HomeAbout UsBrowse This IssueBack IssuesNews DispatchesSubscribing to Army LogisticianWriting for Army LogisticianContact UsLinks






















































Alog News

Jump to top of page






















































































Alog News

Jump to top of page







Taking a cue from industry, the Department of Defense (DOD) plans to create a partnership with a world-class transportation services coordinator to increase efficiency across its supply chain. A study of industry best practices shows that using a world-class transportation services manager reduces cycle times, increases shipment visibility, and improves customer confidence for most types of freight shipments within the United States. Shipment of certain materiel, such as munitions, would be excluded from the provisions of the partnership.

A project office has been established near Scott Air Force Base, Illinois, to explore the partnership effort, which is called the Defense Transportation Coordination Initiative (DTCI). Experts in contracting, logistics operations, and information technology are preparing a performance work statement and a draft solicitation to present to members of industry. Current plans call for a phased implementation of DTCI, with initial contract award expected in October 2006. Full implementation of the initiative is expected by late 2009.

More information about DTCI is available on line at http://dtci.transcom.mil.


A comprehensive overview of the Defense Logistics Agency’s (DLA’s) transformation efforts is available in a new document, the Transformation Roadmap. It summarizes how DLA is revolutionizing its business practices through 13 initiatives and how those initiatives relate to each other and to the DLA Strategic Plan, the Department of Defense (DOD) Transformation Strategy, and the National Defense Strategy.

The 13 initiatives are intended to work interdependently to meet the 4 goals of DLA’s Strategic Plan—

• Provide responsive, integrated, best-value supplies and services consistently to DLA’s customers.
• Develop and institutionalize the internal processes required to deliver value-added logistics solutions to the warfighter.
• Ensure that the DLA workforce is enabled and empowered to deliver and sustain logistics excellence.
• Manage DLA resources for the best customer value.

DLA’s transformation initiatives are—
• Customer Relationship Management. This initiative is designed “to more accurately predict future military requirements, define mutually agreed upon levels of support for those requirements, and then precisely monitor the level of actual performance achieved.”
• Supplier Relationship Management. Improved supply chain management will be the focus of this initiative. While customer relationship management will define warfighter requirements, supplier relationship management will marshal the domestic industrial base to meet those requirements.
• Business Systems Modernization (BSM). The heart of DLA transformation, BSM will replace DLA’s legacy materiel management systems with commercial off-the-shelf software that links the complete supply chain from customer to supplier.
• Distribution Planning and Management System (DPMS). This system will improve the visibility of materiel from its point of origin to its point of consumption and help DLA reach its goal of providing global, end-to-end distribution management.
• Integrated Data Environment (IDE). This system will replace DOD’s Joint Total Asset Visibility capability and create seamless sharing of information between DLA and its customers.
• Business Systems Modernization Energy (BSM E). This system, formerly known as the Fuels Automated System, will create an integrated supply chain management system for fuels.
• National Inventory Management Strategy. The goal of this initiative is to “merge wholesale and retail inventories into a national inventory that can be managed in a more integrated manner.” This will extend supply chain management of consumable items from the wholesale level to the customer.
• Global Stock Positioning. This initiative is designed to ensure that the right inventories are in the right places. Materiel will be stocked in a minimum number of distribution centers; items with well-defined patterns of demand will be located with their customers; and items with special handling requirements or less well-defined demand patterns will be stocked centrally.
• Executive Agent. DLA has been designated as the DOD executive agent for subsistence, bulk fuels, construction and barrier materials, and medical materiel. It soon will be designated the executive agent for clothing and textiles.
• Product Data Management Initiative. This initiative is designed for technical users and will create a single system offering visibility of product and technical data for all DLA items.
• Workforce Transformation. This initiative covers a variety of strategies that will strengthen DLA’s human resource management.
• Reutilization Modernization Program. Under this program, the Defense Reutilization and Marketing Service’s information requirements will be incorporated into DLA’s overall information architecture.
• Base Realignment and Closure (BRAC). BRAC initiatives will have a significant impact on DLA. The agency will establish four regional strategic distribution platforms, with its remaining distribution depots becoming forward distribution points; DLA will assume management of all DOD tires, compressed gas, and packaged petroleum and lubricants; and it will assume centralized procurement responsibility for DOD depot-level reparable items.

DLA is investing approximately $2.1 billion in the transformation initiatives and expects to return about $3 billion to the services by fiscal year 2011. BRAC recommendations applied to DLA should save another $1.8 billion.

The complete Transformation Roadmap can be accessed at www.dla.mil/library/DLATransRoadmap.pdf.


The sites for phase II of the Army’s new Basic Officer Leadership Course (BOLC) have been reduced to two: Fort Benning, Georgia, and Fort Sill, Oklahoma. The Army originally planned to conduct BOLC II at Fort Knox, Kentucky, and Fort Bliss, Texas, as well as at Forts Benning and Sill. However, the move of the Armor and Air Defense Artillery Schools to Fort Benning and Fort Sill, respectively, under the base realignment and closure process led to the decision to consolidate BOLC II at those installations.

According to the BOLC Charter Task Force, the goal of BOLC is to “develop competent and confident leaders imbued with a Warrior Ethos who, regardless of branch, are grounded in fieldcraft and are skilled in leading Soldiers, training subordinates and employing and maintaining equipment.” BOLC II will be the main instrument for achieving this goal.

BOLC will have three phases. BOLC I will be the precommissioning phase conducted at the United States Military Academy, Officer Candidate School, or Reserve Officer Training Corps sites.

All newly commissioned second lieutenants, regardless of branch, will attend BOLC II for 7 weeks and receive initial-entry training in small unit leadership and tactics. Eighty percent of BOLC II will take place in a field environment.

Immediately after completing BOLC II, officers will attend BOLC III at their branch schools to receive branch-specific training for 6 to 15 weeks. After graduating from BOLC III, officers either will go to their first unit assignment or attend additional assignment-oriented training.

The Army plans to begin full implementation of BOLC in June. Pilots for BOLC II began at Fort Benning in the fourth quarter of fiscal year 2005.


Every Soldier, even a cook, must be prepared to be a warrior. Quartermaster Chief Warrant Officer (W–3) David J. Longstaff proved this as he was returning from a procurement mission to Baghdad in August 2003. Longstaff’s convoy of two high-mobility, multipurpose, wheeled vehicles (humvees) and one 5-ton truck encountered a burning humvee whose Soldiers were pinned down in an ambush. Longstaff provided covering fire while Sergeant First Class Richard Bryant, a member of Longstaff’s convoy, assisted the Soldiers trapped behind a civilian vehicle. Longstaff then provided rear security while the casualties were evacuated for medical treatment.

In December, Longstaff was awarded the Bronze Star Medal with Valor for his quick reaction to the situation, which allowed the ambushed Soldiers to move out of the kill zone.

“I was intrigued that as a cook, I found myself in the middle of Baghdad taking fire,” said Longstaff. “It just goes to show what you can do when put into any situation. So you should just be prepared.” Longstaff, who is now the manager of the Army Culinary Team, commented further, “Regardless of where you compete in the world of chefs, we are warriors first, and that’s important.”


The Army Logistics Management College (ALMC) at Fort Lee, Virginia, has partnered with Penn State Executive Programs, part of the Smeal College of Business at Pennsylvania State University, in offering Penn State’s Certificate in Supply Chain Management program for military personnel.

Military personnel from all of the services can earn the certificate by completing three executive education courses in supply chain management offered by Penn State Executive Programs. Under the new agreement, military personnel can earn the certificate by completing the Fundamentals of Defense Supply Chain Management Course offered by ALMC and two more courses at Penn State. The pilot of the ALMC course was last August.

According to Colonel Shelley A. Richardson, the ALMC Commandant, “The course at ALMC has already received rave reviews from participating Department of Defense (DOD) students. The prospect of continuing their education in supply chain management at Penn State and earning a certificate will make the course even more significant and appealing to senior supply chain managers and logisticians throughout DOD. We look forward to a long-term partnership with Penn State in educating our Nation’s military logisticians and applying [the] best practice in supply chain management currently utilized by private industry to enhance support to the warfighters in the field.”

Penn State’s Center for Supply Chain Research offers certificates in supply chain management and supply chain leadership in conjunction with Penn State Executive Programs. The center was founded in 1989 and has become one of the Nation’s leading institutes for supply chain management research and education. A recent survey of supply chain practitioners and instructors in the United States, Canada, and Mexico ranked Penn State’s program first in a ranking of the top 20 supply chain programs in North America.

For more information, see the Penn State Executive Programs Web site at www.smeal.psu.edu/psep and the ALMC Web site at www.alu.army.mil.


Logisticians involved in the dynamic combat environments of Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF) sometimes find that they must adjust the doctrine and the tactics, techniques, and procedures they learned at their branch schools to meet the real-world conditions they face. This inevitably creates a knowledge gap between what is taught at the schools and what logisticians in the field have learned. To help bridge this gap until doctrine is revised, the Army Training and Doctrine Command’s Combined Arms Center at Fort Leavenworth, Kansas, in conjunction with the Office of the Deputy Chief of Staff, G–4, Department of the Army, has developed an online, collaborative communications forum for the Army logistics profession called the Army Logistics Network (LOGNet).

By using LOGNet, logisticians can reduce the time needed to resolve problems, increase the sharing of innovative ideas throughout the Army logistics community, disseminate in near-real-time the best practices developed in the field among logisticians, and better prepare other logisticians for OIF and OEF deployments.

LOGNet allows logisticians to engage in open or private peer-to-peer discussions in all logistics functional areas, such as transportation, supply, maintenance, and automation. It also furnishes a peer-based support network for Soldiers to consult between their periods of school attendance. Through LOGNet, members of the logistics community can find subject-matter experts who can help resolve difficult technical and professional problems and answer questions.

LOGNet is actually part of a larger knowledge network called the Battle Command Knowledge System (BCKS). BCKS was developed and is managed by the Combined Arms Center.

Logisticians can access LOGNet by taking the following steps—
• Go to https://lognet.bcks.army.mil.
• Click “Request an Account.”
• When requesting an account, a user must use his Army Knowledge Online (AKO) user name and password.

Users will be unable to view what is displayed on LOGNet until they request a LOGNet account. With an account, they can enter LOGNet and participate in discussions, post messages, and submit material they have authored to share with others in the logistics profession.

Among LOGNet’s features are “Official LOGNet Tools” and the “SOP [standing operating procedure] Library.” The tools area contains 13 professional software tools designed and developed by LOGNet to supplement existing Standard Army Management Information Systems (STAMIS) or to fill STAMIS shortfalls. Each tool is designed to help units and commands with a variety of logistics and other tasks. The SOP Library contains more than 80 examples of SOPs and tactical SOPs (TACSOPs) covering virtually every aspect of logistics and supply. A user can download an SOP or TACSOP and modify it to suit his unit’s needs. These two tools are just a sample of the many useful tools, job aids, and knowledge items available to LOGNet members.

For more information on LOGNet, contact Bob Dalton, the LOGNet facilitator, at bob.dalton@us.army.mil.


An Army unit providing vital support to warfighters in Iraq and its contractor partner have received a 2005 Defense Logistics Award. The Army Materiel Command’s Army Field Support Battalion-Iraq and the L–3 Communications Corporation/Vertex Aerospace Tactical Wheeled Vehicle Service Center won in the “In-Theater Contractor-Military Collaboration of the Year” category for the add-on armor program in Iraq. This program, which began in April 2004, has upgraded the protection of thousands of light and heavy tactical wheeled vehicles in order to counter insurgent threats.

According to Dennis Mirabile, the L–3 Vertex program manager, “What started as a small heavy equipment transporter (HET) team has developed into a critically important tactical wheeled service center. We now have 150 employees supporting this effort with add-on armor and quality vehicle maintenance services and repairs. This mission to support the warfighter is being fulfilled under difficult circumstances and would not have been possible without the support and dedication of our employees and Soldier-partners.”

The Defense Logistics Awards were presented in November 2005 as part of the Defense Logistics USA conference in Washington, D.C.


Following a public-private competition, the Defense Logistics Agency (DLA) has decided to retain in house the performance of warehousing functions at 68 Defense Reutilization and Marketing Service (DRMS) sites in the United States. DRMS warehousing supports the disposal of excess Department of Defense property, including hazardous materials.

The decision endorses the creation of a “most efficient organization” structure for DRMS, under which warehousing operations will be consolidated at 18 sites. The sites are at Mechanicsburg, Pennsylvania; Fort Bragg, North Carolina; Marine Corps Air Station Cherry Point, North Carolina; Eglin Air Force Base, Florida; Fort Polk, Louisiana; Wright-Patterson Air Force Base, Ohio; Fort McCoy, Wisconsin; Minot Air Force Base, North Dakota; Fort Riley, Kansas; Fort Sill, Oklahoma; Red River Army Depot, Texas; Fort Carson, Colorado; Malmstrom Air Force Base, Montana; Hill Air Force Base, Utah; Marine Corps Base Camp Pendleton, California; Port Hueneme, California; Fort Lewis, Washington; and Barber’s Point and Manana, Hawaii. The other 50 sites currently in use will be closed.

The consolidation is scheduled to begin in March and conclude in July. The projected 5-year net savings to the Department of Defense are $36.2 million, or a reduction of 38.3 percent compared to the cost of current DRMS warehousing operations.


Use of a new “pallet on a pallet” shipping system developed for the U.S. Transportation Command (TRANSCOM) could save the U.S. military millions of dollars in shipment costs. The Associate Intermodal Platform (AIP) system consists of an 82-inch by 102-inch by 8-inch rectangle made of a linear, low-density hexane copolymer. Cargo can be loaded onto the AIP, cargo netting attached, and the whole package tied down and loaded onto a 463L pallet for shipment. The AIP can be used alone or to transport a loaded ISO container.

Once in theater, the AIP can be offloaded and sent on to its final destination and the 463L pallet returned to the Defense Transportation System (DTS). Currently, 463L pallets and nets are sent to the final destination and frequently are lost, damaged, or used for other purposes, such as makeshift tent floors.

“The 463L pallet and net system cost $1,700 per set and the [proposed] cost of the AIP system is $400,” said TRANSCOM transportation specialist David Blackford. “This equates to a $1.3 million cost avoidance per 1,000 pallets sent to the theater. We send several thousand pallets to theater per month. We created the AIP to keep the 463L assets in the DTS and still meet the COCOM [combatant command] requirements for unitized cargo loads.”

The AIP system has been in development for more than 2 years. Operational testing of the first group of 120 AIP systems will be conducted at the Defense Distribution Depot Red River in Texarkana, Texas.


A water-purification and bottling plant established at Balad, Iraq, by the 3d Corps Support Command (COSCOM) will supply the bottled water needs of Camp Victory, Taji, and Balad. Bottling water on site eliminates the need for bottled water to be delivered to Iraq by trucks from Kuwait, Jordan, or Turkey and therefore reduces the number of Soldiers and contractors at risk from improvised explosive devices, car bombs, or small arms fire along Iraq’s roads.

The plant can bottle 220,000 1-liter containers of pure drinking water a day using a reverse osmosis water processing unit and a “hyperpurifier” to refine water from the Euphrates River. Each bottle is etched with the date and time it was bottled. Army medical personnel constantly monitor water purity.

Plans call for a larger plant to be built at Camp Victory and four additional plants at other sites in Iraq in the future.


Liquid-filled cooling vests developed by the Army Tank Automotive Research, Development and Engineering Center (TARDEC) and the Natick Soldier Center are being tested in Iraq and Kuwait by the crews of some high-mobility, multipurpose wheeled vehicles (humvees).

After humvees were fitted with add-on armor, inside temperatures rose as high as 130 degrees. To keep the crews cool, air conditioners were installed. However, temperatures inside the humvees still reached 95 degrees ”an untenable situation that led to the development of cooling vests.

Soldiers wear the vests under their body armor. A hose from each vest is plugged into the vehicle’s onboard air-conditioning system, and fungicide-treated water is chilled and circulated through it. A rapid-release system allows Soldiers to disconnect the hoses quickly so they can jump out of the vehicle and keep the vests on.

According to Charlie Bussee, a TARDEC engineer, about 13,750 humvees in theater already have air-conditioning systems installed and 21,000 more systems have been ordered.

For their efforts in developing the vests, TARDEC and Natick received the 2005 Research and Development Laboratory Collaborative Team of the Year Award presented by the Assistant Secretary of the Army for Acquisition, Logistics, and Technology.

Jump to top of page