contingency support 

provider today, using state-of-the-art systems and processes to keep 

pace with the Army’s ever-changing needs, regardless of location. 




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 

Ability One ........................................................................... 3 

www.abilityonedod.org 

Agility Logistics ................................................................... 7 

www.agilitylogistics.com 

AM General ........................................................................ C4 

www.amgeneral.com 

Hardigg Cases .................................................................... 27 

www.hardigg.com 

Honeywell .....................................................................22-23 

www.honeywell.com 

JCB ..................................................................................... C2 

www.jcbna.com 

KBR .................................................................................... 31 

www.kbr.com 

Logistics Offi cer Association ............................................. 13 

www.eshow2000.com/loanc/2009/index.cfm 

New Breed ......................................................................... 20 

www.newbreed.com 

SupplyCore ........................................................................ 12 

www.supplycore.com 

W.W.Williams Logistics ...................................................... 29 

www.wwwilliams.com 

CALENDAR 

August 17-19, 2009 

Land & Maritime Supply Chain 

Columbus, Ohio 

www.ndia.org 

August 18-20, 2009 

International Society of 

Logistics 

Dallas, Texas 

www.sole.org 

September 14-16, 2009 

Defense Acquisition 

Washington, D.C. 

www.idga.org 

September 19-23, 2009 

National Defense 

Transportation Association 

Nashville, Tenn. 

www.ndtahq.com 

October 5-7, 2009 

AUSA Annual 


www.ausa.org 

October 14-16, 2009 

TACOM LCMC APBI 

Dearborn, Mich. 

www.ndia.org 

October 12-15, 2009 

Logistics Offi cer Association 

Conference 

Las Vegas, Nev. 

www.loanational.org 

October 19-20, 2009 

Military Energy & Alternative 

Fuels Conference 


www.ttcus.com 

NEXTISSUE Arthur 

Gen. Arthur 

J. Lichte 

Commander 

Air Mobility Command 

September 2009 

Volume 3, Issue 8 

Special Pullout 

Supplement 

Who’s Who at Ogden 

Air Logistics Center 

A fi rst-time, comprehensive special 

supplement, profi ling this state-of-theart 

organization. This Who’s Who pullout 

will include a Cover and lead Q&A with 

Major General (Select) Andrew E. Busch, 

commanding general, Ogden ALC, plus 

a two-page pictorial spread of all major 

Ogden ALC senior leadership. 

Features 

The MRO Enterprise 

John Johns, Under Secretary of 

Defense for Maintenance Policy and 

Programs looks at the aircraft MRO 

Enterprise as an integrated effort for 

the DoD. 

CRAF 

• Air & Space Conference and 

The use of commercial lift to supplement 

Technology Exposition 

military assets is critical to the U.S. 

strategic goals. 

To Advertise, Contact Jane Engel, Associate Publisher 301-670-5700 x 120 

Email: jane@kmimediagroup.com Web: www.mlf-kmi.com 

KMI Media Group is seeking 

a full-time DATABASE 

ADMINISTRATOR 

This Thi Thissisa iis 

sape a perma permanent, rmanen nent ful full full-time l-time time 

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the circulation system, and scheduling and supervising 

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circulation strategy and monitor overall performance of 

services; be responsible for planning and implementing 

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Candidates must be innovative, have the ability to 

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Social Networking and the 

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Tactical Logistics 

Challenges of the logistician in theater. 

BONUS DISTRIBUTION 

Insertion Order Deadline: August 25, 2009 • Ad Materials Deadline: September 1, 2009 


INDUSTRY INTERVIEW MILITARY LOGISTICS FORUM 

Katell Thielemann is the director of 

platform logistics for Honeywell Technology 

Solutions Inc., a wholly owned subsidiary of 

Honeywell International. 

Q: Tell me a little about Honeywell Technology 

Solutions’ background and the relationship 

with the Department of Defense. 

A: Honeywell is a $37 billion, diversified and 

global technology and services leader. The 

company is widely recognized as a defense 

industry standard for its comprehensive life 

cycle management programs and performance-based 

logistics. We have partnered 

with DoD and across the military services 

for over 50 years. Around the world and 

across the military services, Honeywell people 

and technologies are supporting DoD to be 

mission-ready. 

Q: What are some examples of how you have 

partnered with DoD? 

A: The company has many successful partnerships 

across service branches, platforms 

and depots. For over 20 years, Honeywell has 

served the Marine Corps to manage more 

than $3 billion in mission-critical assets. 

These logistics services support the Maritime 

Prepositioning Ships Program, the Marine 

Corps Prepositioning Program-Norway and 

operational logistics support to engaged 

Marine Corps and DoD operating forces. 

In other programs, Honeywell is helping 

the Air Force efficiently manage and service 

the B-2, C-130 and ground power equipment 

fleets at Ogden Air Logistics Center. It also 

supports the Army to produce durability and 

reliability improvements on critical systems 

such as the M1A1, and the CH-47, UH-60 

and AH-64. Honeywell provides total package 

fielding for virtually every tactical vehicle in 

the Army’s fleet, and supports over $53 billion 

in property books for the DoD. With over 500 

dedicated employees deployed in Iraq, Kuwait 

and Afghanistan, we help keep soldiers supplied 

and equipment running. 

Q: What does Honeywell see in trends for 

public/private partnerships in logistics? 

A: The trend for public/private partnerships 

36 | MLF 3.7 

Katell Thielemann 

Director of Platform Logistics 

Honeywell Technology Solutions Inc. 

in defense logistics is accelerating upward. 

These partnerships clearly boost readiness 

with services for revitalization, pre-positioning 

and materiel and depot management. At 

depots in theater and in country, companies 

such as Honeywell are creating a new paradigm 

for how civilian companies can extend 

our military’s reach and effectiveness. Meeting 

the challenges facing modern defense organizations 

is a team effort. At depots like those 

at Anniston and Ogden, Honeywell partnerships 

are improving asset performance while 

reducing operational costs. 

Q: Is there a Honeywell success model for 

logistics programs? 

A: Partnering with Honeywell has been demonstrated 

to provide a path for extending 

asset service life, and increasing availability 

for mission-critical components. Over 

the last 10 years, multiple branches of the 

military have recognized tremendous challenges 

with declining material availability 

rates, declining component availability, and 

growing obsolescence. Our defense logistics 

programs address these challenges through 

supply chain and inventory management 

standardization, increased demand planning 

and asset visibility, condition-based equipment 

maintenance, field service engineering, 

and pre-positioning logistics. 

The Honeywell Operating System [HOS] 

is a comprehensive, integrated business 

approach to drive sustained exceptional performance 

in safety, quality, cost, inventory, 

delivery and supply chain responsiveness. 

HOS combines our Six Sigma and Lean 

culture with our velocity product development 

techniques, and is geared toward fixing 

processes, standardizing work, speeding 

operational performance, and producing big 

improvements in quality and delivery. 

Honeywell’s Defense Logistics and Services 

operating tempo is tremendous. It proceeds 

from a systems and life cycle management 

perspective. It integrates and standardizes 

processes, uses advanced repair technologies, 

and defines success in pre-defined outcomes. 

The goal is to extend service life of missioncritical 

assets through Honeywell’s Mission 

Ready deployment model. In a successfully 

integrated logistics program, Honeywell’s 

logistics and services support model can 

compound value in support, readiness, operations 

and cost. 

Honeywell’s Mission Ready logistics and 

services support model includes OEM-quality 

parts, Honeywell Operating System processes, 

predictive and condition-based maintenance 

technologies, supply chain standardization, 

and personnel commitment to shared 

common goals. Our experience is that this 

model, implemented through partnerships, 

extends service life for critical assets, reduces 

maintenance costs, and produces savings 

with improved asset availability and on-time, 

direct-to-destination deliveries. 

Q: What new programs are you working 

on in partnership with DoD? 

A: Honeywell is in a position to bring a 

breadth of service offerings. Today’s aging 

fleets, frequent missions and harsh environments 

create a complex support challenge, 

and we have responded. Acquisitions 

of Dimensions International Inc. and Intelligent 

Automation Corp. have strengthened 

our global footprint; and our capabilities in 

expeditionary logistics and condition-based 

maintenance are now expanded—enabling 

greater operational savings. 

As I mentioned, we already have multiple 

strong and successful partnerships with a 

number of military depots. We are expanding 

these relationships to create more value 

for our customers. Honeywell has multiple 

commercially proven solutions that we can 

leverage in support of improved efficiencies 

and technology insertions. These provide 

improved safety, energy savings, asset maintenance 

or management cost savings. In an 

environment as dynamic and essential as the 

security of our nation and our allies, the challenges 

are many; but these can be overcome 

through close collaboration between DoD 

and industry leaders like Honeywell. 

katell.thielemann@honeywell.com 

www.MLF-kmi.com

2009 EDITORIAL CALENDAR 

ISSUE COVER Q&A 

FEB 

(3.1) 

MAR 

(3.2) 

APR 

(3.3) 

MAY 

(3.4) 

JUN 

(3.5) 

JULY 

(3.6) 

AUG 

(3.7) 

SEP 

(3.8) 

OCT 

(3.9) 

NOV/ 

DEC 

(3.10) 

General Ann E. Dunwoody 

Commanding General 

U.S. Army Materiel 

Command 

Published 

General Duncan McNabb 

Commander 

U.S. Transportation 

Command 

Published 

General Donald Hoffman 

Commander 

Air Force Materiel Command 

Published 

LTG Kathleen Gainey 

Director for Logistics, J-4 

The Joint Staff 

Published 

VADM Alan S. Thompson 

Director 

Defense Logistics Agency 

Published 

BG Brian R. Layer 

Commander 

Army Transportation 

Command 

Published 

MG Kenneth S. Dowd 

J-4 

CENTCOM 

General Arthur Lichte 

Commander 

Air Force Mobility Command 

LTG James H. Pillsbury 

Deputy Commanding General 

U.S. Army Materiel 

Command 

RADM Michael Lyden 

Commander 

Naval Supply Systems 

Command 

SPECIAL 

FOCUS 

Expeditionary 

Logistics 

Battlefi eld 

Logistics 

Advances in 

Performance- 

Based 

Logistics 

Supply Chain 

Management 

DLA Review 

Performance- 

Based 

Logistics 

Strategies in 

Procurement 

Tactical 

Logistics 

Contracting 

Strategies 

Update 

View of 

Defense 

Logistics 

2010 

FEATURES 

Partnering Across the Enterprise 

Revitalization/Reutilization 

HVM/LSS 

RFID 

Performance-Based Logistics 

Total Asset Visibility 

Distribution Process 

Improvements 

Operational Logistics 

Fuel Maintenance 

DESC 

Integrated Supply Chain 

MRAP Recovery 

Advances in Logistics Software 

Who’s Who (OK City ALC) 

Health Monitoring & Maintenance 

Obsolescence Management 

eProcurement 

Who’s Who (Warner Robins ALC) 

Life Cycle Management 

Trailers 

Agile Air Transport 

Alternative Fuel Options 

Joint Theater Initiatives 

Sustainment 

Material Handling 

Who’s Who (Ogden ALC) 

Aircraft Maintenance 

and Overhaul 

Advances in Life 

Cycle Optimization 

Engineering and 

Sustainment Services 

Joint Theater Logistics 

Asset Management 

Who’s Who 

(Air Mobility Command) 

PBL Review 

Sea Basing 

Supply Chain Advances 

ORGANIZATION 

PROFILE 

Red River 

Army Depot 

Letterkenny 

Army Depot 

Defense Supply 

Center Columbus 

Air Mobility 

Command 

Oklahoma City 

Air Logistics 

Center 

Warner Robins Air 

Logistics Center 

LOGCAP Offi ce 

Ogden Air 

Logistics Center 

Tobyhanna 

Army Depot 

Air Mobility 

Command 

BONUS DISTRIBUTION 

CONFERENCES 

15800 Crabbs Branch Way, Suite 300, Rockville, MD 20855-2604, Tel: (301) 670-5700 / (888) 299-8292, Fax: (301) 670-5701, www.mlf-kmi.com 

CLOSING 

DATE 

AUSA Winter Symp. & Expo 01/30 

National Logistics 

Conference 


Sea Air Space Expo 

Army National Guard Annual 

Logistics Management 

Symposium 

Special Operations Forces 

Industry Conference 2009 

Military Logistics Summit 

■ GEOSPATIAL INTELLIGENCE FORUM ■ MILITARY ADVANCED EDUCATION ■ MILITARY INFORMATION TECHNOLOGY ■ MILITARY LOGISTICS FORUM 

■ MILITARY MEDICAL/CBRN TECHNOLOGY ■ MILITARY SPACE & MISSILE FORUM ■ MILITARY TRAINING TECHNOLOGY ■ SPECIAL OPERATIONS TECHNOLOGY 

03/02 

04/01 

05/01 

AUSA ILW Logistics Symp. 06/05 


Army Transportation Corps 

Conference 

AFCEA/NDTA TechNet 

Naval Logistics Symp. 

Land & Maritime Supply 

Chain Business Conference 

AFA 

NGAUS 

NDTA Forum 

Modern Day Marine 

AUSA 

Logistics Offi cers Association 

National Conference 

DoD Maintenance 

Symposium 

Warner Robins Reqs. Symp. 

Defense Logistics 

Lean Six Sigma for Defense 

To advertise, Contact Jane Engel (301) 670-5700 X120 Jane@kmimediagroup.com 

This editorial calendar is a guide. Content is subject to change. Please verify advertising closing dates with your account executive. 

Volume 3 

07/13 

08/07 

09/01 

09/25 

11/10

Integrated ntegr Logistics Support 

Customer Training ing 

Supply Chain 

Management 

SUPPORT THAT’S ON THE MOVE 

FOR EVERY SYSTEM 

www.amgeneral.com 

Genuine HUMVEE ® Parts 

Interactive eracti Electronic onic 

Technical Manuals Man 

Parts Provisioning 

Global Field Support 

PROVIDING LOGISTICS SOLUTIONS FOR ANY SYSTEM WORLDWIDE 

MRAPs, mine detection systems, ribbon bridges, heavy trucks, bridge erection boats, 

HMMWV ® s, ECV2 s and the JLTV all have one thing in common—AM General’s 

award-winning logistics support. From interactive electronic technical manuals to 

innovative partnering programs in the Middle East, AM General has the expertise in 

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Strategic Worldwide 

Distributor Support 

AM General’s Service Parts and Logistics Operation is the partner of choice to meet 

systems solutions for the most challenging logistical requirements. 

Diagnostics

Theater Logistician Maj. Gen. Kenneth S. Dowd - KMI Media Group

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