You’ve been a Soldier working in logistics for more than 36 years. What are some of the biggest changes you’ve seen during your career?
Really, the more things change, the more they stay the same. When I entered the Army in 1975, we were required to deploy with our unit basic and prescribed loads. A basic load is designated quantities of specific types of supplies that allow a unit to initiate its combat operations. We also deployed with our motor pool maintenance section that was required to carry its prescribed load list. Prescribed loads are quantities of maintenance-significant supplies and repair parts to support the unit’s maintenance program. Keep in mind, the unit’s basic and prescribed loads must be able to move into combat using organic transportation in a single lift. We also identified a field ordering officer who would acquire local supplies when needed.
The requirement to deploy with the unit’s loads still holds true today. However, we have seen many of our rotational units fall in on left-behind equipment in operational theaters. Since units fall in on equipment left by previous units, a majority of our sustainment functions have been accomplished by the Logistics Civil Augmentation Program, known as LOGCAP. Many units deploy with little or no basic or prescribed loads. LOGCAP plays a major role in support of our warriors. Furthermore, this program frees up human resources to be employed elsewhere.
Strategically, very little has changed except that strategic planners are side by side on the battlefield with supported units. As far as supplying and re-supplying, we are doing business much the same as in the past. During the Civil War, leaders used the road and rail network to move supplies. During World War II, they used road, rail and air assets to get supplies where needed. Today, we still use road, rail and air assets to deliver supplies and provide services, but we also use many types of technology to be more efficient in delivering those supplies and services.
One thing that has changed is the tactical abilities of our logistics service members. Early on in my career, combat service support organizations delivered goods to their supported units and combat arms units went along to protect them. However, during OEF and OIF this was not the case. CSS units had to protect themselves both heading out on deliveries and returning to home base. Troops in these organizations had to learn how to be gunners, react to attacks, defend their position, call in an emergency medical evacuation and evade improvised explosive devices all while under attack. And they’ve more than stepped up to the challenge.
The mission hasn’t changed much, just the methods we use to get warfighters what they need, when they need it and in the right amounts.
In what ways did you interact with DLA over your career before becoming its senior enlisted leader?
The majority of my experiences in logistics have come from the school of hard knocks and my various assignments at the company, battalion, brigade, division and corps level support offices. Frankly, I didn’t know who or what the Defense Logistics Agency was. Most of my interactions were with the supply support activities organic to units and the inventory control points organic to the military services. However, there were a few item managers that I would call on for status of requisitions. These item managers were identified by their routing identifier code. Some of these codes were for DLA items from Columbus, Ohio, and Richmond, Va.
During Operation Enduring Freedom, a DLA representative was co-located with my headquarters in Uzbekistan. This representative was responsible for tracking and providing status on DLA-managed repair parts. We also had a representative from the Defense Reutilization and Marketing Office, now known as DLA Disposition Services, who provided information on disposal cost and services.
Over the years, I have picked up knowledge and experience on the subject of end-to-end supply chain management through hands-on work and reading a lot of books. My time at an Army command gave me the strategic view of logistics, acquisition and the contracting process. However, nothing really prepares you for serving at DLA other than a previous assignment at DLA.
DLA is a very large organization with a huge mission. It provides everything service members need head to toe, and it supplies more than 80 percent of the military’s spare parts and nearly 100 percent of the services’ rations. This includes the supply cycle from acquisition to distribution and disposal. DLA supports more than 2,178 weapons systems, manages nine supply chains, and processes an average of 114,200 requisitions and 11,000 contract actions a day. DLA operates in 48 states and 28 countries to support our national defense with critical materials management.
How big of an impact has the global war on terrorism had on both the logistics career field and DLA?
Gen. George S. Patton once said, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”
Logisticians’ skill sets have been challenged beyond their limits, but they have adjusted and continue to prevail. As a result of the changing battlefield and threat, the majority of our logisticians are now multifunctional. Our officers, warrant officers, noncommissioned officers, civil servants and contracted employees are being exposed to multifunctional, multinational and joint logistics experiences earlier in their careers, often while in combat. Consequentially, our logistics organizations require smart, competent and confident leaders who have the training and experience to operate effectively as part of a joint or multinational force.
DLA has provided outstanding support over the past several years. However, it has not been easy. DLA has worked through sustaining the forces on two fronts while simultaneously supporting the other commands, depots throughout the world, the Department of State and nongovernmental agencies. And we have successfully done it with fewer resources.
DLA has been challenged to get supplies in and around Afghanistan, especially when the Pakistan ground lines of communications road network closed The bigger challenge now is helping commanders get equipment out of Afghanistan, particularly since Afghanistan is a land-locked country and flying everything is very expensive.
Can you share one moment or time in your career when you were happiest to be doing what you were doing?
I, like all military members, have trained and rehearsed for that moment to be called to duty. I have been called on for several deployments, but Operation Enduring Freedom and Operation Iraqi Freedom really allowed me to showcase what I was trained to do. Supplying and sustaining units on the battlefield, on the move and on time showed that sustainers are a force multiplier. I was the happiest when the units I supported had everything they needed and wanted for nothing. The reward of seeing the smiles of our customers after delivering subsistence, fuel, ammo and water was exciting. It also felt great to receive accolades from the leadership on mission complete and a job well done. However, I am reminded that the work isn’t over until the entire mission is complete
What was the toughest part of your career?
Other than exiting an aircraft while in flight in Afghanistan and Iraq?! You really have to know your business, because you will be challenged beyond your imagination. You will have to know more than logistics to supply and sustain the forces in different environments. The mountainous terrain and lack of road infrastructure in Afghanistan is the toughest challenge. You just can’t get to the forward operating bases or contingency operating bases or combat outposts without flying or air dropping supplies.
In Iraq, we had to deal with improvised explosive devices and ambushes, as well as sand and dust storms. During the dust storms, nothing moves – no flying or driving. You couldn’t see your hand, so we had to have a plan, a backup plan and a backup backup plan to re-supply. Man, what a challenge.
In one example, my team was tasked to support an offensive operation in two locations. We needed to make one drop, return to home station to reload and make the second drop. In anticipation of bad weather, we attempted delivering fuel and supplies just outside Baghdad to the first site when we were hit with an IED. We recovered and made it to the destination of delivery only to find it was under attack. After we remained there for three hours, the main roads in that sector went black, which meant no road movement. The second team on tap had not made it back to home base to make the next supply run. The third team was resting from doing back-to-back drops in the northern sector. Bad weather had moved in earlier than expected, so nothing was flying except medical evacuation helicopters. This is what I mean by being challenged and bringing your “A game,” because it was tough operating in a climate of uncertainties.
If you could give a junior enlisted service member one piece of advice, what would it be?
Learn all that you can about your craft and hone your skills; you too will be called to duty. Your leaders, subordinates and teammates expect you to be the expert. Don’t worry about filling someone else’s shoes, just fill your own. When you assume the responsibility of leadership, many will want you to be as good as or better than your predecessor. Seek out those who went before you for their experience and seek a mentor. We all need someone who has gone this way before, someone who understands the inner working of the organization, who can guide and assist in your development and growth. Master your tactical and survival skills. This is not a movement through friendly neighborhoods, but navigating rough terrain and hostile environments. Remember, you are a professional of arms first and a technician second. If you cannot survive, you cannot supply. It doesn’t matter if you’re supplying goods and services or reinforcing the front line with your team. Most importantly, always do your best to do what is right.
What do you see as DLA’s next steps in the years to come?
DLA has always been America’s combat logistics support agency. It provides our armed services, other federal agencies, and combined and allied forces with the full spectrum of logistics, acquisition and technical services. Its enduring goals of Warfighter Support, Stewardship Excellence and Workforce Development have always kept this agency at the tip of the spear. So, I see DLA taking on more of the military services’ logistics functions while reducing costs. If you look back at DLA’s history, it has assumed these functions when necessary. DLA inserts best business practices and invests in technology to get organizations where they need to be to support their operations. That process has reduced cost and produced the same level support or better for the customers.
The DLA director’s current initiative is “10-in-5”: reduce costs by $10 billion over the next five years starting in fiscal 2014. That will go a long way in reducing the agency’s and the armed services’ budget requirements.
What’s next for you?
For 37 years I have seen change take place up close. I’ve seen changes like Base Realignment and Closure, force structure alignment, protective clothing and uniform changes. All were done for the right reason, which is to care for our warriors and protect the American way of life. So, it’s my time to change from the uniform of a Soldier to that of a civil servant. I would like the opportunity to serve within the Department of Defense in some capacity continuing to assist warfighters. Of course, none of this will happen until I take a long vacation with my family.
My thoughts to share: The cost of freedom is very high, sometimes calling upon what Abraham Lincoln referred to as “the last full measure of devotion.”
No one knows this more than the citizens of each generation who have seen beyond the haze of indifference and who acted to serve a cause greater than themselves. The brave men and women of our civil service workforce who manage, provide and repair equipment to keep our armed forces protected with the latest technology and engineering designs are one of the most potent weapons in war and one of our nation’s resources, without a doubt. These civil servants, teammates of the military, working in domestic locations or deployed overseas, provide exceptional support to our forces.
Finally, may God bless our military services and DLA, and God bless America.