Theater Logistician Maj. Gen. Kenneth S. Dowd - KMI Media Group
Theater Logistician Maj. Gen. Kenneth S. Dowd - KMI Media Group
Theater Logistician Maj. Gen. Kenneth S. Dowd - KMI Media Group
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The Publication of Record for the Military Logistics Community<br />
<strong>Theater</strong><br />
<strong>Logistician</strong><br />
<strong>Maj</strong>. <strong>Gen</strong>.<br />
<strong>Kenneth</strong> S.<br />
<strong>Dowd</strong><br />
Director for<br />
Logistics<br />
United States<br />
Central Command<br />
PRSRT STD<br />
U.S. POSTAGE<br />
PAID<br />
ROCKVILLE, MD<br />
PERMIT # 2669<br />
Cases & Containers ✯ LOGCAP IV ✯ Global Combat Support System<br />
Materiel Handling<br />
www.MLF-kmi.com<br />
August 2009<br />
Volume olume 3, IIssue<br />
ssue 7<br />
View From<br />
the Hill<br />
Rep. Jo Bonner<br />
(R-Ala.)
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Protecting those who<br />
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more backhoes than anyone else. Three years of research, development, test and evaluation went into the JCB HMEE (High Mobility Engineer Excavator), the<br />
first purpose-built backhoe loader developed expressly for the U.S. Military. Replacing the SEE (Small Emplacement Excavator), the HMEE offers an automatic<br />
transmission, highway speeds of 60 mph, (eliminating the need for a logistical support vehicle) and an optional armored cab for enhanced crew protection.<br />
The JCB HMEE–built by the world’s best selling backhoe<br />
loader manufacturer in Savannah, Georgia USA<br />
On May 29th, 2009, a JCB HMEE digging a culvert trench near South Balad Ruz,<br />
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MILITARY LOGISTICS FORUM<br />
AUGUST 2009<br />
VOLUME 3 • ISSUE 7<br />
FEATURES COVER / Q&A<br />
9<br />
10<br />
15<br />
25<br />
30<br />
33<br />
View From the Hill<br />
Rep. Jo Bonner (R-Ala.) shares his view on the Air Force tanker<br />
programs and what they think is necessary.<br />
Materiel Handling<br />
Loading and unloading military gear can be heavy and awkward.<br />
Specialized equipment makes the job of moving that gear from<br />
one type of transport to another quicker and easier.<br />
By J.J. Smith<br />
Tactical Logistics Support<br />
A roundtable on the status of the Global Combat Support System<br />
and what it will deliver to the warfighter—and when! Army, Air<br />
Force and Marine Corps GCSS officers come together and share<br />
their visions.<br />
Pack It Up<br />
From hand-carried rugged cases to large shipping containers, the<br />
shipping process is made easier with the use of ruggedized and<br />
purpose-built boxes. Whether big or little, innovation has increased<br />
their utility.<br />
By Steve Goodman<br />
LOGCAP IV<br />
The LOGCAP IV contracting office looks at the newest task orders<br />
and contractors for operations in Afghanistan.<br />
By Jon Connor<br />
Executing the Task Orders<br />
Military Logistics Forum recently had the opportunity to talk with<br />
senior representatives from Fluor Government <strong>Group</strong>, DynCorp<br />
International and KBR Government and Infrastructure, the three<br />
primes of the Logistics Civil Augmentation Program IV (LOGCAP<br />
IV), about how they are positioned to execute those orders.<br />
21<br />
<strong>Maj</strong>or <strong>Gen</strong>eral <strong>Kenneth</strong> S. <strong>Dowd</strong><br />
Director for Logistics<br />
United States Central Command<br />
DEPARTMENTS<br />
2<br />
4<br />
5<br />
6, 8<br />
18<br />
35<br />
Editor’s Perspective<br />
Log Ops/People<br />
Log Leadership Lessons<br />
PEO EIS Enterprise LOG<br />
Supply Chain<br />
Calendar, Directory<br />
INDUSTRY INTERVIEW<br />
36<br />
Katell Thielemann<br />
Director of Platform Logistics<br />
Honeywell Technology Solutions Inc.
MILITARY LOGISTICS<br />
FORUM<br />
VOLUME 3, ISSUE 7 AUGUST 2009<br />
Publication of Record for the<br />
Military Logistics Community<br />
EDITORIAL<br />
Editor<br />
Jeff McKaughan jeffm@kmimediagroup.com<br />
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Correspondents<br />
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Marty Kauchak Tom Marlowe Kenya McCullum<br />
Christian Sheehy J.J. Smith Karen E. Thuermer<br />
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Military Logistics Forum<br />
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is published 10 times a year by <strong>KMI</strong> <strong>Media</strong> <strong>Group</strong>.<br />
All Rights Reserved. Reproduction without permission is<br />
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Military Logistics Forum is free to members of the<br />
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Web: www.MLF-kmi.com<br />
In early 1998, the Army Materiel Command began the<br />
Logistics Modernization Program (LMP), designed to replace<br />
its existing material management systems—the Commodity<br />
Command Standard Systems and the Standard Depot System.<br />
The LMP transformed what it was to bring logistics operations—<br />
specifically in six core areas: order fulfillment; demand and<br />
supply planning; procurement; asset management; material<br />
management; and financial management. Still considered a<br />
work in progress, LMP is reported to manage goods and services<br />
valued at about $40 billion, including 6 million Army inventory<br />
items. As of September 2008, approximately $880 million has<br />
been invested by the Army in LMP.<br />
The Government Accountability Office (GAO) recently issued a report on the Army’s reporting<br />
of its progress, the implementation at Army depots and the expected capabilities of LMP when fully<br />
implemented. One aspect of LMP is that the House of Representatives has directed the secretary of the<br />
Army to issue a status report to the House and the Senate as well as the GAO. In general the report<br />
found the Army has satisfied the reporting requirements and has acted on most of the GAO’s previous<br />
recommendations. While there is always room for improvement, the Army seems well on the way to<br />
meeting its obligations and seeing the benefits from the system.<br />
This issue has a very interesting round table discussion with Global Combat Support System<br />
offices from the Army, Air Force and Marine perspectives. As with the LMP,<br />
this too is a work in progress that has delivered results, but its potential<br />
is just being realized. Read the answers from each service and see how<br />
they relate to your field or fulfillment activities. I would be interested<br />
in hearing from others involved either within the systems or on the<br />
receiving end.<br />
As always, please feel free to call or e-mail me with any comments<br />
or suggestions.<br />
Jeffrey D. McKaughan<br />
301-670-5700<br />
<strong>KMI</strong> MEDIA GROUP FAMILY OF MAGAZINES AND WEBSITES<br />
Military Medical/<br />
CBRN Technology<br />
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Special Operations<br />
Technology<br />
Geospatial<br />
Intelligence Forum<br />
www.GIF-kmi.com<br />
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Military Logistics<br />
Forum<br />
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Fight proud. Work proud.<br />
“I feel proud to be a part of the troop deployments and all<br />
the other aircraft that support our military operations.”<br />
– AbilityOne employee Ira Huddleston<br />
Ira works in Airfield Alert Support Services at Ft. Hood Army Base,<br />
TX and is just one example of how AbilityOne supports the mission of<br />
America’s warfighters.<br />
From serving meals to troops and delivering mail from home, to<br />
receiving and storing supplies and maintaining fleet operations, the<br />
AbilityOne Program provides quality products and services at fair<br />
market pricing to the DoD. In turn, AbilityOne helps people who are<br />
blind or have other severe disabilities join the ranks of independent,<br />
productive, tax-paying citizens.<br />
AbilityOneDoD.org<br />
Soldier photo courtesy of U.S. Army.
4 | MLF 3.7<br />
<strong>Gen</strong>eral Dynamics Land Systems, a business unit of <strong>Gen</strong>eral<br />
Dynamics, has been awarded a contract by the U.S. Army Tankautomotive<br />
and Armaments Command to reset 330 Stryker infantry<br />
combat vehicles. The contract has a maximum potential value<br />
of $55.2 million. Through the contract, the company will service,<br />
repair and modify Strykers that are returning from Operation Iraqi<br />
Freedom, restoring them to a pre-combat, like-new condition in<br />
people<br />
Lieutenant Colonel Cary<br />
V. Ferguson is the new PEO<br />
EIS product manager for the<br />
Joint–Automatic Identification<br />
Technology (PM J-AIT). In<br />
this assignment, Ferguson is<br />
responsible for the acquisition<br />
and integration of the<br />
Army’s Automatic Identification<br />
Technology and Radio Frequency<br />
Identification equipment and<br />
services.<br />
Rear Admiral (lower half)<br />
Paul A. Grosklags will be<br />
assigned as vice commander,<br />
Naval Air Systems Command,<br />
Patuxent River, Md. Grosklags is<br />
currently serving as commander,<br />
Fleet Readiness Centers,<br />
Patuxent River, Md.<br />
Captain<br />
Kurt L. Kunkel<br />
Captain Kurt L. Kunkel, who<br />
has been selected for promotion to<br />
rear admiral (lower half), will be<br />
assigned as chief of staff, Defense<br />
Logistics Agency, Fort Belvoir, Va.<br />
Kunkel is currently serving as<br />
deputy director for joint logistics,<br />
J4, Joint Staff, Washington, D.C.<br />
Captain Kevin R. Slates, who<br />
has been selected for promotion<br />
to rear admiral (lower half), will<br />
be assigned as commander, Naval<br />
USS New York<br />
The future USS New York (LPD 21) was put to<br />
sea for the first time June 27, transiting down the<br />
Mississippi River to conduct builder’s trials.<br />
Named for the state of New York, the ship and<br />
its motto “Never Forget” honor the victims and first<br />
responders of the September 11, 2001, World Trade<br />
Center attacks. Constructed in Avondale, La., the ship<br />
contains 24 tons of steel salvaged from the World<br />
Trade Center within the 311-ton bow unit.<br />
During the four-day trial, Northrop Grumman<br />
Shipbuilding conducted comprehensive tests intended<br />
to demonstrate the performance of the combat<br />
and communication systems, propulsion plant,<br />
Stryker Reset<br />
Facilities Engineering Command<br />
Atlantic, Norfolk, Va. Slates is<br />
currently serving as chief of staff,<br />
Naval Facilities Engineering<br />
Command, Washington, D.C.<br />
Captain<br />
Jonathan A. Yuen<br />
Captain Jonathan A. Yuen, who<br />
has been selected for promotion<br />
to rear admiral (lower half),<br />
will be assigned as deputy chief<br />
of staff for logistics, fl eet supply<br />
and ordnance, N4, U.S. Pacifi c<br />
Fleet, Pearl Harbor, Hawaii. Yuen<br />
Compiled by <strong>KMI</strong> <strong>Media</strong> <strong>Group</strong> staff<br />
ship-handling, damage control capabilities and<br />
auxiliary systems. <strong>Maj</strong>or events included full-power<br />
demonstrations during ahead and astern maneuvers,<br />
main ballasting, steering drills and combat system<br />
evolutions—all of which were successful.<br />
The ship is scheduled for commissioning in<br />
November 2009, and her homeport will be Norfolk,<br />
Va.<br />
“The LPD 17 class represents a revolution<br />
in amphibious ship design,” said class program<br />
manager Captain Bill Galinis. “These ships provide<br />
a much-needed capability for our country and our<br />
Navy/Marine Corps team.”<br />
advance of reissuing the vehicles prior to their next deployment.<br />
To date, <strong>Gen</strong>eral Dynamics has delivered 2,852 new vehicles<br />
for seven separate Stryker brigades to the Army. With more than<br />
6 million miles accumulated through two completed Operation<br />
Iraqi Freedom rotations since October 2003, the Stryker vehicle has<br />
demonstrated a combined fleet operational-readiness rate of 96<br />
percent.<br />
is currently serving as deputy<br />
commander/chief of staff, Joint<br />
Contracting Command Iraq/<br />
Afghanistan.<br />
Brigadier <strong>Gen</strong>eral Thomas A.<br />
Harvey, deputy assistant chief<br />
of staff, C/J-4, U.N. Command/<br />
Combined Forces Command/U.S.<br />
Forces Korea, has been assigned<br />
as commanding general, 19th<br />
Sustainment Command (expeditionary),<br />
Korea.<br />
Brigadier <strong>Gen</strong>eral Xavier P.<br />
Lobeto, commanding general,<br />
19th Sustainment Command<br />
(expeditionary), Korea, has been<br />
assigned as deputy commanding<br />
general, 1st <strong>Theater</strong> Sustainment<br />
Command, Camp Arifjan, Kuwait.<br />
www.MLF-kmi.com
By Keith Lippert<br />
Vice Admiral<br />
Keith Lippert (Ret.)<br />
www.MLF-kmi.com<br />
During my almost 38 years of active Navy duty, I<br />
experienced logistics support from my early days of<br />
serving on a nuclear submarine to much later when I<br />
became director of the Defense Logistics Agency. Military<br />
logistics changed dramatically during my active duty<br />
time, and will continue to evolve. What remains constant<br />
is that the people providing the logistics support to our<br />
warfighters worldwide 24 hours a day work very hard<br />
for its success.<br />
In terms of the military logistics system becoming<br />
more effective and efficient, I will address three areas:<br />
•<br />
•<br />
•<br />
Vice Admiral Keith Lippert (Ret.) started working as chief strategy officer for the Accenture Defense group<br />
in October 2006. His last tour on active duty was as the 14th director of the Defense Logistics Agency (DLA).<br />
The longest-serving director in DLA’s history, Lippert served in this capacity from July 2001 to July 2006. Prior<br />
to DLA, he was the commander, Naval Supply Systems Command, and 41st chief of Supply Corps from August<br />
1999 to July 2001. He also served as vice commander, Naval Supply Systems Command from August 1999 to<br />
July 2001.<br />
Lippert earned his commission through the regular U.S. Navy ROTC program, graduating from Miami<br />
University, Oxford, Ohio, with a B.A. in mathematics in 1968. Additionally, he holds master’s degrees from the<br />
Naval Postgraduate School in management and in operations research.<br />
Improving the Effectiveness and Effi ciency<br />
of Military Logistics<br />
civilian management and leadership expertise;<br />
knowledge of commercial off-the-shelf information<br />
technology systems; and<br />
joint logistics solutions.<br />
Throughout my career and continuing today, I have<br />
observed a lack of emphasis on the proper education<br />
and training of the Department of Defense’s civilian<br />
logistics work force. While some of the education and<br />
training is well thought out, structured and effective,<br />
most is not. This problem is not unique to DoD,<br />
but prevalent throughout the federal government. The<br />
Annenberg Leadership Institute commenced leadership<br />
training for mid-level civilians from many departments<br />
of the federal government to address this issue. I believe<br />
programs like these—either internal to the departments<br />
of the federal government or like the Annenberg<br />
Leadership Institute—will result in a more effective and<br />
efficient federal government. This must be a priority for<br />
DoD logistics organizations.<br />
The military services and the Defense Logistics<br />
Agency are in various stages of implementing Enterprise<br />
Resource Planning (ERP) systems. These systems will<br />
improve the effectiveness and efficiency of the military<br />
logistics system by reducing logistics response time,<br />
requiring data integrity, improving financial accountability<br />
and reducing inventories. The ERP systems<br />
are large and complex, requiring expertise to take<br />
full advantage of their benefits. Military and civilian<br />
logisticians must become very knowledgeable on these<br />
systems and develop new approaches to solving problems.<br />
Change management training also is essential for<br />
these systems to reach full potential. For example, there<br />
are extensive inventory savings as a result of improved<br />
demand forecasting from these ERP systems.<br />
Finally, I have had the opportunity to participate in<br />
a red team effort with the joint staff, which describes the<br />
ideal logistics system in 2016–2028. Obviously, much<br />
needs to be accomplished to achieve this goal. Certainly<br />
a renewed emphasis on “jointness” is required. IT<br />
systems that address total asset visibility, integrated data<br />
environment and an enterprise approach, to name a<br />
few, should be implemented where practical from a joint<br />
perspective, to speed implementation and reduce costs.<br />
The bottom line is that DoD must renew its efforts on<br />
leadership and management skills of the civilian logistics<br />
work force. The organic expertise of the COTS ERP<br />
systems must be improved, and joint IT solutions should<br />
be implemented where practical.<br />
For more information, contact Keith Lippert at<br />
keith.w.lippert@accenture.com.<br />
MLF 3.7 | 5
A Regular Feature of Logistics News and Information Directly From PEO EIS<br />
PM J-AIT Awards AIT-IV Contract to<br />
Five Vendors By Darci Hunt<br />
The Product Manager for Joint–<br />
Automatic Identification Technology<br />
(PM J-AIT) recently announced the<br />
award of the Automatic Identification<br />
Technology (AIT)-IV indefinite delivery/<br />
indefinite quantity (IDIQ) contracts to<br />
the following contractors: GTSI Corp.,<br />
Intermec Technologies Corp., Northrop<br />
Grumman Information Technology, CDO<br />
Technologies Inc., and Lowry Holding<br />
Company Inc.<br />
“This is an important milestone in<br />
that with the award of AIT-IV, all the<br />
single award IDIQ contracts managed<br />
under PM J-AIT have migrated to multivendor<br />
IDIQ contracts,” stated Lieutenant<br />
Colonel Cary Ferguson, PM J-AIT. “The<br />
AIT-IV contract provides an opportunity<br />
for more companies to provide DoD and<br />
federal agencies best-value solutions at<br />
competitive prices across the globe. We<br />
look forward to working with the AIT-IV<br />
contractors.”<br />
The firm fixed price IDIQ contract<br />
for Commercial AIT hardware, software<br />
and services has a ceiling value of<br />
$418.52 million. The term of the contract<br />
is nine years consisting of a three-year<br />
6 | MLF 3.7<br />
base period; and one two-year option<br />
for products, services and maintenance;<br />
and one four-year option for maintenance<br />
only. In addition, PM J-AIT will<br />
offer site surveys, installation, integration,<br />
implementation and training for<br />
turnkey AIT solutions to DoD, U.S. Coast<br />
Guard, NATO, federal agencies, coalition<br />
partners, and other foreign military sales<br />
(FMS). Individuals interested in additional<br />
information on the AIT products<br />
and services offered should contact the<br />
contracting officer representative, Sally J.<br />
Ewing, sally.j.ewing@us.army.mil.<br />
PM J-AIT is the DoD AIT and radio<br />
frequency identification leader providing<br />
global asset tracking, Web-based radio<br />
frequency in-transit visibility (RF-ITV)<br />
services, and complete program life cycle<br />
support. PM J-AIT products and services<br />
are customer-driven, easily accessible,<br />
and capable of being updated. PM J-AIT<br />
serves as the executive agent for the<br />
RF-ITV infrastructure to DoD and coalition<br />
partners in support of expeditionary<br />
logistics and the joint warfighter. For<br />
more information about PM J-AIT, please<br />
visit www.eis.army.mil/ait.<br />
Lieutenant Colonel Cary V. Ferguson is the new product<br />
manager for Joint–Automatic Identification Technology (PM<br />
J-AIT), effective June 24, 2009. In this assignment, Ferguson is<br />
responsible for the acquisition and integration of the Army’s<br />
automatic identification technology and radio frequency<br />
identification equipment and services.<br />
“It is an exciting opportunity to lead the PM J-AIT team,”<br />
said Ferguson. “PM J-AIT has an outstanding reputation as<br />
the DoD’s leading provider of innovative AIT products and<br />
services. I look forward to continuing Colonel Burden’s legacy<br />
of providing state-of-the-art technologies to our soldiers and<br />
their mission.”<br />
Ferguson joins the PM J-AIT office with 19 years of military<br />
experience. He previously served as the assistant project<br />
manager and the military deputy for the Project Manager<br />
Global Combat Support System–Army (GCSS-Army) at Fort<br />
Lee, Va.<br />
Change of Charter at PM Acquisition Business By Tricia May<br />
In the photo (from left): PEO Gary Winkler, outgoing PM AcqBusiness Lt. Col. Matthew Riordan,<br />
incoming PM Lt. Col. Anthony Sanchez and Assistant Secretary of the Army for Acquisition,<br />
Logistics & Technology Dean Popps. [Photo by William Hitchcock, 2009]<br />
PM J-AIT Welcomes a New<br />
Product Manager<br />
By Darci Hunt<br />
(J-AIT PHOTO CREDIT AND CAPTION)<br />
In the photo (from left): Outgoing PM J-AIT Col. Patrick Burden, program executive<br />
officer (PEO) Gary Winkler and incoming Lt. Col. Cary Ferguson. [Photo by William<br />
Hitchcock, 2009]<br />
Lieutenant Colonel Maurice Stewart assumed the charter of product<br />
manager Acquisition Business (AcqBusiness), July 10, 2009, from former PM,<br />
Lieutenant Colonel Matthew Riordan. Stewart comes to AcqBusiness from the<br />
Office of Assistant Secretary of the Army (Acquisition, Logistics and Technology)<br />
in Washington, D.C., where he served as the executive officer to the acting assistant<br />
secretary of the Army (Acquisition, Logistics and Technology) and Army<br />
Acquisition Executive Dean Popps.<br />
Chartered in August 2006, PM AcqBusiness (formerly known as Future<br />
Business Systems) provides the Army acquisition community with tools and<br />
capabilities through a suite of enterprise business services. PM AcqBusiness<br />
recently delivered a new financial and decision support tool to assist with Army<br />
Force <strong>Gen</strong>eration (ARFORGEN). AcqReadiness provides users with improved<br />
visibility and access to soldier equipment issue and financial requirements. For<br />
a complete list of services, please visit https://acqbiz.army.mil.<br />
www.MLF-kmi.com
........................................<br />
“A is not an option”<br />
Go ahead, challenge us.<br />
Give Agility an impossible task and we’ll<br />
make it happen, regardless of what stands in<br />
the way. When it comes to moving essential<br />
supplies through hostile environments without<br />
turning back, you can count on us to deliver.
8 | MLF 3.7<br />
Transition Progresses Smoothly and On Schedule<br />
All transition-related activities are<br />
continuing smoothly, and no issues are expected<br />
to prevent its completion during FY09. Phase I of<br />
the transition, which was completed in January,<br />
transferred operational control of the STAMIS<br />
legacy systems consisting of the Standard Army<br />
Retail Supply System (SARSS) family (SARSS-1,<br />
SARSS 2AC/B, SARSS-Gateway, and SARSS-CTASC<br />
II), a portion of the Standard Army Maintenance<br />
System (SAMS) family (SAMS-1, SAMS-2, and<br />
SAMS-I/TDA), some of the Unit Level Logistics<br />
System (ULLS) family (ULLS-G and ULLS-A)<br />
and the Standard Army Ammunition System-<br />
Modernization (SAAS-MOD).<br />
Phase II of this transition will transfer<br />
complete sustainment management responsibility<br />
for the remaining STAMIS bridging<br />
systems: Property Book Unit Supply Enhanced,<br />
Standard Army Maintenance System-Enhanced,<br />
Standard Army Maintenance System-Installation<br />
Enhanced, Financial Management Tactical<br />
Platform and the Unit Level Logistics System-<br />
SEC-Lee is Strongly Committed<br />
to the Transition<br />
As one of the largest centralized software engineering centers<br />
within the Army, SEC-Lee develops and supports logistics, engineering,<br />
procurement and subsistence systems for numerous<br />
customers, including: Headquarters Department of Army G4;<br />
PEO EIS; Project Manager Global Combat Support Systems-<br />
Army; Defense Commissary Agency; Army Procurement, Research<br />
and Analysis Office; HQDA deputy chief of staff for logistics;<br />
HQDA assistant chief of staff for Installation Management; and<br />
the assistant secretary of the Army (Acquisition, Logistics and<br />
Technology).<br />
“The entire SEC-Lee force is ecstatic about the STAMIS<br />
sustainment mission,” declared Gary Lichvar, SEC Business<br />
Mission Area director. “They feel that the systems have gone full<br />
circle and are now returning home. In many cases, for SARSS,<br />
SAAS, SAMS and ULLS, the original functional and technical<br />
personnel still work on the system today. There is a unique<br />
bond among the systems, the personnel and the soldiers they<br />
support.”<br />
Ricky Daniels, SEC-Lee director, sees this new mission as<br />
the first of many in the system-support arena as PEOs transition<br />
systems after achieving full operational capability. “Our<br />
mission is to provide life cycle software products and services<br />
that enhance Army and joint war fighting and management and<br />
support capabilities and to ensure that America’s warfighters<br />
continue to own the decisive edge from the battlespace through<br />
the sustaining base,” remarked Daniels.<br />
“SEC’s commitment to the PM LIS transition is real; it is<br />
personal; and it is borne out in the actions and performance<br />
demonstrated throughout the years,” stated Daniels. “By fostering<br />
strong teamwork and a dedication to software engineering excellence,<br />
SEC-Lee has established an enviable record of delivering<br />
solutions and supporting systems that are customer-focused,<br />
state-of-the-art and value-driven.”<br />
Aviation (Enhanced). This phase of the transition<br />
is expected to be completed by the end of<br />
August.<br />
The Product Management Office for<br />
Movement Tracking System (PM MTS), which<br />
was one of the logistics information systems<br />
under PM LIS, is not transitioning to SEC-Lee.<br />
PM MTS, instead, has become a stand-alone,<br />
direct report to PEO EIS and will continue to<br />
develop and field its critical logistic information<br />
system through FY15.<br />
PM LIS Sustainment and<br />
Management Transfer to<br />
SEC-Lee<br />
By Jeffrey Davis<br />
The Army’s logistics information systems are essential to<br />
increasing combat effectiveness. They play a vital, time-sensitive<br />
role in managing supplies, equipment and ammunition, which<br />
enables the rapid reallocation of resources needed to sustain<br />
troops in theater.<br />
Since the early 1990s, the project manager for Logistics<br />
Information Systems (PM LIS) has been committed to providing<br />
the warfighter with the most up-to-date logistics management<br />
and information systems available. Now, as these systems<br />
move into a sustainment mode, management responsibility<br />
for the systems is also shifting from the Program Executive<br />
Office Enterprise Information Systems (PEO EIS) to the<br />
Communications-Electronics Life Cycle Management Command<br />
Software Engineering Center, Fort Lee, Va. (SEC-Lee).<br />
Coordination between PEO EIS, Army G-4, the Army Material<br />
Command and the Combined Arms Support Command resulted<br />
in establishing a two-phase transition, which was approved in<br />
December 2008. The effort formally began in January, and by<br />
April, the transition plan was staffed, coordinated, approved and<br />
signed by PEO EIS and SEC-Lee. The transition is projected to be<br />
fully completed by October 2009.<br />
Gaining efficiencies for contracting efforts, testing facilities,<br />
information assurance and Customer Assistance Office support<br />
were key factors in the decision. Additionally, the change enables<br />
PEO EIS to focus its resources on future systems such as GCSS-<br />
Army.<br />
More than 120,000 combat service support soldiers are<br />
using these critical systems on a daily basis, and the Logistics<br />
Information Systems program currently reflects a FY10–15<br />
program objectives memorandum of $566 million. SEC-Lee<br />
views the PM LIS transition as an opportunity to build an<br />
enduring partnership with PEO EIS, characterized by shared<br />
goals, candid communications and support for the warfighters.<br />
www.MLF-kmi.com
Tanker Needs<br />
Rep. Jo Bonner (R-Ala.)<br />
First, I congratulate you, the<br />
men and women who maintain<br />
and support our military equipment<br />
and keep it in tremendous<br />
shape regardless of its age! As<br />
a group, you know better than<br />
anyone that the U.S. Air Force<br />
is in dire need of a replacement<br />
for the aging KC-135s. You know<br />
we can’t “get there from here” and effectively project power without<br />
a robust tanker fleet. Your maintenance and supply personnel know<br />
exactly how difficult and costly it is to sustain the current fleet and<br />
know it isn’t going to get any easier or cheaper—big bills are on the<br />
horizon to keep our 50-year-old tanker fleet flying.<br />
Meanwhile, the Pentagon has been trying to acquire a new tanker<br />
since 2001. You know the story: The first try, a deal to lease Boeing<br />
KC-767s, was riddled with corruption and unfortunately resulted<br />
in both Boeing and USAF officials going to jail. The second attempt<br />
introduced a competitor, the Northrop Grumman KC-45, based on the<br />
commercial Airbus A-330 airframe. After a competitive source selection<br />
between the KC-45 and the KC-767, the military decided in February<br />
2008 the KC-45 best met its needs and made a contract award. Boeing<br />
protested, the GAO found minor issues with the source selection<br />
process, and the Pentagon ultimately canceled the second acquisition.<br />
Now, here we go again—a new RFP is expected and a competition<br />
between the same competitors will begin anew.<br />
Frankly, there is more rhetoric and trash-talking about this competition<br />
than there is back home about the Alabama/Auburn football<br />
game. But in my view, the most relevant question—what it all comes<br />
down to—is which aircraft best meets our military’s needs? Simply<br />
put, the military deserves the aircraft that provides the best value.<br />
Everything else is secondary.<br />
Some, for example, say this competition should be about “Buy<br />
America.” In reality, with the globalization of the aerospace industry,<br />
both competing aircraft will contain foreign components, but both will<br />
have well over 50 percent U.S. content required by the Buy America<br />
Act.<br />
Some say this competition should be about preserving American<br />
jobs. In reality, both aircraft would be built in the U.S. by American<br />
workers. KC-767 production will reportedly employ 44,000 U.S. workers;<br />
Northrop Grumman’s analysis indicates KC-45 production will<br />
employ 48,000 U.S. workers.<br />
Some say this competition should be about preserving the U.S.<br />
industrial base. In fact, a Northrop Grumman win will mean two brandnew<br />
aircraft manufacturing factories in the U.S. Supplier factories are<br />
likely to follow. This would represent an expansion of the U.S. industrial<br />
base. Furthermore, EADS executives have made clear their desire to<br />
manufacture commercial A-330 freighter aircraft on the U.S. production<br />
line, adding even more jobs to the U.S. industrial base.<br />
Setting these secondary arguments aside let’s return to the most<br />
important question: which aircraft best meets our military’s needs?<br />
The KC-45 is a derivative of the A-330 commercial airliner. The<br />
A-330 is a 14-year newer design than the competing Boeing 767. The<br />
A-330 uses modern fly-by-wire control systems; today’s Boeing tanker<br />
aircraft does not. The A-330 continues to sell well in the commercial<br />
marketplace; the Boeing aircraft is near the end of its commercial sales<br />
life. The commercial, worldwide logistics chain for the A-330 should<br />
remain robust for decades.<br />
The KC-45 has the added advantage of offering an aircraft on the<br />
ramp sooner than its competitor. The KC-45 offered to the USAF is very<br />
similar to the tanker configuration being delivered to the air forces of<br />
Australia, the U.K., UAE and Saudi Arabia. That configuration, including<br />
a state-of-the-art boom, is nearing completion of flight test now. In<br />
contrast, the KC-767 configuration most recently offered to the USAF<br />
combines structural elements of the 767-200, 767-300 and 767-400.<br />
Neither this aircraft configuration nor Boeing’s next generation boom<br />
have been built, tested or flown.<br />
Of course, the ability to offload fuel downrange is the primary job of<br />
a tanker. The KC-45 can offload 153,000 pounds of fuel at 1,000 nautical<br />
miles (nm); the KC-767 variant offered is projected to offload 117,000<br />
pounds at 1,000 nm.<br />
The ability to maintain time on station downrange is also critical.<br />
The KC-45 can spend 14.2 hours on station at 1,000 nm, the KC-767<br />
11.8 hours.<br />
In addition, the KC-45, based on a more modern, efficient aircraft<br />
design, can deliver 1.96 pounds of fuel for every pound burned. The<br />
KC-767 delivers only 1.61 pounds for every pound burned.<br />
Beyond its primary mission, similar advantages accrue to the<br />
KC-45 with regard to a tanker’s secondary missions. The KC-45 can<br />
carry more pallets, more passengers and more aeromedical evacuation<br />
litters than its competitor.<br />
The military requirements for the new tanker are clear: “More is<br />
better”—more fuel downrange, more cargo, more passengers and more<br />
flexibility to accomplish the mix of missions that will confront our military<br />
for the next 40 years. Some have argued that the value of additional<br />
capabilities over and above a minimum should not be considered. They<br />
argue the Pentagon should simply conduct a “low-cost shoot-out” and<br />
award to the lowest cost offer that meets the minimums. This simplistic<br />
approach may be okay for buying #2 pencils, but it has no place when<br />
it comes to buying complex weapon systems. It would incentivize competitors<br />
to offer “stripped-down” tankers that would likely require costly<br />
upgrades later. It would not allow the military to even consider the<br />
value of “more,” such as additional fuel offload downrange, even though<br />
that additional capability would have value to our military.<br />
The Pentagon must move forward with increased urgency and conduct<br />
a fair, best-value source selection. Then the Pentagon should pick<br />
the aircraft that offers the best value in meeting its needs. We must not<br />
make short-sighted decisions that will haunt us for decades to come. A<br />
best-value approach is the only acceptable path.<br />
Rep. Jo Bonner (R-Ala.) serves in the U.S. House ofRepresentatives<br />
for Alabama’s first district.<br />
www.MLF-kmi.com MLF 3.7 | 9
THE NEED FOR SPEEDY LOADING, UNLOADING ELEVATES FORKLIFTS TO<br />
‘KEY’ LOGISTICAL PIECE. BY J.J. SMITH<br />
MLF CORRESPONDENT<br />
smithj@kmimediagroup.com<br />
10 | MLF 3.7<br />
www.MLF-kmi.com
Because sustaining the warfighter is such an important part<br />
of a battle plan, moving supplies from location to location is<br />
vital to supporting a war effort. Yet such an effort can be slowed<br />
because of having to load and unload trucks by hand. Therefore,<br />
the need for speedy loading and unloading of trucks or aircraft,<br />
or anything that transports supplies, has made forklifts “a key<br />
logistical piece” of sustaining military operations, say representatives<br />
of companies that produce those machines.<br />
When moving an armed force the size of the U.S. military,<br />
war planners need to be able to<br />
move mountains of supplies, and<br />
that includes loading and unloading<br />
containers and vehicles, said<br />
Jake Verhoef, JLG Industries Inc.’s<br />
director of government sales. The<br />
ability to do just that makes the<br />
forklift “a key piece of the puzzle<br />
of a giant military,” he said. Without<br />
a forklift, trucks have to be<br />
loaded and unloaded by hand, and<br />
Jake Verhoef<br />
the average warfighter is limited<br />
to single-handedly lifting up to 60<br />
pounds, he added. Loading or unloading a truck by hand can take<br />
an exorbitant amount of time, whereas a telescopic forklift can<br />
pick up a palette or large items, and unload a truck in minutes,<br />
making “these machines invaluable when it comes to logistics<br />
support.”<br />
JLG oversees production of the TRAK International 6000M<br />
variable reach rough terrain forklift truck (VRRTFLT); the JLG<br />
all-terrain lifter-Army system (ATLAS and ATLAS II); and the<br />
OminQuip Millennia military vehicle (MMV).<br />
In 1990, TRAK International acquired the first contract for<br />
a 6,000-pound capacity, VRRTFLT, Verhoef said. Based on Army<br />
specifications, TRAK designers combined aspects of commercial<br />
sector forklifts with what they knew about tanks to develop a<br />
machine that can descend a steep grade, and operate in rough<br />
terrain and in temperatures ranging<br />
from -25 degrees Fahrenheit<br />
to 140 degrees Fahrenheit, he said.<br />
In addition, it had to meet requirements<br />
for a 24 volt system and run<br />
on JP8 fuel.<br />
In 1995, TRAK was awarded a<br />
contract for the ATLAS, which has<br />
the same appearance as the VRRT-<br />
FLT, but which increased lift capacity<br />
to 10,000 pounds, Verhoef said.<br />
Chris Saucedo In addition, the forks were narrowed<br />
and their profile lowered, enabling<br />
it to pick up 463L palettes, which are aluminum palettes that go<br />
on aircraft. ATLAS can unload the palettes from an aircraft in a<br />
non-airport setting, and move the palettes over rough terrain. It<br />
is more than traditional what vertical lift forklifts—operating on<br />
smooth, hard terrain—are designed to do, he said.<br />
Top Photo Page 10:<br />
The JCB high-mobility rough terrain forklift. [Photo courtesy of JCB]<br />
Bottom Photo Page 10:<br />
The JLG Industries all-terrain lifter-Army system (ATLAS). [Photo courtesy of JLG]<br />
Select DoD contract efforts for<br />
material handling equipment.<br />
Light Capability Rough Terrain Forklift<br />
The Tank-automotive and Armaments Command is in the process<br />
of soliciting for a single model light capability rough terrain<br />
forklift (LCRTF) with a 4,000/6,000 pound capacity. Dimensionally,<br />
the overall length, with the boom retracted, should be 235<br />
inches; width 80 inches; height, with the boom fully lowered,<br />
should be 84 inches. The extendible boom of the LCRTF is<br />
expected to have a minimum forward reach of 110 inches with a<br />
minimum boom lift angle of 60 degrees and minimum lift height<br />
of 140 inches. The minimum payload at 140 inches lift height<br />
has to be 500 pounds and the minimum pick load at 110 inches<br />
forward reach must be 1,750 pounds. In order for the LCRTF to<br />
provide complete operator protection in all directions against<br />
blast and fragmentation from munitions, a crew protection kit<br />
(CPK) must be available. The kit must be easily and quickly<br />
installed, and maximize commonality of attaching hardware with<br />
no special tools required for maintenance. The overall weight<br />
with the A kit cab, but without the addition of the B or C kit<br />
cannot exceed 14,322 pounds. This is driven by the helicopter<br />
transportability requirement. The LCRTF shall be able to load<br />
and remove standard 40-inch by 48-inch cargo pallets, stacked<br />
two high, from the 40-inch end, side by side inside an 8-foot tall,<br />
20- or 40-foot long ISO container, without manual adjustments to<br />
the fork tines. The LCRTF, without the CPK installed and using a<br />
trained operator, has to be able to move 16 pallets from a loaded<br />
20-foot ISO container, on the ground, into an empty 20-foot ISO<br />
container, on the ground, with an average cycle time of no more<br />
than five minutes per pallet. The maximum travel speed of the<br />
LCRTF (with A-kit) for self-deployment, is to be a minimum of 20<br />
mph, without load, on improved roads for a distance of 30 miles.<br />
With a rated load, it has to be able to travel for distances up to<br />
3 miles over unimproved surfaces, at a forward speed of at least<br />
10 miles per hour. The expectant contract from this solicitation<br />
is expected to be a 5-year, firm fixed price award with an estimated<br />
1,414 LCTRFs ordered.<br />
SEI Manufacturing Inc., Huntsville, Ala., awarded a $27,000<br />
contract for miscellaneous material handling equipment.<br />
The Army Contracting Agency, Fort Shafter has issued a<br />
solicitation for a Hyster H280HD forklift or equal. (Solicitation<br />
Number: W912CN09R0077)<br />
The Army Contracting Agency (ITEC4-West) has issued a solicitation<br />
for forklifts. (Solicitation Number: W9124A09T0246)<br />
The Naval Facilities Engineering Command has issued a<br />
solicitation for a 100-ton straddle/rubber tired gantry crane for<br />
the Defense Logistics Agency, Barstow, Calif. The estimated<br />
range of the procurement is between $1 million and $5 million.<br />
(Solicitation Number: N6247009R7004)<br />
The U.S. Amy Sustainment Command has issued a solicitation<br />
for a 400-pound capacity manipulator with attachments<br />
and an 800-pound capacity manipulator with attachments. This<br />
procurement is for the purchase of one 400-pound lifting capac-<br />
www.MLF-kmi.com MLF 3.7 | 11
ity manipulator with a custom attachment to handle 5-inch, 8-inch,<br />
105-mm and 155-mm munition projectiles; and one 800-pound<br />
lifting capacity manipulator with a custom munition attachment to<br />
handle 8-inch and 155-mm munition round and a custom munition<br />
attachment to handle MK-82 type bomb. Each manipulator is to<br />
include the option of added base weight (counterweight) for extra<br />
lifting capacity, to be integrated within design for the unit. Approximate<br />
weight of the counterweight could be as much as 3,000<br />
pounds. (Solicitation Number: W52P1J-09-T-3035)<br />
V&H Material Handling LLC has been awarded a $219,153<br />
contract for the proposed procurement of two storage devices for<br />
the tool crib area of Building 370, Letterkenny Army Depot, Chambersburg,<br />
Pa. These devices will operate with a programmable logic<br />
controller to include: software capable of displaying weight of tray<br />
and allowing various speeds for both vertical and horizontal movements<br />
and compress open spaces within the storage device.<br />
Intercontinental Truck Body, Conrad, Mont., has been issued<br />
a contract by the DLA for a ramp loading vehicle in the amount of<br />
$49,494. (Solicitation Number: SPM8ED09T1035)<br />
The Army Contracting Agency, Fort Hood, Texas, has issued a<br />
solicitation for a 6,000-pound capacity, gasoline-powered forklift.<br />
(Solicitation Number: W45NQ99140N207)<br />
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The DLA’s Defense Supply Center Philadelphia-Construction &<br />
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Number: SPM8EF09T2226)<br />
The same office, Defense Supply Center Philadelphia-Construction<br />
& Equipment—BSM, has issued a solicitation for a rail<br />
cargo flatrack (NSN 3990014587323). (Solicitation Number:<br />
SPM8EF09T2384)<br />
The Army Sustainment Command has issued a $128,000 contract<br />
award to Rapid Rentals & Sales, West Chicago, Ill., for multidirectional<br />
forklifts (Combilift Model C22000 or equivalent).<br />
The National Guard Bureau of Nevada has issued solicitation for<br />
a compact wheel loader with a Caterpillar C3.4 diesel engine and<br />
906H MA3 comfort cab. (Solicitation Number: W9124X09T0006)<br />
TACOM-LCMC has issued a solicitation for a rough terrain<br />
5,500-pound capacity diesel-powered forklift to support the Iraqi<br />
and Afghanistan security forces. (Solicitation Number: W56HZ-<br />
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In 2001, OmniQuip modified an existing extended boom<br />
forklift to produce the MMV for the Marine Corps. The MMV is<br />
capable of operating over rough terrain and certified for rail, sea<br />
and air transport, and it too can move 463L palettes.<br />
Because forklifts have become so invaluable to the U.S.<br />
military, each branch of the service has its own specifications<br />
and requirements for those machines, said Chris Saucedo,<br />
JCB’s vice president of military products. Different missions<br />
determine how the different materiel handlers are designed, he<br />
said. The Marine Corps looks for multiple use equipment that is<br />
mobile, or “expeditionary”; the Army and the Air Force look for<br />
more containerized type applications that are long-term uses,<br />
he said.<br />
While use requirements might differ, there are aspects of<br />
forklift specifications that are militarywide, say forklift manufacturers’<br />
representatives. Those specifications are transportation,<br />
reliability and protection. Of those, reliability is the most<br />
important, said Saucedo, whose company produces a highmobility<br />
rough terrain forklift (HMRTF) and a high-mobility<br />
engineer excavator (HMEE), which doubles as an equipment<br />
loader.<br />
Sgt. Marcus McDowell, a native of Helena, Mont., a soldier of the 639th Combat Sustainment<br />
Support Company, 398th Combat Sustainment Support Battalion, 10th Sustainment Brigade, loads<br />
a pallet of cinderblocks. [Photo courtesy of DoD]<br />
The HMRTF uses telescopic handler technology to load<br />
and unload standard containers—it has a lift capacity of 5,000<br />
pounds up to 16.5 feet high—but what distinguishes the HMRTF<br />
is its ability to travel at a sustained speed of 52 miles per hour.<br />
In addition, the machine can be compacted so that it can<br />
be transported by attaching it to the underside of a Chinook<br />
helicopter or inside a C-130 aircraft.<br />
However, the HMRTF is surpassed in speed by the HMEE,<br />
which can travel up to 60 mph on both paved roads and cross<br />
country surfaces, making it the world’s fastest backhoe loader,<br />
according to JCB. The HMEE has full suspension and anti-lock<br />
braking technology, allowing for controlled stopping in difficult<br />
www.MLF-kmi.com MLF 3.7 | 13
conditions. In addition, it has run-flat<br />
tires, thereby reducing troop exposure<br />
and providing time for operators to reach<br />
safety. In addition, the speed of the HMEE<br />
provides battlefield commanders with<br />
logistics capabilities in front patrols.<br />
Most of JCB’s military customers look<br />
at the reliability factor as the most important<br />
buying decision, Saucedo said. The<br />
concept of life cycle management of the<br />
equipment is very important to military<br />
customers, he added. To illustrate how<br />
important, Saucedo said JCB’s commercial<br />
products have a three- to five-year life<br />
cycle depending on the product. While a<br />
commercial big-wheel loader might have<br />
a seven-year life cycle and skiff loaders a<br />
life of up to three years, military customers<br />
look for products that have a life cycle<br />
of 30 years, making life cycle management<br />
crucial, he said.<br />
The concern for a vehicle’s reliability<br />
and sustained performance has companies<br />
like JCB providing the government with<br />
cost projections for the use of those pieces<br />
of equipment, some as far as 15 years. In addition, some companies<br />
are forecasting when the product needs to be rebuilt,<br />
when equipment failures can be anticipated, as well as proactive<br />
maintenance schedules, Saucedo said. Monitoring those vehicles<br />
has JCB incorporating radio frequency identification (RFI)<br />
technology—which was initially used to track the movement of<br />
packages—so remote prognostic and diagnostic capabilities can<br />
be implemented, he said. The RFI diagnostic capabilities enable<br />
supervisors and mechanics to monitor maintenance needs of a<br />
vehicle—ranging from engine work to oil changes—on duty in<br />
Afghanistan from within the United States, half a world away,<br />
he said.<br />
While in many cases, the features and capabilities required<br />
for a military version of forklift, telescopic lift and forklift are<br />
unique to a combat environment, in other cases, the same piece<br />
of equipment durable enough for a construction site may do<br />
equally as well with the military. Several other companies manufacture<br />
material handling equipment suitable for military use<br />
including: Terex, <strong>Gen</strong>ie (a subsidiary of Terex), Manitou, Gehl (a<br />
wholly-owned subsidiary of Manitou), Xtreme Mfg., Caterpillar,<br />
Case Construction, and Pettibone Traverse Lift.<br />
14 | MLF 3.7<br />
PROTECTING THE LOGISTICIAN<br />
Operator protection is credited with saving the life of Army<br />
Staff Sergeant Adam Smith. On May 29, 2009, Smith—whose<br />
unit is the 9th Engineer Battalion, 172nd Infantry Brigade—<br />
was operating a JCB HMEE near South Balad Ruz, Iraq, when<br />
an anti-tank mine exploded near the machine. Smith walked<br />
away from the explosion that destroyed a large section of the<br />
HMEE, and the machine’s armor is credited with saving the staff<br />
sergeant’s life.<br />
In addition, JGL has armor kits available for the ATLAS,<br />
and the armor is credited with saving another, unnamed<br />
A military forklift loads a truck with empty ammunition boxes at Forward Operating Base Now Zad, Helmand Province, Afghanistan.<br />
Second platoon with Motor Transportation Company, Combat Logistics Battalion 3, successfully transported a piece of heavy<br />
equipment and more than 50,000 pounds of provisions to the FOB in support of Lima Company, 3rd Battalion, 8th Marine Regiment<br />
(Reinforced), the ground combat element of Special Purpose Marine Air Ground Task Force – Afghanistan. CLB-3 is the logistics<br />
combat element of Special Purpose Marine Air Ground Task Force-Afghanistan, whose mission is to conduct counterinsurgency<br />
operations, with a focus on training and mentoring the Afghan national police. [Photo courtesy of DoD]<br />
A Marine with Combat Logistics Battalion 8 guides an extended-boom forklift, also known as<br />
a Sky Track, through shin-high, powder-like dirt in front of Marine living quarters here during<br />
a sandstorm Aug. 6. This is the third day in a row the camp has experienced heavy sandstorm<br />
activity. The storms have lasted up to eight or more hours. [Photo courtesy of DoD]<br />
soldier’s life, according to Verhoef. In that situation, a mortar<br />
shell exploded near an ATLAS that was in use, and a soldier was<br />
wounded, “but only slightly,” he said. “The machine’s armor<br />
protected the individual,” he added.<br />
However, military customers are not only concerned about<br />
protecting the operator; they also want to protect the machines,<br />
Saucedo adds. During the last several years, there has been a<br />
huge focus on protection, but it is not completely focused on the<br />
operator, but rather on the overall functionality of the machines,<br />
he said. Therefore, the machines are being designed to resist a<br />
mine strike, or being hit by a projectile, but in such a way so the<br />
machines survive, as well as the operator, he said. ✯<br />
For more information, contact MLF Editor Jeff McKaughan at<br />
jeffm@kmimediagroup.com or search our online archives for related stories at<br />
www.MLF-kmi.com.<br />
www.MLF-kmi.com
Tactical Logistics Support<br />
A ROUNDTABLE ON THE STATUS OF THE GLOBAL COMBAT SUPPORT SYSTEM AND WHAT IT WILL DELIVER TO THE<br />
WARFIGHTER—AND WHEN!<br />
Supporting warfighters in operations<br />
around the globe is certainly not an easy<br />
task, and comprehensive solutions that<br />
allow transparency and visibility—and<br />
security—of the support tail from start<br />
to finish have been hard to come by. The<br />
Global Combat Support System has been<br />
developing for some time with the objective<br />
Q<br />
How will GCSS change the way<br />
the warfighter requests, tracks<br />
and receives supplies?<br />
COLONEL<br />
JEFFREY K. WILSON<br />
(ARMY)<br />
GCSS-Army is a Web-based tactical<br />
logistics system that automates processes<br />
and integrates functions. Retail supply<br />
functionality was first implemented in<br />
December 2007 and is successfully operating<br />
at the Army National Training Center,<br />
Fort Irwin, Calif. Users enter customer supply<br />
requirements only once, and they are<br />
immediately visible to all parties involved,<br />
providing an accurate view and status.<br />
The system saves time by automatically<br />
batching and transmitting requirements<br />
so these functions no longer need to be<br />
manually performed at specific time intervals.<br />
GCSS-Army eliminates the need for<br />
www.MLF-kmi.com<br />
of provided an integrated real-time picture<br />
across the combat service support spectrum.<br />
The goal is to be in an informed position<br />
to make decisions affecting operational<br />
support needs throughout the deployment<br />
environment.<br />
Systems are now in place that have<br />
taken GCSS from the theoretical to the<br />
time-consuming processes such as closeouts,<br />
backups, restores, and separate input<br />
and output logs.<br />
GCSS-Army simplifies the customer<br />
reconciliation process, which previously<br />
required hundreds of man-hours to execute.<br />
A re-engineered process for tracking<br />
and adjudicating overdue shipments provides<br />
a more precise and timely method for<br />
closing and reordering. GCSS-Army managers<br />
at all levels have a better view of the<br />
supply chain and more tools to accurately<br />
and efficiently handle the process.<br />
LIEUTENANT COLONEL<br />
JIM STONE<br />
(MARINE CORPS)<br />
Global Combat System Marine Corps<br />
[GCSS-MC] is scheduled to begin deployment<br />
in fiscal year 2010. It will forever<br />
change the way logistics support is delivered<br />
to the Marine Corps by providing standardized<br />
business processes and cutting-edge<br />
practical. Military Logistics Forum recently<br />
had the opportunity to pose three questions<br />
to Army, Air Force and Marine Corps GCSS<br />
offices to see where they are and what common<br />
ground they have.<br />
We spoke with Colonel Jeffrey K. Wilson<br />
(Army), Phillip Waugh (Air Force) and Lieutenant<br />
Colonel Jim Stone (Marine Corps).<br />
technology to Marines in both garrison<br />
and deployed environments. Unlike the<br />
Corps’ legacy logistics systems, GCSS-MC<br />
goes wherever warfighters go to provide<br />
Marine Air Ground Task Forces [MAGTFs]<br />
and the supporting establishment of an<br />
integrated, Web-based system designed to<br />
capture reliable, relevant and near realtime<br />
information. Requests for products<br />
and services are initiated at the lowest<br />
possible level, and the system provides a<br />
single point of data entry—a combination<br />
of functions that translates into improved<br />
speed and accuracy of logistics information<br />
and improved responsiveness of the<br />
logistics chain. In the past, when Marines<br />
have been deployed in austere environments,<br />
the lack of visible information<br />
has caused unfulfilled requests, redundant<br />
request and fulfillment, and dependency<br />
on forward-deployed materiel. In contrast,<br />
GCSS-MC will provide a clear picture of<br />
demand and inventory up and down the<br />
logistics chain so Marines will know the<br />
status of their requests, the availability<br />
of inventory and services, and the readiness<br />
of their equipment. They will have<br />
secure access to the critical information<br />
MLF 3.7 | 15
they need to enable faster, better-informed<br />
decisions and the flexibility and confidence<br />
that comes only with reliable, responsive<br />
logistics support.<br />
Prior to GCSS, supply systems were<br />
very compartmentalized. Information sharing<br />
was accomplished by batch updates at<br />
periodic intervals between legacy systems,<br />
and third-party applications were used to<br />
provide limited fleet or enterprise views of<br />
supply chain activity. Warfighters suffered<br />
from the lack of real-time business intelligence<br />
and limited ability to affect timely<br />
changes in response to a very dynamic<br />
operational environment.<br />
The introduction of GCSS enabled<br />
unprecedented access and integration<br />
across legacy systems in near real-time that<br />
dramatically changed the way warfighters<br />
make support decisions. With a single<br />
log-on, users can view asset balances and<br />
order status across 300 base-level supply<br />
accounts, Air Force depots, and even external<br />
suppliers, such as the Defense Logistics<br />
Agency. The resulting view of the supply<br />
chain in motion enables smarter decisions<br />
from an enterprise perspective. Local support<br />
priorities are no longer considered in<br />
isolation. Instead, critical spares are repositioned<br />
to meet the greatest need of the Air<br />
Force and the warfighter.<br />
The GCSS architecture also provides a<br />
mechanism for development of new functionality<br />
that identifies and acts on specific<br />
triggers between systems. For example,<br />
16 | MLF 3.7<br />
PHILLIP WAUGH<br />
(AIR FORCE)<br />
business rules that identify overdue shipments<br />
in one system and automatically<br />
checks for a receipt in another system or<br />
shipment status through the Global Transportation<br />
Network.<br />
Q<br />
How fully integrated and functional<br />
throughout the entire supply<br />
chain is GCSS?<br />
PHILLIP WAUGH<br />
(AIR FORCE)<br />
The supply chain is supported by a collection<br />
of nodes made up of numerous systems<br />
in various stages of maturity hosted on<br />
multiple platforms. GCSS is the net-centric<br />
lynchpin that enables a services-oriented<br />
solution that ties these systems together.<br />
GCSS-Air Force provides a standards-based,<br />
open architecture that handles the presentation,<br />
security, messaging, collaboration<br />
and hosting for many Air Force logistics<br />
applications. Some systems are fully integrated<br />
within GCSS, while others may only<br />
use certain services, or remain an external<br />
touch point. In addition, federation across<br />
GCSS instances further enables shared services<br />
and access to systems outside of the<br />
hosting services enclave.<br />
Net-centricity is a key performance<br />
parameter for new and legacy systems.<br />
GCSS provides the foundation from which<br />
to build the bridge between stovepiped<br />
applications and fully integrated systems.<br />
The entire Air Force supply chain is supported<br />
by GCSS to some extent, which<br />
should continue to be a core component of<br />
future logistics modernization efforts.<br />
GCSS-Army is taking an incremental<br />
approach to fielding that allows for testing<br />
and refinement as new functionality<br />
is introduced, resulting in a better final<br />
product for soldiers. At the same time, the<br />
Army Program Executive Office, Enterprise<br />
Information Systems [PEO EIS] Enterprise<br />
Resource Planning [ERP] Task Force is<br />
pursuing a coordinated system integration<br />
strategy that will allow GCSS-Army users<br />
to benefit from shared capabilities in other<br />
Army business areas such as finance and<br />
personnel. When fully deployed, GCSS-<br />
Army will share integrated data with organizations<br />
and personnel throughout the<br />
Army business enterprise, from the factory<br />
to the foxhole.<br />
GCSS-MC is not just replacing old<br />
systems with a new one. It is enabling an<br />
entirely new approach to Marine Corps<br />
logistics based on simplified and streamlined<br />
processes supported by modern technology.<br />
Regardless of location, the way<br />
logistics work is done and the tools used<br />
to accomplish it will be the same. Block 1,<br />
the first phase of the program, will integrate<br />
tactical-level supply, maintenance<br />
and service functionality in a shared data<br />
environment. The functional solution will<br />
provide the Marine Corps:<br />
•<br />
•<br />
LIEUTENANT COLONEL<br />
JIM STONE<br />
(MARINE CORPS)<br />
Requests for services, maintenance<br />
and supplies with automatic routing to<br />
the appropriate authority for approval<br />
and fulfillment<br />
Real-time validated information<br />
www.MLF-kmi.com
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
•<br />
Asset status and availability<br />
Warranty tracking and management<br />
Ownership and transfer of assets<br />
Escalation of requests<br />
Approvals and funds checking<br />
Proactive and reactive maintenance<br />
Maintenance history<br />
Effective management of resources<br />
Replenishment of supplies through<br />
automatic triggers<br />
Mobile field service enhanced, the ability<br />
work in connected or disconnected<br />
modes<br />
Subsequent GCSS-MC blocks will build<br />
on previous ones, adding new capabilities<br />
over time. When the program is mature<br />
and all requirements are fully implemented,<br />
it will consolidate more than 200 legacy<br />
logistics information systems into an integrated<br />
infrastructure that provides seamless<br />
end-to-end logistics chain management,<br />
advanced enterprisewide planning and joint<br />
interoperability.<br />
Q<br />
Q: What are the priorities for the<br />
next phase of the program and<br />
future enhancements?<br />
GCSS-MC capabilities will be delivered<br />
incrementally. To realize the benefits of integrated,<br />
state-of-the-art systems and common<br />
business processes as soon as possible, Block<br />
1, the first phase, has been divided into<br />
two releases. The initial release, Capability<br />
Release 1.1, focuses on providing capability<br />
www.MLF-kmi.com<br />
LIEUTENANT COLONEL<br />
JIM STONE<br />
(MARINE CORPS)<br />
to the MAGTF and the enterprise in three<br />
major functional areas: supply, maintenance<br />
and request management. This release is<br />
scheduled to begin field user evaluation<br />
at III Marine Expeditionary Force early in<br />
2010. The second release, Capability Release<br />
1.2, consists of the sophisticated technical<br />
solution that will enhance the MAGTF’s ability<br />
to access logistics data in any location or<br />
environment. Capability Release 1.2 allows<br />
for the secure transfer of data between the<br />
Nonsecure Internet Protocol Router Network<br />
[NIPRNET] and the Secure Internet<br />
Protocol Router Network [SIPRNET] and<br />
the ability to synchronize data between a<br />
continental United States GCSS-MC server<br />
[Enterprise Instance] and the scalable, tailored,<br />
deployed MAGTF instances that are<br />
cloned from the enterprise.<br />
While future blocks of capabilities are<br />
still in the planning stage, it is anticipated<br />
that they will focus on such areas as transportation/distribution,<br />
engineering, health<br />
services, life cycle management, advanced<br />
planning and base/garrison functions.<br />
PHILLIP WAUGH<br />
(AIR FORCE)<br />
From a logistics or supply chain perspective,<br />
the next big event for the Air Force is<br />
the integration of the Enterprise Resource<br />
Planning Solution—the Expeditionary<br />
Combat Support System [ECSS]. ECSS will<br />
replace most of the legacy logistics systems<br />
in use today, which is a huge undertaking.<br />
This phase of modernization will take<br />
several years with incremental deliveries of<br />
capability.<br />
As you might imagine, it’s important<br />
to maintain a stable baseline for the legacy<br />
systems being subsumed over the course<br />
of ECSS development. However, real-world<br />
events, such as securing the nuclear enterprise,<br />
will almost certainly drive some legacy<br />
system modifications. In addition, there<br />
are a small number of systems that will<br />
not be subsumed by ECSS. These systems,<br />
and the aforementioned modifications, will<br />
continue to target enterprise hosting and<br />
the shared services offered by GCSS.<br />
COLONEL<br />
JEFFREY K. WILSON<br />
(ARMY)<br />
The GCSS-Army project office is capturing<br />
lessons learned in the 2007 release<br />
at the National Training Center and is<br />
applying them to future implementations.<br />
The next release, scheduled for 2010, will<br />
include unit-level supply, property book,<br />
ground maintenance, and tactical finance<br />
support capabilities at the National Training<br />
Center. A future release planned for<br />
2011 will address aviation maintenance,<br />
ammunition, environmental health and<br />
safety, and cost management functions. It<br />
is estimated that more than 170,000 soldiers<br />
will use GCSS-Army when it is fully<br />
deployed. ✯<br />
Marine Corps Lieutenant Colonel Jim<br />
Stone is the senior Marine/director for<br />
global implementation. Phillip Waugh is<br />
with Air Force Headquarters 754th ELSG/<br />
ILSS. Army Colonel Jeffrey K. Wilson is the<br />
project manager Global Combat Support<br />
System-Army (GCSS-Army).<br />
MLF 3.7 | 17
18 | MLF 3.7<br />
Foam Protection<br />
A new drawer liner kit<br />
for Pelican’s 0450 case<br />
allows the end user to<br />
create professional-looking<br />
foam-lined tool drawers at<br />
a fraction of the cost of a<br />
fabricated solution. Each kit<br />
includes six shallow drawer<br />
foam sets and one deep<br />
drawer set. The foam sets<br />
are pre-cut to fit the standard<br />
drawers for the 0450<br />
case. Each shallow drawer<br />
set contains 0.75-inch thick<br />
black foam with pressuresensitive<br />
adhesive and<br />
0.25-inch thick foam. Each<br />
deep drawer set contains<br />
two pieces of seven-eighths<br />
thick black foam with pressure-sensitive<br />
adhesive and<br />
0.25-inch foam. The kits are<br />
packaged with tracing paper<br />
Compiled by <strong>KMI</strong> <strong>Media</strong> <strong>Group</strong> staff<br />
to use when mapping out<br />
each tool’s location.<br />
The Case Fit DL 45 set is<br />
made of the same closed-cell,<br />
oil-repellent cross-linked<br />
polyethylene foam that<br />
is used in the U.S. Army’s<br />
general mechanics tool<br />
kits. This durable foam tool<br />
control kit’s color combination<br />
is available in black<br />
over red.<br />
The Case Fit DL PE set<br />
is made of a non-crosslinked<br />
polyethylene foam<br />
material. This foam set is<br />
recommended for applications<br />
where transportation<br />
of the 0450 case is kept<br />
to a minimum. The PE<br />
set’s color combination is<br />
available in black over white<br />
foam.<br />
Facilities can reclaim up to 85 percent of the space<br />
used by traditional filing cabinets and shelving systems in<br />
existing buildings by using floor-to-truss space maximization.<br />
Remstar automated storage and retrieval systems such<br />
as Shuttle, vertical lift module and vertical carousels help to<br />
reduce the amount of physical space that is needed to store<br />
material while reducing business costs and optimizing the<br />
available floor space.<br />
By using automated equipment, facilities can often be<br />
consolidated into a single, more space-efficient facility, very<br />
often using less total floor space than what was required for<br />
storage in the other facilities combined. The floor-to-truss<br />
concept also works if new construction is part of the consoli-<br />
Floor to Truss Storage<br />
Power Stacker<br />
A versatile, fully powered PowerStak counterbalance<br />
stacker from Presto Lifts Inc. works with any style<br />
pallet or skid and is suited for servicing racks, loading/<br />
unloading trucks, feeding machinery, and other applications<br />
where straddle legs could get in the way. With a<br />
load capacity of 1,100 pounds, a load center of 15 inches,<br />
and a lift height of 62 inches, the unit has a short yet<br />
stable wheel base to maximize maneuverability in tight<br />
quarters on uneven floors and ramps. The tilt of the<br />
mast is adjustable. Overall height is 82 inches, overall<br />
width 32 inches. The forks are each 3 inches wide and<br />
30 inches long.<br />
The PowerStak Counterbalance Stacker is loaded<br />
with ergonomic features. The ergonomically designed<br />
handle puts all controls within easy reach for maximum<br />
operator comfort and convenience. Forward- and reversedrive<br />
thumb switches are located on both sides of<br />
the handle to accommodate left-hand or right-hand<br />
operation. An auto-reversing belly-bump switch protects<br />
operators from potential injury when walking the unit<br />
backwards, while an automatic brake immediately halts<br />
travel when the stacker is reversed. The polyurethane<br />
drive wheel is fully shrouded to protect the operator’s<br />
feet. Power is achieved via two maintenance-free 12-volt<br />
batteries. A 110-volt built-in charge is also a standard<br />
feature. Options include load backrests, a deep-cycle<br />
battery and forged forks.<br />
dation plan. Because of the more effective use of overhead<br />
space, companies can construct smaller, more energyefficient<br />
buildings, shrinking the construction footprint by<br />
up to 15 percent in some cases, conserving natural resources<br />
and reducing maintenance costs.<br />
Newly freed-up floor space can be converted for valueadded<br />
purposes. Operator productivity can be increased up to<br />
66 percent by using automated storage and retrieval systems,<br />
helping to reduce a facility’s labor requirements, energy<br />
consumption and carbon footprint. The systems can provide<br />
a return on investment in less than 18 months for many<br />
applications including tool and die storage, order fulfillment<br />
and consolidation, benchstock and many more.<br />
www.MLF-kmi.com
Metalcraft recently announced availability of Teflon-coated UID<br />
nameplates for unique marking applications in demanding military<br />
environments—especially adhering to paint and withstanding exposure<br />
to chemicals and temperatures up to 500 degrees Fahrenheit.<br />
UID is a U.S. Department of Defense mandate that requires a<br />
unique item identifier (UII) to track items throughout their life<br />
cycles—a challenge given the applications and environments of military<br />
assets.<br />
Metalcraft’s Teflon-coated UID nameplates were developed in<br />
response to DoD suppliers’ demand for a UID product that adhered to<br />
chemical agent-resistant coating (CARC) painted surfaces and allowed<br />
for easy removal of dirt, grease and dried paint. These unique products<br />
are constructed of anodized aluminum with a protective Teflon coating<br />
and an adhesive approved for CARC applications.<br />
The company offers a complete unique identification policy<br />
compliance solution that includes six UID product families, expedited<br />
ordering services, data management and registration services<br />
and on-staff UID specialists with a detailed understanding of<br />
the DoD’s requirements. They cover every aspect of UID policy<br />
compliance except physically attaching the product to the<br />
asset.<br />
The Camcode Division of Horizons<br />
Inc. has launched a new IUID registration<br />
service that will allow DoD<br />
suppliers to both procure UID labels<br />
and complete IUID registration<br />
requirements from a single provider.<br />
“As the most experienced UID<br />
durable label provider in the industry,<br />
we know that our customers just want<br />
to comply with UID requirements in<br />
a convenient, fast, economical way,”<br />
said Randy Uveges, Camcode’s UID<br />
product manager. “Getting all their<br />
UID needs from a single source saves<br />
time and money, and using a vendor<br />
familiar with all your needs makes the<br />
process easy.”<br />
IUID Registration<br />
Service<br />
Compiled by <strong>KMI</strong> <strong>Media</strong> <strong>Group</strong> staff<br />
UID Nameplates<br />
Camcode’s new service registers<br />
both physical and virtual IUIDs in the<br />
Department of Defense IUID Registry<br />
for new, legacy and GFP assets. At the<br />
completion of the registration service,<br />
Camcode provides e-mailed documentation<br />
confirming the proper registration<br />
of each item.<br />
Camcode’s line of high performance<br />
IUID labels are already widely<br />
used on such defense equipment as<br />
vehicles, weapons, electronics, support<br />
equipment and more. Camcode has<br />
also installed thousands of IUID labels<br />
on DoD assets.<br />
Joe Brunemann:<br />
joebru@horinc.com<br />
“UID compliance can be easy and profitable with Metalcraft,” said<br />
Metalcraft President Steve Doerfler. “Metalcraft has the knowledge,<br />
products and services DoD suppliers need; we’re committed to helping<br />
DoD suppliers improve inventory management and asset tracking to<br />
realize a return on their investment in compliance.”<br />
UGV Survey<br />
Space and Naval Warfare Systems Center<br />
Pacific (SSC-PAC) is conducting a market<br />
survey of unmanned ground vehicles (UGVs)<br />
for the Office of Naval Research. The effort<br />
is focused on unmanned ground systems<br />
capable of supporting an increase in the<br />
mobility of dismounted Marines operating<br />
in a tactical environment, lightening the<br />
load of the individual Marine, and possibly<br />
providing a logistical resupply capability for<br />
small units.<br />
The survey will span the range of UGVs<br />
from small man-packable systems up to<br />
the size of a HMMWV. For each candidate<br />
reviewed, SSC-PAC will need a description<br />
encompassing features of the system to<br />
include gross vehicle weight, size, power/fuel<br />
required, rough order of magnitude cost,<br />
projected full-scale production cost, level of<br />
autonomy, range and duration of operation,<br />
type of sensors, payload weight, an assessment<br />
of mobility, and payload sensor(s)<br />
included in the bundled system, etc.<br />
www.MLF-kmi.com MLF 3.7 | 19
C-17 Globemaster<br />
V-22 Osprey<br />
F-18 Hornet / Super Hornet KC-135 Supertanker<br />
Sikorsky H-60 Blackhawk Boeing 767 Tanker AV-8B Harrier<br />
Performance Excellence Award and<br />
Global Supplier of the Year: Aerospace Support Category<br />
The Boeing Company<br />
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New Breed is a critical link in the supply chains behind many of the world’s<br />
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ideal partner to design and manage large scale, complex operations.<br />
Learn how a new breed of 3PL can provide you with greater control over<br />
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©2009 New Breed Logistics, Inc. All rights reserved.<br />
Photograph: U.S. Air Force photo/Staff Sgt. Jerry Fleshman<br />
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1.866.463.9273�������info@newbreed.com�������www.newbreed.com
Q&A<br />
Ensuring a Continuum of Logistical Support to the Warfighter<br />
<strong>Theater</strong> <strong>Logistician</strong><br />
<strong>Maj</strong>or <strong>Gen</strong>eral <strong>Kenneth</strong> S. <strong>Dowd</strong><br />
Director for Logistics<br />
United States Central Command<br />
<strong>Maj</strong>or <strong>Gen</strong>eral <strong>Kenneth</strong> S. <strong>Dowd</strong>, U.S. Army, is the director<br />
for Logistics, U.S. Central Command, MacDill Air Force Base,<br />
Fla.<br />
<strong>Dowd</strong> was commissioned through the ROTC program upon<br />
graduation from Cumberland College, Ky., in 1979. His military<br />
education includes the Quartermaster Basic and Advanced<br />
Course, Logistics Executive Development Course, U.S. Army<br />
Command and <strong>Gen</strong>eral Staff College, Armed Forces Staff College<br />
and the U.S. Army War College. In addition, he holds a<br />
master’s degree in logistics management from the Florida<br />
Institute of Technology.<br />
<strong>Dowd</strong> has served in command and staff positions throughout<br />
his career to include: tech supply officer in the 702nd<br />
Maintenance Battalion, 2nd Infantry Division; battalion maintenance<br />
officer and commander, Headquarters and Headquarters<br />
Company, 4th S&T Battalion, 4th Infantry Division;<br />
research and development officer, CASCOM, Fort Lee, Va.;<br />
support operations officer and executive officer, 3rd Forward<br />
Support Battalion, Schweinfurt, Germany; division material<br />
management officer, Division Support Command, 3rd Infantry<br />
Division; joint logistics plans officer, USACOM, Norfolk, Va.;<br />
and commander, 299th Forward Support Battalion, Schweinfurt,<br />
Germany. During this tour, the 299th deployed to Bosnia<br />
and provided the logistical support for the 2nd Brigade “Dagger”<br />
Combat Team, 1st Infantry Division. He served as chief,<br />
logistics operation center, and DA DCSLOG, Washington, D.C.<br />
In July 2001 he assumed command of the 1st Armored Division<br />
Support Command. During this time frame his units deployed<br />
in support of Operation Iraqi Freedom. <strong>Dowd</strong> served as the<br />
assistant deputy chief of staff for logistics, U.S. Army Europe,<br />
and the executive officer to the Army G4. His most recent<br />
assignment was director of Logistics, Engineering and Security<br />
Assistance, U.S. Pacific Command, Camp Smith, Hawaii.<br />
<strong>Dowd</strong>’s awards and decorations include the Defense Superior<br />
Service Medal, Legion of Merit with one Oak Leaf Cluster,<br />
Defense Meritorious Service Medal, Meritorious Service Medal<br />
with four Oak Leaf Clusters, Army Commendation Medal with<br />
Silver Oak Leaf Cluster, and the Army Achievement medal with<br />
two Oak Leaf Clusters.<br />
<strong>Dowd</strong> was interviewed by MLF Editor Jeff McKaughan.<br />
Q: Good afternoon, <strong>Gen</strong>eral <strong>Dowd</strong>. Let’s start with an overview<br />
of your command and its responsibilities.<br />
A: As you know, I am the logistician for CENTCOM. <strong>Gen</strong>eral<br />
Petraeus is my boss, and I have the overall responsibility for<br />
logistics within the 20 counties in the CENTCOM AOR. Logistics<br />
includes the functions of transportation, engineering,<br />
foreign military sales movements, oversight of contracting,<br />
planning for these functions, and the day-to-day execution of<br />
these functions. Among others, these are the bigger themes to<br />
which I devote my attention for the command.<br />
Q: You are tasked with reducing the footprint, while still<br />
engaged, in Iraq and transitioning much of that to Afghanistan,<br />
also engaged. What are the most significant challenges<br />
to that, and how are they being met?<br />
A: First off, there has been a lot of good planning, both at the<br />
CENTCOM and [Multi-National Forces-Iraq] MNF-I, [Multi-<br />
National Corps-Iraq] MNC-I, and [Army Central Command]<br />
ARCENT levels of structure. We have what I call LOG Nation;<br />
all the logistics elements at the various echelons on command,<br />
looking at the overall drawdown.<br />
We know how much equipment has to come out, and we are<br />
getting help from the OSD folks on what materiel we might be<br />
able to leave behind. One of our challenges right now is getting<br />
the appropriate authorities to help us make decisions on what<br />
www.MLF-kmi.com MLF 3.7 | 21
we will bring out and what we will leave for the Iraqi security<br />
forces as they build their military.<br />
Another challenge has been transferring resources and<br />
equipment from Iraq, as they become available, over into<br />
Afghanistan. For example Red Horse and Seabees [engineering<br />
units] are necessary to help us build the base camps in<br />
Afghanistan. We have had to time their withdrawal from Iraq<br />
and transfer to Afghanistan to construct the base camps for the<br />
buildup of forces. Those are complex decisions, and complex<br />
movements to execute. We want the incoming units to be able<br />
to get off the plane, hop into their awaiting MRAPs, drive off to<br />
their pre-established protected base camps and be in the fight<br />
within a week or so. We have met this challenge very well.<br />
The third challenge is the ability to repair the gear from<br />
Iraq that is needed in Afghanistan prior to moving it. We<br />
are primarily talking about engineer equipment needed in<br />
Afghanistan in order to finish the building of the facilities in<br />
there. We have had to time that very closely on bringing the<br />
equipment out, repairing it and bringing it forward.<br />
These are our biggest challenges we are facing in balancing<br />
the Iraq drawdown and Afghanistan increase in force<br />
structure.<br />
Q: You mentioned what you might be leaving behind with the<br />
Iraqi forces. Do you have interaction with the Iraqi Logistics<br />
Corps and assist in developing professional capabilities<br />
within their system?<br />
A: The Multi-National Security Transition Command-Iraq<br />
[MNSTC-I] provides the oversight for training. They are a subordinate<br />
command to Multi-National Forces-Iraq, commanded<br />
by <strong>Gen</strong>eral Odierno. What we’ve done is to pull together some<br />
of our national partners like the Defense Logistics Agency, who<br />
have come to our theater and helped the Iraqis develop warehouse<br />
procedures, repair part procedures and an accountability<br />
process for many of the critical assets to keep their gear and<br />
military running. We also have provided logisticians at the tactical<br />
level to assist the Iraqis in developing their logistical systems<br />
from the tactical level to the operational level and on to the<br />
strategic level. We are also using the Army Materiel Command<br />
to help do some of the oversight work on some contracting and<br />
repair of Iraqi gear. It’s about looking at the entire life cycle of<br />
the logistics model within the Iraqi forces. I will tell you that<br />
we have only been at this for about two years, and we still have<br />
a ways to go, but we have worked these initiatives very hard<br />
and are seeing strong results.<br />
Q: As the Northern Distribution Network spools up, what<br />
have been the experiences so far?<br />
A: We realized we needed a Northern Distribution Network<br />
as we were looking at the amount of forces that were going<br />
to flow into Afghanistan. We had one primary route into<br />
Afghanistan, which we call the Pakistan ground line of communications,<br />
or Pak GLOC. We got with our command’s policy<br />
team and our political/military [pol/mil] folks and looked at<br />
other opportunities to bring supplies into Afghanistan. From<br />
there, we developed the Northern Distribution Network [NDN],<br />
with the help of TRANSCOM and DLA, to bring supplies over<br />
a network of various commercial routes which transit, Russia,<br />
the Caucusus, the Central Asian States, and into Afghanistan<br />
through Russia and other points along the route.<br />
We transport only non-lethal cargo through the NDN<br />
—mainly rations, wood and other similar supplies. We are<br />
considering transporting some types of vehicles—again<br />
non-lethal in design. The NDN provides a valuable supplement<br />
to the Pak GLOC. It also allows us to help those countries<br />
that the NDN transits. We try to procure various items<br />
locally such as concrete, barbed wire, water and Coca Cola.<br />
This lessens the transportation burden, while providing local<br />
economic benefit to the countries through which the NDN<br />
transits.<br />
So the NDN benefits us and others in a number of ways.<br />
It was a choice to try and improve the LOCs while helping<br />
the pol/mil teams in their engagement with these other<br />
countries.<br />
Q: Are you looking to establish even more lines of supply into<br />
Afghanistan?<br />
A: We are currently working a route with the State Department<br />
through China, where we might be able to bring things
in through the Pacific, working with PACOM, to bring gear and<br />
vehicles in through that route.<br />
We are also working an air route coming in from the north<br />
to Navoi Airfield, Uzbekistan. There we are downloading it<br />
from the aircraft and trucking it into Afghanistan.<br />
As you well know, logisticians like to have as many routes<br />
available as possible. That way if the enemy cuts one of the<br />
LOCs, we can use the others to keep the stream of supplies<br />
steady.<br />
Q: The Global Combat Support System-Joint portal provides<br />
you with a theater-level common operating picture and<br />
supports a unity of effort. Can you tell me a little more about<br />
the system and what it does for you?<br />
A: This is an initiative that we are working with some of our<br />
national partners like [Defense Information Systems Agency]<br />
DISA and the Joint Staff to develop a log common operating<br />
picture in the theater. We are using the GCSS-J system as<br />
our baseline in order to develop a one-stop shopping location<br />
for logisticians to look at various locations, to see fuel<br />
levels, ammunition levels, repair parts levels, mobility levels,<br />
and so on. Access to this kind of real-time information allows<br />
us to be able to make critical logistics decisions, along with<br />
TRANSCOM and DLA.<br />
We’ve just finished looking at the fuels efforts and found<br />
that the warfighters have liked this access a great deal, as it<br />
allows them to look at a common operating picture; see what<br />
the fuel levels are at specific locations; and then bring fuel in<br />
when and where necessary. This common picture depicts the<br />
entire theater in detail.<br />
After finishing the fuel module, we’re working ammunition<br />
now and have TRANSCOM assisting with the mobility piece.<br />
These are initial efforts now, and we are working to give the<br />
logistician in theater a common operating picture.<br />
Q: How dependent are the coalition partners on CENTCOM to<br />
provide supplies and support for their mission?<br />
A: Since I arrived here, we’ve brought the coalition logistician<br />
two-star generals in for sessions quarterly to talk about just<br />
mission ready<br />
this very issue. Meeting in a forum gives us a broader view.<br />
For example, we have been able to look at the fuel picture in<br />
theater and identify vendors that other countries might be able<br />
to use or that we might be able to use making the overall support<br />
piece much easier.<br />
We are looking at all of our requirements from the coalition,<br />
and we’ve all decided to share where it makes sense to<br />
share. In addition to fuel, another example of sharing is “real<br />
life support,” such as lodging and dining facilities on forward<br />
operating bases. We are also continuing to make progress on<br />
sharing transportation where it makes sense to do so.<br />
We have been at this hard for about a year, and we are getting<br />
better at looking at mobility movements; for example, if<br />
the U.K. has an aircraft that’s empty, maybe we can move some<br />
of the U.S. supplies on it, and vice versa.<br />
We do have a great relationship with our coalition, and we<br />
are working through these logistical initiatives because we all<br />
jumped in there at the same time under NATO, and now we<br />
need to work as a team.<br />
Q: The Joint Contracting Command has recently established<br />
the methodology that has reportedly streamlined the<br />
contracting process. What role does that organization play, and<br />
how has their partnership delivered results to the warfighter?<br />
A: The Joint Contracting Command was set up in Iraq and also<br />
oversees Afghanistan. We have a one-star commanding in the<br />
leadership role there.<br />
The big thing it does for us is that it allows us to vet all of<br />
the contracts that come into theater. Prior to this, contracts<br />
could be stovepiped right into theater, and the leadership<br />
would have no oversight on cost and how well they were being<br />
performed. Now they must vet through this organization, and<br />
folks like the Defense Contract Management Agency provide<br />
oversight on what they provide to the customer, how much<br />
it is costing, and how many people it involves. It allows us to<br />
keep control on how many contractors are on the battlefield,<br />
where they are located. It allows us the opportunity to vet<br />
those contractors and make sure we don’t have any bad guys<br />
in there.<br />
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So the big thing it adds is a vetting and oversight process<br />
and a process that improves the overall contracting support to<br />
the theater.<br />
Q: Can you describe how the logistics chain is able to drive jobs<br />
and revenue to Iraqi and Afghan firms, thus providing local<br />
jobs? Is this the purpose of the Afghan First Initiative?<br />
A: Exactly. We have the Iraqi First Initiative and the Afghan<br />
First Initiative, and we’re in the crawl stages of a Central Asian<br />
States First Initiative. An example of one of these initiatives is<br />
the Iraqi Trucking Network. We got with local Iraqi tribes to<br />
transport supplies. This allowed us to take U.S. military trucks<br />
off the road. These local Iraqi firms were able to acquire trucks<br />
and hire drivers and do the hauling for us. The Iraqi Trucking<br />
Network concept is starting to spread throughout Iraq, and<br />
eventually it could be an enabler as we start to drawdown to<br />
help us push gear and equipment out of Iraq. The vast majority<br />
of transportation in Afghanistan is already conducted by<br />
Afghan nationals, so<br />
the Afghan First Initiative focuses mainly on procuring<br />
commodities, such as water, soda, juices, building water<br />
plants, and using some of their natural resources in country<br />
in order to help build the infrastructure that we are building<br />
for our military. The NDN is providing an opportunity for our<br />
CASA first initiative to get under way.<br />
Q: How efficient is the current in-theater asset tracking<br />
system in keeping up with materiel movements?<br />
A: I would say in Iraq we are in very good shape. We have a<br />
lot of good [in-transit visibility] ITV. We have some great locations<br />
where we track movements, mainly at the primary border<br />
crossings.<br />
In Afghanistan, the ITV has improved over the last 12<br />
months. I think we now have 16 different locations out along<br />
the Ring Road that give use to a lot more ITV. Considering<br />
CENTCOM’s austere and dangerous environment, we are<br />
pleased with the efficiency the systems provide. Our commercial<br />
vendors such as APL and Maersk are putting ITV and<br />
tracking mechanisms on their platforms so that, as they are<br />
moving supplies over the Pak GLOC, [we] see those supplies<br />
coming up the Pak GLOC and across the border, which allows<br />
the receiving teams to prepare for their arrival.<br />
A lot of good work [by] our Strategic Deployment Distribution<br />
Command partners, who work with the commercial<br />
vendors, helping to move our cargo.<br />
Q: There have been calls recently, from the secretary of<br />
defense and others, to move away from outside contractors.<br />
Has that begun to manifest itself in theater yet? What are<br />
some of the areas that could more easily migrate from outside<br />
contractors back to the military and others that are perhaps<br />
well-suited to remain in the contractor world?<br />
A: I have not really seen any impact in the theater yet. We are<br />
currently reviewing those support pieces. Perhaps the trucking<br />
network would be one possible initiative that, as it grows<br />
to provide more trucking assets from the Iraqi firms to move<br />
24 | MLF 3.7<br />
our materiel around, would do well to remain in the contract<br />
world.<br />
We are still assessing and looking at our contractors. We<br />
need to look at what this will all mean during the drawdown<br />
and how we can reduce the contractor footprint and cut costs.<br />
Bottom line is that a lot of that planning is going on right<br />
now.<br />
Q: The wars in Iraq and Afghanistan have generated a sprintlike<br />
pace to the OPTEMPO that has been eating up life cycle<br />
time on equipment across the board. The truck fleet and<br />
air transport fleets are particularly hard-used. How do you<br />
manage the need to move supplies with fleet of equipment<br />
that is being hard-pressed?<br />
A: There are a couple of primary things we do. As you know,<br />
we have some repair facilities in theater that do rebuild of<br />
the gear forward. So, for instance, the uparmored HMMWVs,<br />
among others, are repaired in theater and not brought back to<br />
CONUS, which helps us a great deal.<br />
We also look at equipment called TPE—theater provided<br />
equipment—which is always kept forward and not brought<br />
back and forth as units rotate in and out. This allows us to<br />
work this set fairly hard since all of the maintenance is done<br />
forward. This gives us the opportunity to get the other equipment<br />
items that need more attention back to CONUS to go<br />
through reset and be ready for the next effort.<br />
So, we have rebuild facilities forward, including some<br />
pushed forward into Iraq; we have the TPE sets; and we have<br />
some tremendous reset capabilities ongoing in CONUS for all<br />
the services.<br />
Q: Anything else you would like to add?<br />
A: I want to thank you for taking the time to interview the<br />
logistician here. A lot of times we are the guys in the back, but<br />
in these kinds of fights we are right up there [at the] front with<br />
the warfighter—there are a tremendous number of logisticians<br />
pushed forward making it happen.<br />
This has been a joint fight. I can tell you that the logisticians<br />
from all the services have blended together well, and we<br />
have some incredibly creative thinking going on about how to<br />
do air movements, airdrops, how to move MRAPs and anything<br />
else the warfighter needs so that the end-users have what they<br />
need when they need it.<br />
My main point is that I am very proud of what the logisticians<br />
are doing in theater, and we have had a really great team<br />
onboard that has done some great planning with the national<br />
partners to make sure they are involved in our efforts. We have<br />
been right there toe-to-toe with the warfighters making sure<br />
that the logistician’s requirements and needs are heard and<br />
[that we] eliminate duplication of effort where possible.<br />
This has been a great effort that has brought people<br />
together to develop the plans, develop the conops and make<br />
sure that the logistics of the plan are supportable.<br />
It is amazing what we are doing in theater with the great<br />
help of our national partners; TRANSCOM, DLA, Army Materiel<br />
Command, Marine Corps Materiel Command and all the others<br />
that help us every day. ✯<br />
www.MLF-kmi.com
Pack it Up<br />
BY<br />
STEVE GOODMAN<br />
MLF CORREPSONDENT<br />
goodmans@kmimediagroup.com<br />
FROM SAND TO SEA—MILITARY CONTAINERS “ARE ON THE CASE.”<br />
It doesn’t matter the branch or the kind of operation—Army,<br />
Navy, Air Force, Coast Guard or Marines—all of our fighting<br />
forces need to transport equipment and supplies on a daily<br />
basis. The military needs to move hundreds of tons of freight in<br />
and out of theaters of engagement. In addition the warfighter<br />
requires safe and secure places for storage of assets once they<br />
reach their destination. And finally, once sensitive military gear<br />
arrives forward, it often needs to be transported quickly during<br />
rapid deployment or troop movements, while being protected<br />
from shock, wind, rain and dust. For decades ruggedized military<br />
containers of all shapes and sizes have been meeting these<br />
needs.<br />
TRANSPORT CONTAINERS<br />
The armed services can’t risk tons of essential military cargo<br />
being tied up in ports, or subject to theft or tampering. The key<br />
to moving military goods has been to use intermodal transportation.<br />
That means using several different modes of transportation<br />
to move the same unit of cargo, such as a ship, a plane or a<br />
truck. A container is the best way to accomplish that. Think of<br />
it this way: Suppose you had to move hundreds of anvils. What<br />
would be easier and more efficient, finding a container that you<br />
could put them all in and move around once, or trying to move<br />
each one at a time?<br />
As early as World War II the military has used large, usually<br />
20-foot, shipping containers to move gear and supplies. In<br />
addition to consolidation of cargo into a single unit allowing for<br />
easier shipping and unloading, there are many advantages to<br />
sea/land containers.<br />
Containers provide protection and security in several ways.<br />
Most containers only have a single point of access, one door,<br />
which can be locked and secured. Additional security methods<br />
can be employed on containers such as numbered seals that will<br />
let cargo handlers know if the container has been opened or<br />
tampered with during transit. More recently, advanced technology<br />
such as radio frequency identification (RFID) has been used<br />
to monitor and ensure the proper delivery of supply shipments,<br />
by tagging loads within containers with the RFID chips.<br />
Containers also provide protection against the ravages of<br />
weather and the environment, and prevent damage to shipments.<br />
As long as a container is loaded properly, the cargo<br />
within is generally protected from external damage by the walls<br />
of the container.<br />
www.MLF-kmi.com MLF 3.7 | 25
Most people think that the latest communications or weapons<br />
technology is what wins battles. Consider however what<br />
happens if that high-tech gear doesn’t perform as designed<br />
when it arrives, or of it is shipped to the wrong place. Containers<br />
may not be exciting, but they save lives and lead to successful<br />
operations by making sure gear and supplies get where<br />
they are going—and work when they get there. One man who<br />
certainly understands that would be Cody Baker, VP, general<br />
manager of Charleston Marine Containers Inc. (CMCI).<br />
CMCI was originally known as Sea Containers America. The<br />
company has had a long and venerable relationship with the<br />
military in the supply of sea-bound containers, and is still based<br />
at the historic Charleston Naval Shipyard. “Around 2000 the<br />
company was awarded a very large indefinite delivery/indefinite<br />
quantity [IDIQ] contract with the U.S. Marine Corps for Quadcon<br />
containers,” said Baker. “As we started producing on that<br />
contract with the U.S. Marine Corps, we built approximately<br />
17,000 containers under that contract. Now we are doing more<br />
business with not only the Corps, but also the Army; we do some<br />
business with the U.S. Air Force, and also do business with the<br />
Navy. We support all branches of the military including the<br />
National Guard.”<br />
A Quadcon container is essentially a container that is onefourth,<br />
or one quarter the size of a traditional 20-foot ISO<br />
shipping container, hence the name. It represents the shifting<br />
paradigm in logistical military containers to smaller, more<br />
maneuverable modular transport containers. The concept also<br />
includes Tricon and Bicon containers, which are one-third and<br />
one-half the size respectively of the traditional ISOs. “There are<br />
two trends that I see,” said CMCI’s Baker. “One is the need to<br />
go from bigger containers to smaller containers, because they<br />
are more mobile. You can pack them easier, and then once you<br />
get them into forward positions, you can actually break them<br />
apart and move them with equipment that has smaller lifting<br />
capacity. This also means you can basically strategize your<br />
pack out and your load, as opposed to using larger containers<br />
where everything is in one container. The modular approach<br />
allows you to compartmentalize, lending itself to more rapid<br />
mobility.”<br />
Sea Box Inc., located in New Jersey, has also been a supporter<br />
of the intermodal transport concept for many years and<br />
has several contracts with the military to provide containers of<br />
various sizes. Sea Box has a multiyear contract with U.S. Army<br />
TACOM to provide 20-foot ISO containers with single doors on<br />
one end and side doors of varying interior dimensions. Under<br />
the contract with TACOM, Sea Box is also providing the smaller<br />
“module” containers, Tricons and Quadcons, which Baker<br />
described.<br />
Sea Box also has a similar contract with the U.S. Marine<br />
Corps for double-door Quadcon containers. While these are Sea<br />
Box’s current contracts, the company has been actively involved<br />
in developing a range of customized shipping and shelter solutions<br />
for all branches of the armed services and many primary<br />
defense contractors to meet the unique requirements of today’s<br />
rapid deployment strategies.<br />
The other trend that Baker describes with these smaller<br />
containers is that the industry is beginning to see the need for,<br />
and opportunity to, add value to them. “We not only sell these<br />
modular containers,” he says, “but we are adding value to them<br />
26 | MLF 3.7<br />
by installing within them cabinetry, weapon systems, and things<br />
like capacity for storage of armaments.”<br />
In this way these modular containers serve multiple purposes,<br />
not only getting equipment and supplies to theater,<br />
but in some cases delivered in ready-to-operate offices and/or<br />
storage buildings. Cars and trucks that transform into robots<br />
are the stuff of Hollywood blockbuster summer movies, but<br />
Members assigned to Naval Expeditionary Logistics Support Force Forward Alpha, move cables<br />
into place to attach to cargo containers being off-loaded from the Military Sealift Command (MSC)<br />
fast sealift ship USNS Bellatrix (T-AKR 288). MSC Military Sealift Command is the transportation<br />
provider for the Department of Defense with the responsibility of providing strategic sealift and<br />
ocean transportation for all military forces overseas. [Photo courtesy of U.S. Navy]<br />
containers that transform into shelters, offices and field housing<br />
are a military logistical reality. CMCI’s Baker explains: “Our<br />
company has a unit that we put aluminum panels into; it’s an<br />
expandable Tricon, so actually once deployed you can open the<br />
doors, and it triples in size. And inside the container is actually<br />
a workable shower unit; it has four showers in it, it has laundries,<br />
latrines and a kitchen—everything you need to house and<br />
feed 150 men.”<br />
Similarly, Sea Box military containers have been equipped to<br />
meet all electromagnetic interference/radio frequency interference<br />
requirements. They have been used for troop shelters and<br />
forward medical operations, as well as command and control<br />
centers. They come equipped with electronic and telecommunication<br />
equipment, and power generation—so that according to<br />
the company “your unique and individualized container is ready<br />
www.MLF-kmi.com
to be shipped anywhere in the world, and you can be sure that<br />
when it gets there, it will be a safe and secure shelter for your<br />
product. Just plug it in and start.”<br />
STORAGE CONTAINERS<br />
Making the most of the interior of modular containers as<br />
Baker described is the business of Stanley Vidmar Tough Storage<br />
Solutions. Echoing Baker’s thoughts is Melvin Hamner, government<br />
sales manager for Stanley Vidmar. “The traditional 20–40<br />
foot sea/land containers are cumbersome, especially when you<br />
get into Third World countries. That’s where these Quadcons,<br />
Tricons and Bicons come into play.” He adds, “The Army is<br />
tasked with inter-theater transportation, centered around primary<br />
load systems [PLSs], trucks, flat bed trucks, etc.; a variety<br />
of vehicles are used once the stuff gets in theater. We are trying<br />
to meet the next great challenge for our military, and that<br />
is to give them a dual-purpose platform for their tools, their<br />
bench stock, nuts, bolts, etc.—where they can work out of these<br />
cabinets and containers back in garrison, but then pick them up<br />
with a minimum of effort, load them into these transportable<br />
containers, block and brace them for sea lift, and move forward<br />
to the war zone.”<br />
The advantage of the modular concept of using the Quadcons,<br />
Tricons and Bicons is the ability to break down shipments<br />
to unit specific loads, i.e., a squad, a battalion or a company. So<br />
when the consignment arrives in theater and the battalion needs<br />
to split it up into various areas of responsibility (AORs), it is basically<br />
already done. “It’s a major man-hour saver,” says Hamner.<br />
“We used to spend days sorting out these containers when they’d<br />
arrive. There were many containers never even opened during<br />
Dessert Storm, because no one really knew what was in them.”<br />
To avoid anything like that happening again, Hamner says<br />
changes need to be made, but you don’t necessarily have to reinvent<br />
the wheel. “Stanley Vidmar is partnered with several of the<br />
major container companies, and we work in unison with them,<br />
but our goal is to work with [the military’s] existing assets. We<br />
don’t want them to necessarily have to buy a container just to<br />
move their stuff, which is why we have developed these container<br />
inserts that also act as stand-alone cabinets, and combined tool<br />
boxes.”<br />
EQUIPMENT CASES<br />
From standard to special ops, today’s military deploys a lot of<br />
equipment. Much of that gear is sensitive and fragile. During the<br />
course of shipment or troop movement, essential communications<br />
and weapon systems will experience pounding conditions.<br />
Wind, sand, extreme temperatures, shock and vibration are just a<br />
few hazards to sensitive military equipment. A piece of gear does<br />
a soldier no good if it’s DOA, and that’s where specialized cases<br />
made “military tough” play an essential logistical role.<br />
“Typically the real purpose of a case is to protect the equipment<br />
inside, and get it into the field in one piece so the soldier<br />
has the tools he or she needs to do his or her job,” said Paul Britton,<br />
national sales manager for Zarges, a major supplier of rugged<br />
aluminum cases to the military. He continued, “Increasingly<br />
over the years, more and more of that gear is commercial gear.<br />
So it just has not been designed to operate in the environment<br />
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www.MLF-kmi.com MLF 3.7 | 27
that it is going into. The case<br />
is there to make up the difference<br />
between essentially<br />
an office environment and<br />
the field conditions of the<br />
real world this equipment<br />
winds up in.”<br />
That means cases such<br />
as the ones supplied by companies<br />
such as Zarges need<br />
to be able to protect nonruggedized<br />
gear from environmental<br />
factors such as<br />
rain, dust shock and vibration.<br />
According to Britton,<br />
“[The case] allows this stuff<br />
to be manhandled, and survive<br />
being tossed off the back<br />
of a Humvee, that sort of<br />
thing.” The HMMWV became<br />
the military’s prime mover in<br />
conflicts since Desert Storm<br />
because of its ability to traverse on- and off-road at considerable<br />
speeds over great distances. Cases needed to be developed that<br />
could “keep up” with the vehicle. “In the old days,” reiterates<br />
Britton, “a lot of this equipment was permanently mounted into<br />
trucks and trailers, and that provided the protection for it. After<br />
Desert Storm, we found that those large truck- and trailer-sized<br />
pieces of equipment couldn’t keep up with our forces; things<br />
had to be smaller, faster and more mobile.”<br />
Kevin Murphy, director of marketing communications<br />
with Pelican, agrees: “In Iraq and Afghanistan the equipment’s<br />
enemy is sand and dust. Once it gets into bearings, sleeves or<br />
hinges, it starts tearing gear up. You’ll find Pelican cases all<br />
over the theater of operations being used as storage containers,<br />
not just transport. That’s because the gear still needs to be protected<br />
from sand and dust, even while in storage.” He continued,<br />
“We’ve learned how to control the environment inside the<br />
case regardless of the conditions outside. For example, a government<br />
in Southeast Asia needed to protect parachutes from<br />
mold between operations, so our desiccant gel cartridge is used<br />
to absorb humidity in the case. And beyond the rubber o-ring<br />
seal, there is a pressure equalization valve. Every Pelican case<br />
allows air to breathe in and out of the case (to prevent vacuum<br />
lock), but the valve uses a Gore-Tex membrane to block water<br />
molecules from entering the case.”<br />
Ruggedized containers such as those described by Britton<br />
and Murphy are not usually purchased directly by the military<br />
as an empty case, but rather are purchased by the primary<br />
contractors, the Boeings, the <strong>Gen</strong>eral Dynamics, etc., and integrated<br />
into a system. Hardigg Industries has been working with<br />
the U.S. military for decades, designing and providing rugged<br />
protective cases to protect anything from weapons to medical<br />
gear. In January of this year Pelican purchased its longtime<br />
competitor Hardigg. The transaction, valued at approximately<br />
$200 million, is said to be the largest acquisition in the history<br />
of the protective case industry. The Hardigg brand name<br />
has been retained by Pelican, and Hardigg’s line of high-end<br />
roto-molded shipping cases will continue to be sold by Pelican.<br />
28 | MLF 3.7<br />
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<br />
Qasr North, in Umm Qasr, Iraq. [Photo courtesy of U.S. Army]<br />
Hardigg’s cases have proved themselves over and over again in<br />
the unrelenting wind, heat, sand and dust storms of Iraq. All<br />
of Pelican’s case solutions, the original, virtually indestructible<br />
injection molded cases, and the newly acquired Hardigg<br />
roto-molded properties are airtight, watertight, sandproof<br />
and dustproof—a must in the Middle East. Speaking about<br />
the acquisition, Murphy said, “Here are two great companies,<br />
building their products in the USA, serving two ends of the<br />
same market. Pelican brings about 50 injection molded cases<br />
for personal use and weapons transport, Hardigg with over<br />
500 roto-mold sizes and an emphasis on custom solutions and<br />
heavy transport programs. Now we can connect the full scope of<br />
the military’s requirements, and make a difference that today’s<br />
warfighter will see.”<br />
As case manufacturers put it, when developing and deploying<br />
a military system, more often than not, the case is the last<br />
thing engineers and contractors think about. But the demand<br />
is always the same: Make it strong, but make it light. According<br />
to Britton, “We constantly are getting pushed for lighter and<br />
smaller. Obviously weight and volume drive shipping costs, drive<br />
manpower and personal requirements, so on and so forth.”<br />
Zarges sees aluminum as the answer to “tough but strong.”<br />
Other manufacturers such as Pelican and Hardigg rely on composites<br />
and plastics. “We concentrate on aluminum because it<br />
has the strength and the temperature resistance. The plastics<br />
are lower cost and some are just as strong [as aluminum],<br />
but they don’t have the range of temperature resistance,” said<br />
Britton.<br />
Someone who might disagree with Zarges’ approach is Jason<br />
Fletcher, marketing director of Oregon-based ECS Composites.<br />
“The military operates in the most extreme environments in the<br />
world. As such we need to design cases to meet those conditions<br />
and standards. That is why we use the reinforced composites<br />
to manufacture our cases. They perform well in those extreme<br />
temperatures, both hot and cold.<br />
Sterling Becklin, vice president of ECS, added, “We have<br />
three product lines today—two fiberglass lines and one<br />
www.MLF-kmi.com
otationally molded line. Some of these cases that were originally<br />
produced by my grandfather in the 1960s are still in<br />
use. The use of composites also allows us to take a modular<br />
approach to meet the demand for shorter lead times and still<br />
deliver a custom product. By simplifying and engineering our<br />
products in such a way, we are able to in essence ‘assemble to<br />
order’ and deliver product in two weeks.”<br />
But no matter how you approach making an equipment<br />
case light but strong, there really is only one goal of the<br />
design. “It all has got to work when it gets there,” said Britton.<br />
“Too often I see someone with a $50,000 piece of gear, and<br />
they’re balking at a few hundred dollars for a case.” Case manufactures<br />
like to make an analogy to insurance. They say you’d<br />
spend thousands of dollars a year to insure a $50,000 car, yet a<br />
case is a one-time purchase that will protect that gear for a<br />
lifetime. “More importantly,” Britton added, “unlike the car<br />
analogy—if the equipment gets into theater and it doesn’t<br />
work, lives could be lost. Our soldiers’ lives depend on this<br />
stuff.”<br />
THE CLOSING “CASE”<br />
Highly efficient intermodal shipping containers, super<br />
tough high-impact hardware cases, and prefab weather proof<br />
military storage containers alone may not seem like startling<br />
logistical developments. However, when looked at as part of a<br />
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synergistic whole applied by the best trained and lead military<br />
in the world, you are looking at major increases in America’s<br />
logistical capabilities. Slowly and with little fanfare over the<br />
last several decades there has been a more modular approach<br />
to military logistics, one that sees the military better equipped<br />
than ever to move cargo through ports, airfields and depots<br />
much more quickly with a minimal amount of handling.<br />
“We help move the warfighter,” said Baker. “It’s not glitzyglamour,<br />
it’s not high-tech, but ... we are able to support the<br />
warfighters in their ability to move, get there, and set up more<br />
quickly.”<br />
Echoing similar thoughts is Pelican’s Murphy: “Sometimes<br />
the work isn’t glamorous, but when we take these little steps<br />
and apply them across thousands of military applications<br />
every day, the combined result is a tactical advantage that<br />
makes a difference in the battlefield.”<br />
Or as Hamner added, “You know, [Nazi Panzer Division<br />
Field Marshal] Rommel lost a major battle in the Africa Campaign<br />
because he had no fuel for his tanks—logistics wins<br />
wars.” ✯<br />
For more information, contact MLF Editor Jeff McKaughan at<br />
jeffm@kmimediagroup.com or search our online archives for related stories at<br />
www.MLF-kmi.com.<br />
W.W. W Williams is the nation’s leading distributor<br />
of o world-class, industrial products<br />
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www.MLF-kmi.com MLF 3.7 | 29
NEWEST TASK ORDERS, CONTRACTORS ARE NOW<br />
IN EFFECT FOR OPERATIONS IN AFGHANISTAN.<br />
BY JON CONNOR<br />
Two new task orders supporting LOGCAP IV contract operations<br />
in Afghanistan are now in effect, Army officials announced<br />
in July.<br />
DynCorp International LLC was awarded the work for<br />
southern Afghanistan, and Fluor Intercontinental was selected<br />
for work in northern Afghanistan, according to the Army Sustainment<br />
Command at Rock Island, Ill.<br />
The selection process was an “integrated source selection<br />
encompassing technical management proposals, past performance<br />
and costs,” explained Jim Loehrl, executive director,<br />
Rock Island Contracting Center, Rock Island, Ill.<br />
From this, a “best-value” decision is then made, Loehrl said,<br />
which will benefit the soldiers and other personnel, and give<br />
taxpayers the most value.<br />
The contracting office issued a solicitation outlining the<br />
task order requirements and the terms and conditions under<br />
which the task order would be administered. The solicitation<br />
contained criteria against which each of the contractors’ proposals<br />
was evaluated.<br />
“The concept hinges on the principle that while price is<br />
always a factor in the selection process, price alone does not<br />
define the best value for the taxpayer,” said Amy Hayden, chief,<br />
LOGCAP IV Contracting Branch, Rock Island, Ill.<br />
“The best-value approach takes into account the fact that it<br />
may be in the government’s best interest to pay more to receive<br />
a better product or service,” she said.<br />
The task orders were awarded with pricing for one base year<br />
effective July 7 and four option years. Depending on growth in<br />
30 | MLF 3.7<br />
Afghanistan, the two task orders could potentially total $15 billion<br />
over five years, Loehrl said.<br />
This figure is based on each task order’s base year, costing<br />
$1.5 billion plus a potential four option years.<br />
“It all depends on what the growth is in Afghanistan as we<br />
continue to put troops in Afghanistan and where they go,” he<br />
said. “We built the contract capacity to handle that.”<br />
These two task order awards include moving all existing<br />
work in LOGCAP III to LOGCAP IV, plus capacity to stand up<br />
additional base camps, Loehrl said.<br />
These latest task orders are a good example of the Army’s<br />
LOGCAP processes’ flexibility and responsiveness in difficult<br />
locations and unstable environments like Iraq and Afghanistan.<br />
As it turns out, LOGCAP adapts to a quite methodical process,<br />
through its flexibility to emerging, unforeseen requirements<br />
to support the warfighter.<br />
The (unforeseen) requirement goes to a LOGCAP support<br />
officer in theater, then to a contracting officer for an authorization<br />
to proceed, said Lee Thompson, LOGCAP executive director,<br />
Rock Island, Ill.<br />
However, for new work, the rule is that the requirement has<br />
to be completed under LOGCAP IV, Thompson said. This also<br />
means that all current contractors supporting LOGCAP IV must<br />
submit proposals for this new work.<br />
In this case, all three performance contractors—Fluor<br />
Intercontinental, DynCorp International LLC and KBR—had to<br />
submit proposals for the new task orders.<br />
www.MLF-kmi.com
The new task orders are the continuation of the Army’s plan<br />
to transition work from the single-source LOGCAP III contract<br />
to the multiple-award LOGCAP IV contract.<br />
So far, there have been 10 task orders awarded under LOG-<br />
CAP IV, Loehrl said.<br />
The task orders encompass base life support services and<br />
logistics support, which include base setup, food service, facilities<br />
maintenance, and morale, welfare and recreation to name<br />
a few, Loehrl said.<br />
The Army had previously transitioned all LOGCAP work<br />
in Kuwait from LOGCAP III to LOGCAP IV (DynCorp), as well<br />
as awarded some new work in Afghanistan under LOGCAP IV<br />
(Fluor and DynCorp).<br />
These newly announced task orders will transition all work<br />
in Afghanistan to LOGCAP IV. Similar processes to compete and<br />
transition the work in Iraq are also under way.<br />
“The transition will be operationally driven, and methodically<br />
undertaken to ensure a transition that is seamless to the<br />
warfighter,” Hayden added.<br />
“The transition is not a ‘turnkey’ operation and is extremely<br />
complex,” Thompson said. “Before we even begin the legacy<br />
task order transitions, we will be starting the urgent work<br />
required for force expansion [in Afghanistan].”<br />
The first step in the process is to conduct a post-award conference<br />
scheduled in early August, Thompson said. The conferees<br />
will discuss such areas as transition touch-points, explain<br />
the process, and reach agreements between contractors on the<br />
conduct of the transition, known as protocols, Thompson said.<br />
“During the transition the incumbent continues to provide<br />
services and will do so until the U.S. government is satisfied<br />
that the incoming performance contractor [IPC] can assume<br />
full operation of the function,” Thompson explained. “Once the<br />
IPC has demonstrated full operational capability, the incumbent<br />
is officially released from responsibility and the IPC is<br />
officially assigned full responsibility and accountability for<br />
performance execution.”<br />
Reviews, audits and continuous oversight of contractor<br />
performance will be ongoing—as with all government<br />
contracts—to make sure government and American taxpayers’<br />
interests are protected, ASC officials said.<br />
The contractors’ performance will be measured by the<br />
Defense Contract Management Agency and Defense Contract<br />
Audit Agency in accordance with pre-established performance<br />
standards, ASC officials said.<br />
“DCMA and DCAA provide oversight of contractor business<br />
systems, and the LOGCAP IV task orders contain award-fee provision<br />
incentives for the contractors to maintain these systems<br />
at an adequate level. DCMA also provides quality assurance<br />
representatives in-theater to oversee the contractors’ work,”<br />
Hayden explained.<br />
“DCAA reviews contractor billings to ensure they are appropriate.<br />
In combination, these measures provide a high degree of<br />
protection against inappropriate practices during the execution<br />
of these task orders,” she said.<br />
Thompson said that there are monthly and semi-annual<br />
evaluations.<br />
“On a monthly basis there is performance evaluation to<br />
monitor the progress,” he said, conducted by LOGCAP support<br />
officers and the DCMA.<br />
32 | MLF 3.7<br />
Furthermore, there is a semi-annual award fee evaluation<br />
board that meets to review the performance contractor’s<br />
strengths and weaknesses. Since the contract is a cost-plus<br />
award fee contract, the contractor is given an opportunity<br />
through the contract to demonstrate practices that are over<br />
and above what is expected by the contract. When this happens,<br />
the contractor is then able to earn its proposed award fee,<br />
Thompson said.<br />
And, there is more checking too.<br />
“DCAA will do floor checks [on-the-site reviews] for us. They<br />
will monitor and look at proposals if we ask them to do so,”<br />
Thompson said. “But on the tactical side of the house, they do<br />
floor checks. On the strategic side, the business systems back<br />
here in the continental United States, the DCAA will be looking<br />
at the business systems that each contractor has, and judge<br />
along with DCMA, the wellness of the systems.”<br />
A concern of Congress and other U.S. organizations has been<br />
subcontracting—the use of, additional costs, ensuring quality<br />
of work, and employing local nationals, etc. The federal government,<br />
however, cannot directly supervise subcontractors.<br />
While prime contractors are not obligated by law to offer<br />
contracts or employment to indigenous firms or inhabitants,<br />
they are encouraged to do so, Thompson said.<br />
“Why?” he rhetorically asked. “Obviously to build up the<br />
development of their own country.”<br />
Thompson referenced the views of Army <strong>Gen</strong>eral David<br />
Petraeus, commander of U.S. Central Command, saying part<br />
of the strategy is to “employ the local population to help build<br />
their economy.”<br />
The subcontractor acts on behalf of the prime contractor.<br />
However, there is no privity of contract between the government<br />
and the subcontractor. If an issue arises, the U.S. government<br />
must address this with the prime contractor, Thompson<br />
said.<br />
“From a performance [perspective], it’s transparent to us<br />
because we don’t care if it’s a prime that’s self-performing or<br />
they have a sub. We hold them to the contract terms and conditions.<br />
We make sure contractually that’s there’s a flow down. So<br />
whenever the sub fails, so does the prime,” Thompson said.<br />
With the increase of U.S. forces in Afghanistan, Thompson<br />
predicted that competition among the local populace for<br />
employment would rise based on the finite pool of skilled<br />
laborers.<br />
“The introduction of more U.S. forces in Afghanistan is<br />
going to mean the vetting process for the Afghans is going to<br />
get tougher,” Thompson said. But, if work is offered they will<br />
come, he said. ✯<br />
Jon Connor is a public affairs specialist with the Army Sustainment<br />
Command at Rock Island, Ill. He is a retired Army<br />
soldier and served at the Pentagon for four years in the Army’s<br />
Office, Chief of Public Affairs. He is graduate of the University<br />
of Wisconsin-Milwaukee in mass communications-journalism.<br />
For more information, contact MLF Editor Jeff McKaughan at<br />
jeffm@kmimediagroup.com or search our online archives for related stories at<br />
www.MLF-kmi.com.<br />
www.MLF-kmi.com
Executing the Task Orders<br />
MILITARY LOGISTICS FORUM RECENTLY HAD THE OPPORTUNITY TO<br />
TALK WITH SENIOR REPRESENTATIVES FROM FLUOR GOVERNMENT<br />
GROUP, DYNCORP INTERNATIONAL, AND KBR GOVERNMENT<br />
AND INFRASTRUCTURE, THE THREE PRIMES OF THE LOGISTICS<br />
CIVIL AUGMENTATION PROGRAM IV (LOGCAP). CONTRACTS<br />
AND TASK ORDERS ARE THE MECHANISMS THAT OUTLINE THE<br />
ORGANIZATION’S REQUIREMENTS AND NEEDS TO TAKE THE PLAN<br />
AND TURN IT INTO SUBSTANTIVE RESULTS. WE WANTED SOME<br />
INSIGHT INTO WHAT IT TAKES TO MAKE THAT HAPPEN. MLF<br />
ASKED EACH TO TELL US HOW THEY ARE POSITIONED TO MEET THE<br />
NEEDS OF LOGCAP IV TASK ORDERS AND NEW REQUIREMENTS<br />
WHEN THEY ARISE.<br />
BOB JONES<br />
SENIOR VICE PRESIDENT<br />
GOVERNMENT SERVICES<br />
First, let me say that Fluor Corp. is greatly honored to be a member<br />
of the Army’s Logistics Civil Augmentation Program team that is<br />
dedicated to providing the vital support services to our armed forces<br />
around the world.<br />
The notice of award from the U.S. Army Sustainment Command<br />
[ASC] to provide services under LOGCAP IV Task Order 5 to support<br />
the U.S. military in northern Afghanistan is the fifth and most significant<br />
task order to date for our company in terms of scope granted to<br />
Fluor under the LOGCAP IV program. We are pleased to have been<br />
selected to continue the important work of supporting the military and<br />
its vital mission under Task Order 5.<br />
We feel that Fluor is well-positioned to meet the needs of the U.S.<br />
military for a number of reasons, but most significantly because we<br />
excel at delivering difficult and complex projects of all sizes and shapes<br />
in many of the world’s most remote and unforgiving geographies.<br />
Additionally, we have worked in and near many of the most important<br />
theaters for the military—whether that is the Middle East or<br />
Southwest Asia—for more than 50 years. Finally, I would say that our<br />
greatest assets are the men and women of Fluor. Their dedication to<br />
the mission and desire to perform at an exceptionally high level can’t<br />
be underestimated.<br />
Under Task Order 2 of the LOGCAP IV contract, Fluor is providing<br />
multifunctional base life support and combat services support<br />
to the U.S. and coalition forces in Afghanistan. The Fluor team is<br />
co-located with the U.S. Army in Afghanistan, where the team coordinates,<br />
provides oversight and implements Fluor’s execution plan to<br />
provide the necessary resources and labor to accomplish this<br />
mission.<br />
Under Task Order 4, Fluor is simultaneously constructing<br />
and managing the expansion of eight forward operating bases [FOBs]<br />
in Southern Afghanistan. This includes the construction of FOBs to<br />
accommodate a large number of U.S. military personnel. The urgent<br />
nature of the mission to expand the bases in advance of a planned<br />
www.MLF-kmi.com<br />
FLUOR<br />
force deployment placed the project on the Army’s critical path<br />
schedule.<br />
The recent Task Order 5 award that Fluor was awarded includes<br />
work for 74 operating bases in Afghanistan’s north area of responsibility.<br />
Fluor’s scope of work will include providing construction services,<br />
power, water, housing, base operations, sustainment services and logistics<br />
support.<br />
To accomplish this task order and others, we will continue to combine<br />
our global network of offices and resources with the experienced<br />
staff of Fluor’s Government <strong>Group</strong> to support the U.S. military operations<br />
in Afghanistan. By leveraging the additional capabilities of our<br />
teaming partner, subcontractors and vendors, Fluor remains prepared<br />
to quickly respond to LOGCAP needs—providing services equipment<br />
and materials anywhere, anytime. Drawing from recent experience<br />
supporting operations in Iraq, Afghanistan, Kuwait and across the<br />
globe, Fluor provides the Department of Defense with a high degree<br />
confidence in low-risk execution.<br />
We are fortunate to have so many dedicated professionals at Fluor<br />
who provide valuable logistics services to help our military personnel<br />
accomplish their vitally important missions. By leveraging Fluor’s<br />
extensive execution platform and personnel experienced in contingency<br />
operations, Fluor is able to respond rapidly to support the military anywhere<br />
in the world. With a global footprint in 60 countries, Fluor can<br />
provide the resources needed to accomplish mission critical activities.<br />
Our Fluor employees currently working on task orders 2 and 4 in<br />
Afghanistan have proved that Fluor’s culture of excellence in compliance,<br />
execution, leadership and safety toward mission success can work<br />
and is working even in the most remote and hostile of conditions. I<br />
have every confidence that with our abundant resources, which include<br />
our current employee base in the U.S., our global employee base, subcontractor/supplier<br />
network, and equipment company and suppliers<br />
who stand ready to serve the needs of LOGCAP, we will continue that<br />
trend of success on Task Order 5.<br />
Fluor is proud to be providing support services to the U.S. Army<br />
and coalition forces in Afghanistan and stands ready to support the<br />
military in other locations around the world.<br />
It is a tremendous honor for the DynCorp International Team to<br />
provide logistics support in Afghanistan for the men and women of the<br />
U.S. Army. It is the most important contribution we can offer for our<br />
nation’s security and the best example of what we live by, serving today<br />
for a safe tomorrow.<br />
MLF 3.7 | 33
DynCorp International, with key partners CH2M Hill and Taos<br />
Industries [a subsidiary of Agility Defense and Government Services],<br />
is moving ahead at top speed to meet and exceed U.S. Army requirements<br />
under LOGCAP IV task orders in Kuwait and Afghanistan<br />
South AOR. We are poised to respond rapidly to all LOGCAP IV needs<br />
because we already have substantial assets, critical infrastructure, and<br />
long-standing commercial relationships in the region. In fact, more<br />
than 75 percent of our existing work force is located OCONUS with<br />
a significant presence in the Middle East and South Asia. We have<br />
assembled a team recognized for excellence in logistics, transportation,<br />
warehousing, design, engineering, construction and property<br />
management, with integrated and turnkey solutions in security, aviation<br />
and logistics.<br />
The team led by DynCorp International delivers the mutually<br />
reinforcing capabilities that are essential to the LOGCAP mission.<br />
DynCorp International provides mission-critical services supporting<br />
U.S. national security and foreign policy objectives and has supported<br />
every major U.S. military operation in-theater since the Korean War.<br />
It maintains war reserve materiel assets and has moved unprecedented<br />
amounts of materiel in the region. Agility DGS offers integrated logistics<br />
and specialized procurement worldwide with a specific focus on<br />
expeditionary logistics in challenging environments, with full life support,<br />
base operations, project logistics and security. Agility DGS also<br />
provides catering, warehousing, line-haul transportation, distribution<br />
management and integrated supply functions. CH2M HILL, with over<br />
30 years and 16 offices in the Middle East, brings expertise and deep<br />
experience in design, engineering and construction, supplying full<br />
service engineering and construction operations, and has delivered<br />
more than $350 million in construction and operations projects in the<br />
Middle East since 2003.<br />
Under a newly awarded task order, the DynCorp International team<br />
will provide existing bases within the Afghanistan South AOR with<br />
full operations and maintenance support, including but not limited to<br />
facilities management, electrical power, water, sewage and waste management,<br />
laundry operations, food services, MWR, and transportation<br />
motor pool operations. Just as vital to success will be our capacity and<br />
readiness to build additional base camps to accommodate announced<br />
and expected U.S. military deployments to Afghanistan.<br />
In Kuwait, we are already working under two LOGCAP IV task<br />
orders. The team is responsible for movement control operations<br />
and management of in-transit logistics and facilities needed for U.S.<br />
military personnel to arrive and depart the Kuwait AOR. This includes<br />
base camp services, life support and operations and maintenance for<br />
U.S. government facilities, including designated debarkation seaport<br />
and airports. Also, at Udairi Army Airfield, we are providing a full range<br />
of services, including firefighting, fire protection support, equipment<br />
and vehicle maintenance, airfield operations, flight dispatch, air traffic<br />
control tower services, and weather observation and forecasting<br />
services.<br />
We know the transition from LOGCAP III to LOGCAP IV must be<br />
seamless on the ground—our fighting men and women deserve no<br />
34 | MLF 3.7<br />
DYNCORP<br />
TONY SMERAGLINOLO<br />
PRESIDENT<br />
GLOBAL STABILIZATION<br />
less. In Kuwait, DynCorp International completed the transition on<br />
its two task orders ahead of schedule, demonstrating the relentless<br />
performance ethic of this team.<br />
The Army has structured LOGCAP IV to provide the best logistics<br />
support for the American soldier, and best value for the U.S. taxpayer.<br />
We intend to be the best value proposition for the U.S. Army.<br />
KBR<br />
BILL BODIE<br />
INTERIM PRESIDENT<br />
KBR GOVERNMENT AND INFRASTRUCTURE<br />
The challenges of modern contingency operations place extraordinary<br />
demands on the Army and require flexible, responsive contracted<br />
logistical support when and where it is needed. No company is better<br />
positioned to provide this support on LOGCAP IV than KBR. We bring<br />
to the fight a record of success and accumulated technical experience<br />
supporting all of the Army’s major contingency operations over the<br />
last 17 years. This has established us as a reliable, experienced and<br />
trustworthy partner. Our commitment to the warfighter, our proven<br />
global logistics capability, and our demonstrated ability to perform<br />
and remain under the most demanding circumstances, including<br />
enduring casualties, have earned the Army’s trust and confidence—<br />
from Somalia, to the Balkans, to the current missions in Iraq and<br />
Afghanistan. The LOGCAP IV contract gives KBR an opportunity to<br />
continue providing first-class contingency support to the Army over<br />
the next decade.<br />
KBR offers the Army an experienced force multiplier. Whether<br />
supporting hurricane relief efforts or building and operating camps<br />
in hostile environments, we have the people and the expertise to meet<br />
LOGCAP IV requirements. Our innovations have provided lifesaving<br />
solutions, reduced the burden on the Army’s mobilization and deployment<br />
infrastructure, and enabled warfighters to focus on their operational<br />
missions. Our personnel have been in theater from the buildup<br />
to the invasion through the surge, and they remain steadfast in their<br />
service as the military moves toward sustainment. We have more than<br />
50,000 employees in Iraq and Afghanistan, and we owe our success to<br />
their hard work and dedication. Every day, even in the most challenging<br />
conditions, they remain committed to providing the Army with<br />
highest quality of service.<br />
Experience and past accomplishments are only part of the equation.<br />
KBR’s solid and proven business systems will continue to provide<br />
tools to measure performance and execute complex tasks in the worldwide<br />
contingency logistics environment envisioned for LOGCAP IV.<br />
Our systems stand alone in having been developed, tested and implemented<br />
in real-world conditions. We offer an effective quality program<br />
incorporating lessons learned as a basis for continuous improvement<br />
in all service areas.<br />
Our goal for LOGCAP IV is to remain the best contingency support<br />
provider today, using state-of-the-art systems and processes to keep<br />
pace with the Army’s ever-changing needs, regardless of location.<br />
For more information, contact MLF Editor Jeff McKaughan at<br />
jeffm@kmimediagroup.com or search our online archives for related stories at<br />
www.MLF-kmi.com.<br />
www.MLF-kmi.com
The advertisers index is provided as a service to our readers. <strong>KMI</strong> cannot be held responsible for discrepancies due to last-minute changes or alterations.<br />
MLF CALEND A R & DI RECTO RY<br />
ADVERTISERS INDEX<br />
Ability One ........................................................................... 3<br />
www.abilityonedod.org<br />
Agility Logistics ................................................................... 7<br />
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AM <strong>Gen</strong>eral ........................................................................ C4<br />
www.amgeneral.com<br />
Hardigg Cases .................................................................... 27<br />
www.hardigg.com<br />
Honeywell .....................................................................22-23<br />
www.honeywell.com<br />
JCB ..................................................................................... C2<br />
www.jcbna.com<br />
KBR .................................................................................... 31<br />
www.kbr.com<br />
Logistics Offi cer Association ............................................. 13<br />
www.eshow2000.com/loanc/2009/index.cfm<br />
New Breed ......................................................................... 20<br />
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SupplyCore ........................................................................ 12<br />
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W.W.Williams Logistics ...................................................... 29<br />
www.wwwilliams.com<br />
CALENDAR<br />
August 17-19, 2009<br />
Land & Maritime Supply Chain<br />
Columbus, Ohio<br />
www.ndia.org<br />
August 18-20, 2009<br />
International Society of<br />
Logistics<br />
Dallas, Texas<br />
www.sole.org<br />
September 14-16, 2009<br />
Defense Acquisition<br />
Washington, D.C.<br />
www.idga.org<br />
September 19-23, 2009<br />
National Defense<br />
Transportation Association<br />
Nashville, Tenn.<br />
www.ndtahq.com<br />
October 5-7, 2009<br />
AUSA Annual<br />
Washington, D.C.<br />
www.ausa.org<br />
October 14-16, 2009<br />
TACOM LCMC APBI<br />
Dearborn, Mich.<br />
www.ndia.org<br />
October 12-15, 2009<br />
Logistics Offi cer Association<br />
Conference<br />
Las Vegas, Nev.<br />
www.loanational.org<br />
October 19-20, 2009<br />
Military Energy & Alternative<br />
Fuels Conference<br />
Washington, D.C.<br />
www.ttcus.com<br />
NEXTISSUE Arthur<br />
<strong>Gen</strong>. Arthur<br />
J. Lichte<br />
Commander<br />
Air Mobility Command<br />
September 2009<br />
Volume 3, Issue 8<br />
Special Pullout<br />
Supplement<br />
Who’s Who at Ogden<br />
Air Logistics Center<br />
A fi rst-time, comprehensive special<br />
supplement, profi ling this state-of-theart<br />
organization. This Who’s Who pullout<br />
will include a Cover and lead Q&A with<br />
<strong>Maj</strong>or <strong>Gen</strong>eral (Select) Andrew E. Busch,<br />
commanding general, Ogden ALC, plus<br />
a two-page pictorial spread of all major<br />
Ogden ALC senior leadership.<br />
Features<br />
The MRO Enterprise<br />
John Johns, Under Secretary of<br />
Defense for Maintenance Policy and<br />
Programs looks at the aircraft MRO<br />
Enterprise as an integrated effort for<br />
the DoD.<br />
CRAF<br />
• Air & Space Conference and<br />
The use of commercial lift to supplement<br />
Technology Exposition<br />
military assets is critical to the U.S.<br />
strategic goals.<br />
To Advertise, Contact Jane Engel, Associate Publisher 301-670-5700 x 120<br />
Email: jane@kmimediagroup.com Web: www.mlf-kmi.com<br />
<strong>KMI</strong> <strong>Media</strong> <strong>Group</strong> is seeking<br />
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BONUS DISTRIBUTION<br />
Insertion Order Deadline: August 25, 2009 • Ad Materials Deadline: September 1, 2009<br />
www.MLF-kmi.com MLF 3.7 | 35
INDUSTRY INTERVIEW MILITARY LOGISTICS FORUM<br />
Katell Thielemann is the director of<br />
platform logistics for Honeywell Technology<br />
Solutions Inc., a wholly owned subsidiary of<br />
Honeywell International.<br />
Q: Tell me a little about Honeywell Technology<br />
Solutions’ background and the relationship<br />
with the Department of Defense.<br />
A: Honeywell is a $37 billion, diversified and<br />
global technology and services leader. The<br />
company is widely recognized as a defense<br />
industry standard for its comprehensive life<br />
cycle management programs and performance-based<br />
logistics. We have partnered<br />
with DoD and across the military services<br />
for over 50 years. Around the world and<br />
across the military services, Honeywell people<br />
and technologies are supporting DoD to be<br />
mission-ready.<br />
Q: What are some examples of how you have<br />
partnered with DoD?<br />
A: The company has many successful partnerships<br />
across service branches, platforms<br />
and depots. For over 20 years, Honeywell has<br />
served the Marine Corps to manage more<br />
than $3 billion in mission-critical assets.<br />
These logistics services support the Maritime<br />
Prepositioning Ships Program, the Marine<br />
Corps Prepositioning Program-Norway and<br />
operational logistics support to engaged<br />
Marine Corps and DoD operating forces.<br />
In other programs, Honeywell is helping<br />
the Air Force efficiently manage and service<br />
the B-2, C-130 and ground power equipment<br />
fleets at Ogden Air Logistics Center. It also<br />
supports the Army to produce durability and<br />
reliability improvements on critical systems<br />
such as the M1A1, and the CH-47, UH-60<br />
and AH-64. Honeywell provides total package<br />
fielding for virtually every tactical vehicle in<br />
the Army’s fleet, and supports over $53 billion<br />
in property books for the DoD. With over 500<br />
dedicated employees deployed in Iraq, Kuwait<br />
and Afghanistan, we help keep soldiers supplied<br />
and equipment running.<br />
Q: What does Honeywell see in trends for<br />
public/private partnerships in logistics?<br />
A: The trend for public/private partnerships<br />
36 | MLF 3.7<br />
Katell Thielemann<br />
Director of Platform Logistics<br />
Honeywell Technology Solutions Inc.<br />
in defense logistics is accelerating upward.<br />
These partnerships clearly boost readiness<br />
with services for revitalization, pre-positioning<br />
and materiel and depot management. At<br />
depots in theater and in country, companies<br />
such as Honeywell are creating a new paradigm<br />
for how civilian companies can extend<br />
our military’s reach and effectiveness. Meeting<br />
the challenges facing modern defense organizations<br />
is a team effort. At depots like those<br />
at Anniston and Ogden, Honeywell partnerships<br />
are improving asset performance while<br />
reducing operational costs.<br />
Q: Is there a Honeywell success model for<br />
logistics programs?<br />
A: Partnering with Honeywell has been demonstrated<br />
to provide a path for extending<br />
asset service life, and increasing availability<br />
for mission-critical components. Over<br />
the last 10 years, multiple branches of the<br />
military have recognized tremendous challenges<br />
with declining material availability<br />
rates, declining component availability, and<br />
growing obsolescence. Our defense logistics<br />
programs address these challenges through<br />
supply chain and inventory management<br />
standardization, increased demand planning<br />
and asset visibility, condition-based equipment<br />
maintenance, field service engineering,<br />
and pre-positioning logistics.<br />
The Honeywell Operating System [HOS]<br />
is a comprehensive, integrated business<br />
approach to drive sustained exceptional performance<br />
in safety, quality, cost, inventory,<br />
delivery and supply chain responsiveness.<br />
HOS combines our Six Sigma and Lean<br />
culture with our velocity product development<br />
techniques, and is geared toward fixing<br />
processes, standardizing work, speeding<br />
operational performance, and producing big<br />
improvements in quality and delivery.<br />
Honeywell’s Defense Logistics and Services<br />
operating tempo is tremendous. It proceeds<br />
from a systems and life cycle management<br />
perspective. It integrates and standardizes<br />
processes, uses advanced repair technologies,<br />
and defines success in pre-defined outcomes.<br />
The goal is to extend service life of missioncritical<br />
assets through Honeywell’s Mission<br />
Ready deployment model. In a successfully<br />
integrated logistics program, Honeywell’s<br />
logistics and services support model can<br />
compound value in support, readiness, operations<br />
and cost.<br />
Honeywell’s Mission Ready logistics and<br />
services support model includes OEM-quality<br />
parts, Honeywell Operating System processes,<br />
predictive and condition-based maintenance<br />
technologies, supply chain standardization,<br />
and personnel commitment to shared<br />
common goals. Our experience is that this<br />
model, implemented through partnerships,<br />
extends service life for critical assets, reduces<br />
maintenance costs, and produces savings<br />
with improved asset availability and on-time,<br />
direct-to-destination deliveries.<br />
Q: What new programs are you working<br />
on in partnership with DoD?<br />
A: Honeywell is in a position to bring a<br />
breadth of service offerings. Today’s aging<br />
fleets, frequent missions and harsh environments<br />
create a complex support challenge,<br />
and we have responded. Acquisitions<br />
of Dimensions International Inc. and Intelligent<br />
Automation Corp. have strengthened<br />
our global footprint; and our capabilities in<br />
expeditionary logistics and condition-based<br />
maintenance are now expanded—enabling<br />
greater operational savings.<br />
As I mentioned, we already have multiple<br />
strong and successful partnerships with a<br />
number of military depots. We are expanding<br />
these relationships to create more value<br />
for our customers. Honeywell has multiple<br />
commercially proven solutions that we can<br />
leverage in support of improved efficiencies<br />
and technology insertions. These provide<br />
improved safety, energy savings, asset maintenance<br />
or management cost savings. In an<br />
environment as dynamic and essential as the<br />
security of our nation and our allies, the challenges<br />
are many; but these can be overcome<br />
through close collaboration between DoD<br />
and industry leaders like Honeywell.<br />
katell.thielemann@honeywell.com<br />
www.MLF-kmi.com
2009 EDITORIAL CALENDAR<br />
ISSUE COVER Q&A<br />
FEB<br />
(3.1)<br />
MAR<br />
(3.2)<br />
APR<br />
(3.3)<br />
MAY<br />
(3.4)<br />
JUN<br />
(3.5)<br />
JULY<br />
(3.6)<br />
AUG<br />
(3.7)<br />
SEP<br />
(3.8)<br />
OCT<br />
(3.9)<br />
NOV/<br />
DEC<br />
(3.10)<br />
<strong>Gen</strong>eral Ann E. Dunwoody<br />
Commanding <strong>Gen</strong>eral<br />
U.S. Army Materiel<br />
Command<br />
Published<br />
<strong>Gen</strong>eral Duncan McNabb<br />
Commander<br />
U.S. Transportation<br />
Command<br />
Published<br />
<strong>Gen</strong>eral Donald Hoffman<br />
Commander<br />
Air Force Materiel Command<br />
Published<br />
LTG Kathleen Gainey<br />
Director for Logistics, J-4<br />
The Joint Staff<br />
Published<br />
VADM Alan S. Thompson<br />
Director<br />
Defense Logistics Agency<br />
Published<br />
BG Brian R. Layer<br />
Commander<br />
Army Transportation<br />
Command<br />
Published<br />
MG <strong>Kenneth</strong> S. <strong>Dowd</strong><br />
J-4<br />
CENTCOM<br />
<strong>Gen</strong>eral Arthur Lichte<br />
Commander<br />
Air Force Mobility Command<br />
LTG James H. Pillsbury<br />
Deputy Commanding <strong>Gen</strong>eral<br />
U.S. Army Materiel<br />
Command<br />
RADM Michael Lyden<br />
Commander<br />
Naval Supply Systems<br />
Command<br />
SPECIAL<br />
FOCUS<br />
Expeditionary<br />
Logistics<br />
Battlefi eld<br />
Logistics<br />
Advances in<br />
Performance-<br />
Based<br />
Logistics<br />
Supply Chain<br />
Management<br />
DLA Review<br />
Performance-<br />
Based<br />
Logistics<br />
Strategies in<br />
Procurement<br />
Tactical<br />
Logistics<br />
Contracting<br />
Strategies<br />
Update<br />
View of<br />
Defense<br />
Logistics<br />
2010<br />
FEATURES<br />
Partnering Across the Enterprise<br />
Revitalization/Reutilization<br />
HVM/LSS<br />
RFID<br />
Performance-Based Logistics<br />
Total Asset Visibility<br />
Distribution Process<br />
Improvements<br />
Operational Logistics<br />
Fuel Maintenance<br />
DESC<br />
Integrated Supply Chain<br />
MRAP Recovery<br />
Advances in Logistics Software<br />
Who’s Who (OK City ALC)<br />
Health Monitoring & Maintenance<br />
Obsolescence Management<br />
eProcurement<br />
Who’s Who (Warner Robins ALC)<br />
Life Cycle Management<br />
Trailers<br />
Agile Air Transport<br />
Alternative Fuel Options<br />
Joint <strong>Theater</strong> Initiatives<br />
Sustainment<br />
Material Handling<br />
Who’s Who (Ogden ALC)<br />
Aircraft Maintenance<br />
and Overhaul<br />
Advances in Life<br />
Cycle Optimization<br />
Engineering and<br />
Sustainment Services<br />
Joint <strong>Theater</strong> Logistics<br />
Asset Management<br />
Who’s Who<br />
(Air Mobility Command)<br />
PBL Review<br />
Sea Basing<br />
Supply Chain Advances<br />
ORGANIZATION<br />
PROFILE<br />
Red River<br />
Army Depot<br />
Letterkenny<br />
Army Depot<br />
Defense Supply<br />
Center Columbus<br />
Air Mobility<br />
Command<br />
Oklahoma City<br />
Air Logistics<br />
Center<br />
Warner Robins Air<br />
Logistics Center<br />
LOGCAP Offi ce<br />
Ogden Air<br />
Logistics Center<br />
Tobyhanna<br />
Army Depot<br />
Air Mobility<br />
Command<br />
BONUS DISTRIBUTION<br />
CONFERENCES<br />
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<br />
CLOSING<br />
DATE<br />
AUSA Winter Symp. & Expo 01/30<br />
National Logistics<br />
Conference<br />
Performance-Based Logistics<br />
Sea Air Space Expo<br />
Army National Guard Annual<br />
Logistics Management<br />
Symposium<br />
Special Operations Forces<br />
Industry Conference 2009<br />
Military Logistics Summit<br />
■ GEOSPATIAL INTELLIGENCE FORUM ■ MILITARY ADVANCED EDUCATION ■ MILITARY INFORMATION TECHNOLOGY ■ MILITARY LOGISTICS FORUM<br />
■ MILITARY MEDICAL/CBRN TECHNOLOGY ■ MILITARY SPACE & MISSILE FORUM ■ MILITARY TRAINING TECHNOLOGY ■ SPECIAL OPERATIONS TECHNOLOGY<br />
03/02<br />
04/01<br />
05/01<br />
AUSA ILW Logistics Symp. 06/05<br />
Performance-Based Logistics<br />
Army Transportation Corps<br />
Conference<br />
AFCEA/NDTA TechNet<br />
Naval Logistics Symp.<br />
Land & Maritime Supply<br />
Chain Business Conference<br />
AFA<br />
NGAUS<br />
NDTA Forum<br />
Modern Day Marine<br />
AUSA<br />
Logistics Offi cers Association<br />
National Conference<br />
DoD Maintenance<br />
Symposium<br />
Warner Robins Reqs. Symp.<br />
Defense Logistics<br />
Lean Six Sigma for Defense<br />
To advertise, Contact Jane Engel (301) 670-5700 X120 Jane@kmimediagroup.com<br />
This editorial calendar is a guide. Content is subject to change. Please verify advertising closing dates with your account executive.<br />
Volume 3<br />
07/13<br />
08/07<br />
09/01<br />
09/25<br />
11/10
Integrated ntegr Logistics Support<br />
Customer Training ing<br />
Supply Chain<br />
Management<br />
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