translog

THE JOURNAL OF SURFACE 

DEPLOYMENT AND DISTRIBUTION

Summer 2008

Breaking

Ground
2 translog Summer 2008

TRANSLOG is published by the Office of Command Affairs, 

Military Surface Deployment and Distribution Command, 

Headquarters, 709 Ward Drive, Scott Air Force Base, Illinois 

62225, in accordance with Army Regulation 360-1.

All photos property U.S. Army, unless otherwise noted.

Views expressed in TRANSLOG are not necessarily those of 

the U.S. Government, the Department of Defense, the Department of the Army, or the Military Surface Deployment and 

Distribution Command. Reference to commercial products or 

services does not imply Army endorsement. Unless otherwise 

stated, TRANSLOG material may be reprinted if credit is given to TRANSLOG and the author.

Submissions: TRANSLOG considers all manuscripts, photo essays, artwork, white papers and general news about military 

transportation, its history, and related human endeavors. Material, including photos, may be mailed or sent electronically. 

Scanned and digital images should be in full-color TIFF or 

JPEG format, at resolution of 300 pixels per inch at 100 percent size (at least 3” x 4”; preferably larger).

For additional guidance on submissions, content, distribution, 

or address changes contact the editor: 

Mike W. Petersen, Editor

(618) 220-5197

translog@sddc.army.mil

translog

THE JOURNAL OF SURFACE 

DEPLOYMENT AND DISTRIBUTION

is a quarterly publication of

Military Surface Deployment 

and Distribution Command 

Brig. Gen. James L. Hodge

Commanding General

Command Sgt. Maj. Tomás Hawkins

Command Sergeant Major

Ken Holder

Director of Command Affairs

Mike W. Petersen

Editor

features 

departments 

Summer 2008

June - August

From the Command Sergeant Major 3

ITV: In Transit Visibility 4

History: Ambush at Ap Nhi 8

Transitions 11

White Papers: Transportation Tracking Numbers 23

Professional Development: Distribution Academy 28

599th deploys to support CENTCOM 12

Nature Heals 14

Sunny Point employees build memorial 19

SDDC Charleston ships 4,000 MRAPs 20

Lean Six Sigma on a roll at SDDC 30

12 14 20

4 8 11

SDDC
3 translog Summer 2008

Surface Warriors,

First, let me bid you greetings from Scott Air Force Base, Ill. 

A year has passed since our initial move out here. Though the dust has started to settle, it will begin to stir again as we get closer to the final phase of our relocation. 

The first phase of moving the Headquarters from Alexandria, Va., the Transportation Engineering Agency (TEA) from Newport News, Va., and some functions from the Operations Center at Fort 

Eustis, Va., has gone well. New Soldiers and civilians are starting to come straight to Scott to establish 

a stronger presence. Though we will have folks in Alexandria until October 2008, and at Fort Eustis 

until October 2010, we continue to welcome all those arriving with open arms.

We’ve had an “Arrival and Presentation of Colors Ceremony,” where the SDDC colors joined the 

installation’s other tenant flags displayed on Scott Field. We’ve had a “Ribbon Cutting Ceremony” to 

officially open our new, temporary headquarters building, establishing our presence on base. Additionally, we’ve hosted the TRANSCOM Commander’s Conference, as well as our own Commander’s 

Conference. As we continue to bring our organization together under one roof, our service to the warfighter and to all our customers has remained first class. 

More recently, we have had a change of command. Brig. Gen. James Hodge became the 16th commander of our organization on June 30. Brig. Gen. Hodge is no stranger to SDDC. As a former deputy 

commander for us, we welcome him and his family back into the fold and look forward to his leadership during his tenure.

How great it is to be back on a military installation: the sound of reveille; the rhythm of feet going 

up and down the roads and running paths; the calling of cadence; the solemn stopping of movement 

to salute the flag as retreat is played at 

the end of the duty day. It gives me goose 

bumps just thinking about it.

It feels good to be a part of history as 

the first Army unit on Scott AFB since 

World War II, as well as establishing 

relationships with our Air Force family. 

Though it may sound like a joke when 

people talk about it, I’m happy and privileged to say ...

“From the cornfields of the heartland 

of America – welcome to Scott Army Air 

Field ... I mean Scott Air Force Base. 

Ya’ll come see us now – ya’ hear!”

Until next time... 

from the Command Sergeant Major

Let’s Roll
4 translog Summer 2008

in transit visibility ITV transportation and logistics news in brief

A Lean Six Sigma (LSS) project 

team from the 1182nd Transportation 

Terminal Battalion (TTB) completed 

the first LSS project for SDDC, July 1, 

2008.

The 1182nd TTB is a Reserve unit 

activated as the Container Management 

Element under the 595th Transportation 

Terminal Group, Kuwait. 

The project, “Streamlining Container Inventory Management and Data 

Input Process,” focused on improving 

the process for inventorying and managing containers in Iraq. 

The team used two primary measurements: accuracy rate, or the total 

number of containers International 

Booking System-Container Management Module (IBS-CMM) shows at a 

forward operating base, as compared to a physical 

on-hand count, and error rate (the number of data 

input mistakes made at an FOB.) 

Data collected by the team indicated a 74 percent accuracy rate with a 30 percent error rate. 

“A recurring challenge while doing this project was lack of focus on container management,” 

Capt. Richard Crawford, LSS Green Belt from 

the 1182nd noted. “Getting cooperation on doing 

a basic inventory, which was needed to gather 

measurement information, was difficult.”

Analysis highlighted that additional-duty Container Control Officers (CCOs) were not properly 

managing containers or container data in IBS-CMM. 

Pilot project improvement divided FOB Delta 

into zones and assigned zone CCOs to oversee 

unit-level CCOs to ensure all in- or out-processing of containers in yards was completed. After a 

six-week trial, zone CCO improvement increased 

the accuracy of IBS-CMM data. The accuracy 

rate of the FOB physical, on-hand count increased 

to a rate of more than 96 percent, and the error 

rate dropped to less than 4 percent. 

The team developed control processes to 

make the zone concept part of normal FOB 

operations, made changes to standard operating 

procedures, developed additional training, and 

arranged for continued weekly monitoring of both 

IBS-CMM data accuracy and error rates at the 

battalion level.

Maj. Jesse McCurley led the project with 

Crawford providing the LSS expertise. Despite a 

demanding work schedule and multiple warfighter 

support missions, they completed the project in 

four months. 

“In general, the LSS methodology is a proven 

improvement concept,” Crawford said. “However, for it to change processes within the Army, 

support at the brigade, battalion and below must 

happen.”

For more information on Lean Six Sigma in the 

Army and SDDC’s efforts, see “Lean Six Sigma on 

a Roll at SDDC,” on page 30.

Capt. Richard Crawford, Lean Six Sigma Green Belt with 

the 1182nd Transportation Terminal Battalion, works with a 

container inventory team member at a forward operating 

base in Iraq. 

SDDC’s first Lean Six Sigma project completed

By Jim Coe

SDDC Lean Six Sigma Manager

in transit visibility
5 translog Summer 2008

SDDC units awarded 

SDDC’s 1185th Transportation Terminal Brigade, Lancaster, Pa., won a 2008 Chief of Staff, 

Army Combined Logistics Excellence Award in 

the “Army Reserve – Large Unit” category. SDDC’s 838th Transportation Battalion, Rotterdam, 

Netherlands, was also recognized as runner-up in 

the “Active Army – Supporting Unit” category.

The ceremony was held June 3 in Alexandria, 

Va. Lt. Gen. Ann E. Dunwoody, then Deputy 

Chief of Staff G-4, hosted the event and recognized winners and runners-up of the Maintenance, 

Supply, and Deployment Excellence Awards.

Joint port operations support 

25th Infantry Div. deployment

The 599th Transportation Group teamed up 

with the Fleet and Industrial Supply Center Pearl 

Harbor, the Navy’s Military Sealift Command, 

and the 25th Infantry Division to begin loading 

the division’s 3rd Brigade onto the USNS Pililaau 

at Pearl Harbor, Hawaii, July 12.

The load out to the National Training Center 

at Fort Irwin, Calif., was the first step in a deployment of 3rd Brigade. It also gave the Army transporters from the 599th the chance to once again 

work a joint port operation in Hawaii.

The USNS Pililaau is named for Pfc. Herbert 

K. Pililaau who was born Oct. 10, 1928, in Waianae, and died Sept. 17, 1951, on Heartbreak 

Ridge during the Korean War. He was posthumously awarded the Medal of Honor for his actions that day.

Former SDDC commander confirmed 

as first female four-star general

The U.S. Senate confirmed July 24 the appointment of Lt. Gen. Ann E. Dunwoody to the 

grade of four-star general.

Dunwoody, who will be the first woman to 

serve as a four-star general in the U.S. military, 

was also confirmed for assignment as commanding general, U.S. Army Materiel Command, 

headquartered at Fort Belvoir, Va. 

“Lt. Gen. Dunwoody’s leadership, character and career have best prepared her to lead the 

Army Materiel Command,” said Secretary of 

the Army Pete Geren. “She will bring 33 years 

of experience to over 56 thousand Soldiers, DA 

Civilians, and their Families in 40 states and 50 

countries as she serves as the next commanding 

general of Army Materiel Command.”

Prior to taking her current assignment as deputy 

commanding general and chief of staff, U.S. Army 

Materiel Command at Fort Belvoir, Va., Dunwoody 

served as the deputy chief of staff, G-4 at the Pentagon. Dunwoody was also the first female commanding general of the Military Surface Deployment and 

Distribution Command, from 2002-2004. 

As AMC commanding general, Dunwoody 

will command the teams of soldiers, civilians 

and contractors responsible for providing materiel readiness and development, new technology, 

acquisition support and logistics.

Lt. Gen. Ann E. Dunwoody, former commander of 

SDDC, has been confirmed for appointment to the 

rank of general. She will be the first female fourstar general in the history of the U.S. military.
in transit visibility

6 translog Summer 2008

An official groundbreaking was held 

April 3 for the building that will house 

the U.S. Transportation Command (USTRANSCOM) Operations Center and serve as the 

headquarters for its Army component command, 

the Military Surface Deployment and Distribution 

Command (SDDC). 

The 180,000 square foot consolidated USTRANSCOM/ SDDC/ Defense Intelligence 

Agency building is scheduled for completion in 

the summer of 2010 and is located directly behind 

TRANSCOM’s current headquarters building. 

SDDC will occupy the building’s third floor. 

SDDC is currently housed in a temporary building at Scott AFB since relocating its headquarters 

from Alexandria, Va. SDDC began relocating last 

August in accordance with the 2005 Base Realignment and Closure (BRAC) Commission’s recommendations. The phased relocation of the SDDC 

Operations Center will be complete once construction is finished.

Representing the SDDC command group at the 

ceremony was Patricia M. Young, Deputy to the 

Commander.

“SDDC received a warm welcome this past 

summer by base and community for the first phase 

of our BRAC relocation,” Young said. “This new 

building represents the final step in our BRAC relocation from Virginia to Scott AFB.”

The U.S. Army Corps of Engineers’ Louisville 

District awarded the $93.6 million construction contract to River City Construction, LLC, in February.

Breaking

Ground

Construction begins 

on joint facility at 

Scott Air Force Base

An artist’s rendition 

of the consolidated 

facility, which is 

slated for completion in 2010.

U.S. Army photo by Mike W. Petersen

in transit visibility ITV transportation and logistics news in brief
7 translog Summer 2008

Brig. Gen James L. Hodge assumed command of the Military Surface Deployment and Distribution Command during a ceremony 

June 30 at Scott Air Force Base, Ill.

Hodge assumed command from Army Brig. Gen. Brian R. Layer who 

had served as acting commanding general of SDDC since May 12.

“It’s great to be back at SDDC,” Hodge said during the ceremony. “It’s 

a true privilege to serve again with a command that has proven time and 

again that it’s capable of learning to adapt to a changing environment.”

Hodge served as SDDC’s deputy commanding general from August 2005 to September 2007. He recently returned from assignment as 

commanding general (Forward) Army Materiel Command Forward and 

Army’s Coalition Forces Land Component Command’s C4 (Logistics and 

supply), Southwest Asia.

The ceremony was hosted by Gen. Norton A. Schwartz, commanding 

general, U.S. Transportation Command, and was officiated by Gen. Benjamin S. Griffin, commanding general, Army Materiel Command.

Passing 

the Colors

Former deputy 

commander 

takes SDDC reigns 

Brig. Gen. James L. Hodge

A cannon battery from the NCO Academy at Fort Leonard Wood, 

Mo., fires a salute to the general officers at the ceremony.

Unit colors represented the SDDC units on duty 

around the world.
8 translog Summer 2008

Sgt. William W. Seay

October 24, 1948 - August 25, 1968

During the summer monsoon of 1968, a critical resupply convoy was 

ambushed in the tiny farming village of Ap Nhi, Vietnam. In fighting back the ambush at Ap Nhi, Sgt. William W. Seay earned the 

nation’s highest military honor, but lost his life. TRANSLOG and SDDC 

commemorate the 40th anniversary of Sgt. Seay’s courageous and 

selfless actions with this narrative of the battle.

August 25, 1968, was a 

typical monsoon season 

day. The clouds hung low, 

making flying helicopters dangerous, while intermittent hard rain 

drenched the area. A large resupply convoy of 81 trucks from the 

48th Transportation Group departed 

Long Binh in three serials with six 

refrigeration trucks in the front, followed by cargo trucks, then fuel and ammunition trucks in the rear. The unimproved roads that spread out from Long Binh and Saigon like the spokes of a 

wheel were flat and filled with pot holes. 

The convoy resupplied the 1st Brigade, 25th Infantry Division, located just 

seven miles from the Cambodian border. It normally took a few hours to complete the trip because of the mandated convoy speed limit of 20 miles per hour. 

The 1st and 3rd Brigades of the 25th Infantry Division typically provided 

road security along the Main Supply Route, but the division’s new commander, 

Maj. Gen. Ellis W. Williamson, had ordered the 3rd Brigade to Saigon. Convoy security was a high priority, but Military Assistance Command, Vietnam 

(MACV,) respected the local commander’s decision. The reduction in force 

resulted from the anticipated third phase of the Tet Offensive. Williamson 

moved the 2nd Battalion, 34th Armor back to Cu Chi, while still ordering the 

1st Brigade to secure the main supply route. Col. Duquesne “Duke” Wolf, 

1st Brigade’s commander, only had three undermanned rifle companies, three 

40 years ago

“The Department of Transportation has announced 

a Federal vehicle safety standard designed to help 

deter auto thefts by requiring every new passenger 

car to have an identification number which can be 

read from the outside of the car...”

Transportation Proceedings, August 1968

30 years ago

The Federal Aviation Administration wants airline 

passengers to stay in their seats and keep seat 

belts fastened throughout the flight. A new regulation has been proposed to require such on all 

domestic, flag and supplemental air carriers...

TRANSLOG, July 1978

Ambush at Ap Nhi Ambush at Ap Nhi

By Richard E. Killblane

U.S. Army Transportation Corps Historian

from the archives
9 translog Summer 2008

undermanned mechanized infantry companies, 

two 105mm artillery batteries, and two medium 

batteries with no armored cavalry units attached. 

Wolf challenged Williamson’s decision, to no 

avail. Only eight military police gun jeeps provided security for the 81 vehicles in the convoy. 

The village of Ap Nhi and the Ben Cui Rubber Plantation, known locally as Little Rubber, 

flanked Route 22 for about a mile. The Ap Nhi 

side was mostly farm land, while the Little Rubber side had rubber trees growing to within 15 

feet of the road. A drainage ditch and an earthen 

berm paralleled the road inside the trees. 

At 11:45 a.m., the convoy entered the quiet 

village of Ap Nhi. The convoy passed what 

looked like a column of Army of the Republic 

of Vietnam (ARVN) soldiers marching along the 

north side of the road adjacent to the Little Rubber. The lead vehicles of the convoy had started to 

leave the village and the ammo and fuel vehicles 

were alongside the column when the supposedARVN soldiers opened fire on the convoy. The 

soldiers turned out to be Viet Cong. Elements of 

the 88th North Vietnamese Army Regiment had 

moved into the Little Rubber the previous evening to prepare an ambush.

This signaled the VC and NVA troops positioned in the Little Rubber to initiate an intense 

barrage of rocket, machinegun, and automaticweapons fire on the convoy. The enemy first 

targeted the eight gun jeeps. The enemy then fired 

at the lead fuel trucks hoping to block part of the 

convoy. Two fuel tankers began to burn. In front 

of them, 30 trucks sped away, following standard 

operating procedure, leaving 51 trucks stranded 

in the mile-long kill zone. The enemy then set 

two ammunition trailers on fire at the rear of the 

convoy, sealing the trucks in place. The drivers 

climbed out of their vehicles and took up defensive positions either behind their trucks or in the 

ditch along the road. 

The enemy had thoroughly planned the ambush. It occurred well beyond the range of the 

1st Brigade’s artillery. Likewise, the low ceiling 

initially prevented the use of air support. With 

the convoy trapped, the enemy left their cover 

and made a rush on the column of trucks. 

When the convoy 

stopped, Spc. 4 

William W. Seay, 

a 19-year-old driver from 

the 62nd Transportation 

Company, immediately jumped out 

of his truck and took a defensive 

position behind the left rear dual 

wheels of his truck. Seay’s trailer 

carried high-explosive artillery 

powder charges. Spc. 4 David M. 

Sellman, also of the 62nd, in the truck 

behind Seay did the same. Another 

driver joined them, and the three drivers fought 

about 20 feet apart. 

When the North Vietnamese assault 

reached to within 10 meters of the road, 

Seay, who was the closest, opened fire, 

killing two of the enemy. Sellman shot one enemy 

soldier just 15 meters in front of him, before his 

M-16 jammed. The drivers, however, had successfully turned back the first enemy assault. 

The beleaguered drivers came under automatic fire from the berm and sniper fire from the 

trees. Seay spotted a sniper in a tree approximately 75 meters to his right front and killed him. 

Within minutes an enemy grenade rolled under 

the trailer within a few feet of Sellman. Without 

20 years ago

“When mounted on vehicles [microprocessors] 

will be used to automatically charge bridge or 

highway tolls.”

- Chuck Stan, MTMC industrial economist, from 

“Technological changes will have major impact,” 

TRANSLOG, September 1988

10 years ago

The “Keystone State,” a barge-derrick crane is 

christened June 20. The vessel honors 13 Army 

Reserve soldiers from the 14th Quartermaster 

Detachment (Greensburg, Pa.) that were killed by 

a SCUD missile during Operation Desert Storm.

TRANSLOG, Issue 2, 1998
10 translog Summer 2008

hesitation, Seay ran from his covered position 

while under intense enemy fire, picked up the 

grenade and threw it back to the North Vietnamese position. Four enemy soldiers jumped up from 

their covered position and tried to run when the 

grenade explosion killed them. 

Minutes later another enemy grenade rolled 

near the group of drivers. Sellman kicked it off 

the road behind him. After it exploded, another 

enemy grenade rolled under Seay’s trailer approximately three meters from his position. Again 

Seay left his covered position and threw the 

armed grenade back at the enemy. At the same 

time Sellman shot an enemy soldier crawling 

through the fence. After returning to his position, 

Seay and Sellman killed two more NVA soldiers 

trying to crawl through the fence. 

Suddenly a bullet shattered the bone in Seay’s 

right wrist. Seay called for Sellman to cover him 

as he ran back to the rear looking for someone to 

treat his wound. 

Seay located Lt. Howard Brockbank, Spc. 

4 William Hinote, and four other drivers in a 

group. Hinote saw that Seay had lost much blood 

and was in pain. One man applied a sterile 

dressing on the wound, but it did not stop the 

bleeding. Hinote then tied a tourniquet around 

Seay’s wrist with his shirt. Seay continued to 

give encouragement and direction to his fellow 

soldiers. 

Hinote mentioned his concern about Seay’s 

shattered wrist. Seay told him to stay alive and 

not to worry about him. One soldier fired a full 

clip of his M-16 in one burst. “Take it easy!” 

Seay admonished the soldier. “Don’t waste your 

ammo—we may run out. What will we do then, 

stand up and fight them with our fists? I wouldn’t 

be any good at that!” 

Weak from the loss of blood, Seay moved to 

the relative cover of a shallow ditch to rest. After 

another half hour of fighting, Hinote brought him 

some water. They occasionally fired at enemy 

positions while waiting for the next attack. Seay 

noticed three enemy soldiers who had crossed the 

road and were preparing to fire on his comrades. 

Seay raised to a half crouch and fired his rifle with 

his left hand, killing all three. Suddenly, a sniper’s 

bullet struck Seay in the head, killing him instantly. He only had 60 days left in-country. 

The battle continued for nearly nine hours, 

with artillery, aviation and infantry support helping to turn the tide for the outnumbered drivers. Around 9 p.m., an armored 

cavalry troop finally arrived at the rear of the 

column and forced the enemy to withdraw. Seven drivers lost their lives in the ambush, 10 more 

were wounded and two were taken prisoner. Of 

the relief force, 23 were killed and 35 wounded. 

This was the first large scale ambush for the 48th 

Group. 

For conspicuous gallantry and intrepidity in action, Seay was posthumously promoted to sergeant 

and awarded the Congressional Medal of Honor.

The Large, Medium-Speed Roll-on/Roll-off 

Ship USNS William W. Seay (T-AKR 302) 

was christened June 20, 1998. In addition 

to the Bob Hope Class ship, Seay’s name 

graces five military parade fields, two 

tugboats, two officers’ barracks, a training 

center, a movie theater, an auditorium and a 

shopping mall.

U.S. Navy Photo

Bibliography:

Leonard, Ron; “The Ambush At Ap Nhi;” [online] downloaded May 2008; <http://25thaviation.org/id804.htm>

Tunnell, Stephen C.; “Convoy Ambush at Ap Nhi;” Vietnam; April 1999.
translog 11 Summer 2008

transitions

Maj. Gen. Kathleen M. Gainey, 

15th commander of SDDC, relinquished 

command May 12 to Brig. Gen. Brian 

R. Layer, SDDC deputy commanding 

general. Layer served as acting commander until June 30, when Brig. Gen 

James L. Hodge assumed command in 

a ceremony at Scott Air Force Base (see 

page 7 for the full story and photos.) 

Gainey was confirmed for the rank of 

lieutenant general and now serves as the 

Army G-4.

In a May 6 ceremony, the 595th 

Transportation Terminal Group was 

officially stood-up, with Col. Stanley 

H. Wolosz, II, assuming command from Col. Sue 

Davidson, commander of the 599th Trans. Group 

and interim commander for 595th (Provisional.)

Col. Stephen Farmen, 598th Trans. Group 

commander, relinquished command to Col. Mark 

Westbrook in a ceremony at Rotterdam, the Netherlands.

Lt. Col. James Stanford passed the colors of the 

831st Transportation Battalion to Lt. Col. Michael 

Frego as he assumed command in Bahrain June 12.

Lt. Col. Robert Lehman assumed command of 

833rd Trans. Bn. from Lt. Col. Lydia V. Reeves at 

Seattle, Wash., June 18.

Lt. Col. Russell Cole accepted command of 

834th Trans. Bn. from Lt. Col. Gregory Kandt in 

Concord, Calif., June 19.

Lt. Col. Joseph Calisto, commander, 837th Trans. 

Bn., handed the battalion’s colors to Lt. Col. Samuel 

Blanton in Daegu, Republic of Korea, June 20.

Lt. Col. Colice Powell, passed the battalion’s 

colors of the 836th Trans. Bn. to Lt. Col. Craig W. 

Jorgenson at Yokohama, Japan, June 24.

Lt. Col. Ralph Riddle accepted command of 

832nd Trans. Bn. from Lt. Col. Manuel C. Meno

in a ceremony at Jacksonville, Fla., July 17.

Brig. Gen. Brian R. Layer, deputy commanding general for SDDC was promoted to brigadier 

general in a ceremony at Fort Eustis,Va. May 9.

Brig. Gen. Peter S. Lennon, Deputy Commander - Mobilization for SDDC, was promoted 

to brigadier general, in a ceremony June 6 at Seay 

Plaza, Fort Eustis, Va.

Maj. Gen. Kathleen Gainey receives the SDDC colors from 

Command Sgt. Maj. Tomas Hawkins during her change of 

command ceremony May 12.

Lt. Col. Colice Powell, Col. Sue Davidson, commander, 599th Transportation 

Group, and Lt. Col. Craig W. Jorgenson

salute during the 836th Trans. Bn. change 

of command at Yokohama, Japan, June 24.
12 translog Summer 2008

Twenty members of the 599th Transportation Group were able to find out how it felt to be part of Central Command in Southwest Asia when they deployed to work at the Port 

of Ash Shuaiba in Kuwait from November 2007 

to May 2008.

The deployment element included the commander; command sergeant major; operations 

officer and staff; first sergeant; logistical staff; 

information management specialists; and the command affairs officer, all normally headquartered 

with Pacific Command in Hawaii.

From the moment the staff reported in, they 

complemented the 595th Transportation Terminal 

Group staff already on the ground. Aside from the 

operations officer, who filled the role of deputy 

commander of the 595th, all the deployed personnel filled the same roles they performed daily at 

their home station of Wheeler Army Airfield, Hawaii, but with differences unique to the war zone.

“The main difference in Kuwait is that you 

could see the results your actions had on the 

Soldiers in the war,” said Col. Susan Davidson, 

commander of the 599th. “Another difference is 

the amount of time you had [in Kuwait] to make 

a decision. There we would have to go with an 

80 percent solution. While [in Hawaii], we have 

more time to plan, and can do the research and 

wait for the 95 percent solution,” she said.

Chris Goss, planner for the operations 

section, said his work was more diverse in 

Kuwait.

“Here in Hawaii everybody pretty much 

stays in his own lane. There is some leeway, 

but the position description says what you are 

supposed to do,” Goss said. “In Kuwait, if you 

noticed that something needed to be done, you 

would just go do it, and it could turn out to be 

as, or more, important than your usual job.” 

In supporting the 595th, the deployed team 

was the single port manager for 84 seaports 

in theater. They conducted deployment and 

redeployment of all units’ sea and land cargo. 

Through the deployment, they managed more 

than 125,000 pieces, or 64 percent of the military cargo moving in the world at that time.

Of that cargo, 51,650 pieces of import and 

31,231 pieces of export cargo moved through 

the Port of Ash Shuaiba, the busiest military seaport in the world. 

The quick operational tempo was immediately apparent to the deployed team, as one of 

the most critical shipments to soldiers in Iraq 

began arriving by sea shortly after they did. The 

first Mine Resistant Ambush Protected transport 

vehicles to arrive in theater by sea came into Ash 

Shuaiba onboard the MV Alliance New York the 

evening of Nov. 25.

Contractors load containers onto the LSV Bunker, an 

Army ship based in Kuwait Feb. 9, at the Port of Ash 

Shuaiba, Kuwait.

From the South Pacific to Southwest Asia:

599th Transportation Group deploys to support CENTCOM

By Donna Klapakis

599th Transportation Group Command Affairs Officer
13 translog Summer 2008

“I am so proud of how 

quickly we handled the turn 

around on the MRAPs going 

into Iraq,” said Davidson. 

“They were first priority. As 

soon as the divisions could 

accept them, as soon as there 

was room for one more, we 

shipped it north.” 

The 595th, with its 599th 

crew, did not do all the work 

itself. The immense amount 

of work was divided between the group and five 

battalions in theater. 

The 831st Deployment and Distribution Support 

Battalion handled the Port of Fujairah and United 

Arab Emirates vessel operations as well as tracking 

Afghanistan deployments and redeployments.

The 840th Deployment and Distribution 

Support Battalion provided redeployment support to all units in Iraq, and handled container 

management and Export Traffic Release Request 

processing for Defense Travel System cargo 

flowing through Umm Qasr.

The 1173rd Terminal Transportation Battalion controlled joint reception, staging, and 

onward movement of cargo at the Port of Ash 

Shuaiba.

The 1190th Deployment Support Brigade at 

Kuwait Naval Base, which was replaced by the 

1179th Deployment Support Brigade in April, 

provided assistance to deploying and redeploying 

units in the planning, documentation and coordination of worldwide movement requirements. 

As a part of moving the cargo, the unit had 

to keep track of containers in the theater. The 

1182nd Transportation Battalion at Camp Arifjan, Kuwait, was tasked with that responsibility. 

The task required an entire battalion’s full attention. Before formation of the battalion, many 

containers were unaccounted for after they left 

Kuwait to go north.

While 40 percent of its staff, including twothirds of the operations section, was deployed to 

Kuwait, the portion of the 599th Transportation 

Group that remained in Hawaii was still tasked 

with the entire Pacific Command movement 

mission.

The command was only able to replace half 

of the empty positions with individual military 

augmentees.

“Our job didn’t get smaller because some of 

us were deployed,” said Cmdr. Thomas LaCoss, 

599th executive officer. “We still had the entire 

Pacific mission, with all of its exercises. We all 

came together and didn’t miss a beat to complete 

the mission,” he said.

“My main concern was to make sure the customers knew that we wouldn’t let them down,” 

said Col. Cedric Jasmin, acting commander in 

Hawaii during the deployment. “I knew that the 

relationship the group had built with them over 

time was one of absolute trust, and I’m happy to 

say we were able to maintain that trust.”

Statistics and mission descriptions mentioned 

in the story are from data compiled by the 595th 

TTG operations section.

MRAPs roll off the tug and barge Thunder and Lightning at the Port of 

Ash Shuaiba, Kuwait, Dec. 23.
14 translog

Americans have demonstrated an altruistic streak 

when it comes to their military servicemembers. 

Many have donated money or time to charitable 

organizations dedicated to helping disabled veterans 

recover from wounds, both internal and external. Since 

the attacks of Sept. 11, 2001, grassroots volunteer-based 

groups have cropped up across the country in support 

of veterans. These homespun organizers give more of 

themselves, often in spite of income or time constraints, 

to make other people’s lives better.

Parents and spouses of those killed or injured have 

started many of these organizations – providing hope and 

strength to other veterans and families facing the same 

challenges. In some cases, the organizers themselves are 

able to move forward by helping others. William “Mike” 

White falls into that category.

White, a Military Surface Deployment and 

Distribution Command (SDDC) equipment inspector at 

Military Ocean Terminal, Sunny Point (MOTSU), N.C., 

is the founder and executive director of Camp Hope, 

located on a parcel of land in southeastern Missouri. This 

very special place is living up to its name by helping 

disabled veterans participate in outdoor activities they 

enjoyed prior to becoming injured or disabled. 

 White’s journey to help others started with a tragedy. 

His son, Pfc. Christopher Neal White, a Marine assigned 

“Nature heals.”

SDDC’s Mike White builds 

a living, healing memorial 

in Missouri

by Lt. Col. Karen Conley

photos by Mike W. Petersen

The entrance to Chris Neal Farm, near 

Farmington, Mo., bears the motto of 

Camp Hope: “Our thank you for serving.”

Summer 2008
15 translog Summer 2008

to the First Marine Expeditionary Force, died in Iraq in 2006 

when an improvised explosive device (IED) exploded under 

his vehicle in al-Anbar Province. White and his family were 

determined to find a way to keep their son’s memory alive. 

The most logical choice was to do something associated with 

the outdoor activities Chris loved. According to his father, 

Chris was an avid outdoorsman from an early age, learning to 

hunt and fish while growing up in Kentucky and Missouri. 

With this in mind, White purchased 180 acres of land – 

known as Chris Neal Farm – 70 miles south of St. Louis, Mo., 

for the purpose of providing disabled veterans a handicappedaccessible lodge and land for outdoor recreational activities to 

include hunting and fishing. He named the small farmhouse 

on the property in honor of Camp Hope in al-Anbar Province, 

Iraq. A new lodge, in the planning stages, will become the 

official Camp Hope facility. When it is completed, it will 

accommodate up to six veterans at a time. Frederick W. Hill, 

an architect and retired Army lieutenant colonel from Webster 

Groves, Mo., has already drawn up the plans for the 4,000 

square foot, handicapped-accessible structure at no charge to 

the organization. 

“People do not realize what these veterans are going 

through when they come home,” White said. “There is selfesteem involved, and no hospital has a tree stand or gets them 

outdoors. These returning veterans need to enjoy what they 

used to do. Being here also gives them the opportunity to talk to other veterans who have experienced 

the same thing.” 

He believes Camp Hope is therapeutic as a place where there are no judgments or limits. It seems 

to be the right environment for veterans to deal with some of their challenges, he said.

White, who grew up in Missouri, chose the Farmington area because he had a strong support 

network there to help him get 

Camp Hope established. He 

devotes as much time as he 

possibly can, given the fact that he 

lives and works in North Carolina. 

Without the support of the board 

members, White admits he could 

not have started this project. 

Jared Feldman, a former Army sergeant wounded 

in Iraq, spreads a fan of tail feathers from a turkey 

he killed at Camp Hope during the April turkey hunt.

1st Lt. Joe Bogart displays his glass 

eye, one of the results of an IED 

attack in Iraq. Bogart, a combat 

engineer, chose to wear the U.S. 

Army Corps of Engineers castle 

with pride.
16 translog Summer 2008

“Camp Hope is supported by all volunteers,” said White. According to 

him, they check on the property between hunting seasons, stock the camp with 

supplies, work the trails to make them more accessible, attend fundraisers, and 

participate in outdoor activities with the veterans. “At some point in the future, I 

would like to hire a disabled veteran to manage the facility and have year round 

access,” said White.

While all the visitors hope to bag a deer or catch a bass, hunting is a backdrop 

to the healing process.

“If you don’t get anything, who cares?” 

said Jared Feldman, a former U.S. Army 

sergeant from Willard, Mo. Feldman suffered 

shrapnel wounds and hearing loss when he was 

wounded in Iraq. “It’s about the camaraderie. 

I am glad Will started this program; it’s an 

incredible place.” 

Being able to talk about the experiences 

that have shaped their lives is just as important 

as the outdoor activities. They all echo the 

same sentiment: spending time at Camp Hope 

aids in the healing process.

1st Lt. Joe Bogart, an engineer with the 5th 

Engineer Battalion, Fort Leonard Wood, Mo., 

was an active hunter before being struck by an 

IED while deployed to Iraq. The bomb claimed 

one of his eyes completely and left him legally 

blind. He was the first veteran invited to Camp 

Hope. With some assistance from friends and 

volunteers, he was able to participate in both 

the 2007 deer and the 2008 turkey seasons. 

Mike White (seated) swaps 

stories with fellow hunters 

and veterans at Camp Hope 

during the spring turkey 

hunt. 

Beneath the American flag flies a 

tribute to fallen soldiers that reads 

“Lest they be forgotten.” 
17 translog Summer 2008

The creeks, woods and hills of Chris Neal Farm provide a peaceful, picturesque backdrop for the 

hunting, fishing and camaraderie among combat veterans.

“It’s hard to put into words why I wanted to come back.” Bogart said during 

the April turkey hunt. “In November, I was sitting on a rock overlooking an open 

field, hoping a deer would come, and suddenly I didn’t care if I got a deer. A sense 

that everything is right in the world came over me, similar to my wedding day or 

when I first held my son. Some things are different, but I am still the same guy I 

was before I went to Iraq.” 

“I love coming here; it is something different,” added Sgt. Bobby Lisek, of 

Springfield, Mo., who lost a leg and suffered a brain injury in an explosion in Iraq. 

“I didn’t have any friends back here when I came back. I was able to meet other 

veterans like me who I have kept in touch with since leaving Camp Hope. It really 

helps. Even though I didn’t get anything, it was the most fun I have had deer 

hunting since I was a kid.”

White is expanding the use of the camp to allow the Department of Veterans 

Affairs Hospital in Poplar Bluff, Mo., to use the camp as an offsite location. All 

disabled veterans and their family members are eligible to visit at no cost, but first 

priority goes to veterans referred by disabled veterans service organizations. 

White’s determination to pay tribute to his son and to help wounded 

veterans is gaining momentum. He has strong support in both the local Missouri 

community and Southport, N.C. Local organizations continue to support Camp 

Hope through fundraisers and donations of time and materials. Determined 

to expand the scope of Camp Hope, White was able to convince the Missouri 

Department of Conservation to waive the out of state fee for hunting licenses for 

disabled veterans. Missouri was the first state to take this action. White’s ultimate 
18 translog Summer 2008

vision is to see a Camp Hope in every state.

For White, the living memorial he is building in the Missouri woods to his son 

and to those who serve is an imperative. 

“It had to be done, and hunting and being outdoors is what Chris enjoyed 

doing. It helps me to know that I am helping others.”

Both volunteers and veterans alike see the evidence of White’s work to help 

veterans. 

“You see a change in them from the day they get here and the day they leave,” 

said Jerry Wells, a Camp Hope Board Member and long time friend of White. 

“Nature heals.”

 “This place is the best 

medicine,” Bogart said. “When I 

first came here, I got to know some 

other guys and we started talking 

about things we have dealt with. You 

talk to other people and get to see 

different perspectives out here. For 

some people to come to deer camp, 

it allows some of the scars to heal. 

Scars on the outside heal, but the 

ones on the inside are the hardest to 

heal.”

The website for Camp Hope is 

www.ChrisNealFarm.com. One of the tree stands on Chris Neal Farm overlooks a small 

glade in the Missouri woods.

1st Lt. Joe Bogart (right) talks with Camp Hope founder William “Mike” White.
19 translog Summer 2008

A brand new gazebo sits under several 

large shade trees next to a small pond 

at Military Ocean Terminal Sunny 

Point (MOTSU). Next to the gazebo is a large 

stone with the inscription, “Fallen Soldier 

Memorial, In Remembrance Of those who 

Served, All Gave Some, Some Gave All.” 

This peaceful new setting is the terminal’s 

tribute to those North Carolina service members 

who have given their life in the War on Terror. 

“It is a quiet peaceful place for the 

MOTSU family to honor those who have 

sacrificed,” said Col. Michael Babul, the 

installation commander.

This project, completed by MOTSU employees on their own time with donations from the 

local community, could not have happened without the vision of Dan Golden, President of the 

American Federation of Government Employees 

Local 1708 at MOTSU. According to Golden, the 

employees wanted to do something to show their 

appreciation for America’s fallen heroes, especially because some of their own employees had 

lost loved ones in Iraq. He went to the command 

in 2006 with a concept plan for the memorial. 

“I went to Col. Babul and Mr. Parker with a 

stick man drawing,” Golden said. “They said we 

need some real plans so I took my drawing to local artist Holly Diehl for a rendering.” 

The command approved the rendering by 

Diehl and the MOTSU family started working on 

their new project in February 2007. The finishing touches to the Memorial were completed the 

week prior to the 2008 Memorial Day holiday. 

The MOTSU employees took the upcoming holiday as an opportunity to dedicate the 

new structure. The ceremony included speeches 

from Babul, Provost Marshall Capt. Carl Reuter, 

Golden, and William White, a MOTSU employee 

whose son, Christopher was killed in Iraq in 2006. 

“This dedication was a culmination of almost 

two years of planning and work,” said Golden. 

“It was all volunteers, off the clock, no government dollars. With donations and the fundraisers, 

we did it.”

 Orators read the names and rang a bell for 

each North Carolina veteran who has been killed 

in the War on Terror. All of the local businesses 

that made donations were in attendance, as well 

as Rosalie Lewis Calarco, a representative for 

Congressman Mike McIntyre, 7th District, North 

Carolina. The ceremony concluded with a reception adjacent to the memorial.

Sunny Point employees build 

memorial to fallen heroes

Mike White, SDDC equipment inspector 

and founder of Camp Hope, bows his head 

during the dedication of the memorial.

“It is a quiet, peaceful place for the MOTSU family to 

honor those who have sacrificed,” Col. Michael Babul, 

Sunny Point commander, said of the memorial built by 

employees. 

By Lt. Col. Karen Conley

Photos by Ted Fanning
As of June 2008, more than 4,000 Mine 

Resistant Ambush Protected (MRAP) vehicles have been delivered by sealift out 

of Charleston, S.C. to the U.S. Central Command 

area of operations in the Middle East.

The MRAP sealift operation in Charleston 

is managed by the 841st Transportation Seaport 

Battalion, a subordinate unit of Military Surface 

Deployment Distribution Command (SDDC). 

Multiple Department of Defense and commercial partners are involved in the operation, to 

include Military Sealift Command, Naval Space 

and Warfare Command, Coast Guard Charleston, 

contracted longshoremen from Marine Terminals 

Corporation, and the Savannah Marines.

“This is truly an achievement of all the military and commercial partners in this venture,” said 

Gen. Norton A. Schwartz, U.S. Transportation 

Command commander. “These lifesaving vehicles 

are proving their value every day in protecting our 

warfighters and keeping them safe while in harm’s 

way.”

MRAP vehicles have an awesome record of 

saving lives in Iraq and Afghanistan. The special design and characteristics of MRAP vehicles 

help deflect and deter impact from road side 

explosions such as improvised explosive devices 

(IEDs) and explosive formed projectiles (EFPs).

High ranking DOD officials and military officers such as Secretary of Defense Robert Gates, 

and the 3rd Infantry Division commander, Maj. 

Gen. Rick Lynch, have praised the MRAP vehicle 

performance in combat.

“MRAPs allow my soldiers to survive explosions that were previously deadly. I am convinced of that, Lynch said in a USA Today article.

The shipment of these vehicles by sealift has 

not been without multiple challenges. The 841st 

Trans. Bn. in Charleston worked as a team to record the dimensions of a variety of new vehicles 

as they arrived in the seaport staging area. SDDC 

soldiers and Department of the Army civilians 

20 translog Summer 2008

SDDC Charleston works jointly to ship 4,000 MRAPs

By Maj. Chris LeCron, SDDC Command Affairs

Photos by Master Sgt. Kevin Young

From the weather deck of a Navy cargo ship, a sea of new Mine Resistant Ambush Protected vehicles is 

visible at the Charleston seaport, ready for sealift to U.S. Central Command in March 2008.

Army, Navy, Marines, Coast Guard take part in deploying lifesaving trucks
worked long hours preparing the high-priority 

cargo for sealift.

 Although many MRAP vehicles arrived very 

close to the vessel load date, the MRAP sealift 

team worked quickly to ensure the cargo was 

properly documented, inspected, and loaded safely 

and securely while meeting the required delivery 

date.

“Since MRAP vehicles are such high priority 

cargo, we inspect and inventory the vehicles daily 

down to each type by model, branch of service, 

and designated vessel,” said Capt. Phil Raumberger, 841st Trans. Bn. operations officer.

The Charleston MRAP sealift team expects 

to continue loading large quantities of MRAP 

vehicles throughout the calendar year to meet the 

Secretary of Defense’s delivery timeline. Sealift 

shipments can send up to 500 MRAP vehicles on 

one Military Sealift Command vessel.

The 841st also manages a dedicated workforce 

of civilian longshoremen. 

“Without the Local 1422 longshoremen, we 

would have to bring a large group of qualified 

soldiers to the port to act as our labor force,” said 

Kristine Sports, 841st Trans. Bn. contracting officer representative.

translog 21 Summer 2008

Coast Guard Sector Charleston provides waterside security during an MRAP upload in 

support of Operation Iraqi Freedom by the 841st Transportation Battalion, at Charleston, S.C., March 2008.

A Marine from the 4th Landing Support Battalion, 

Savannah, Ga., directs movement of Mine Resistant Ambush Protected vehicles in the Charleston 

seaport staging area in preparation for loading 

a cargo vessel.
Marines from the 2nd Beach and Terminal Company, 4th Landing Support Battalion, Savannah, Ga., took part in an awards ceremony 

June 3, recognizing two of their own with awards usually given to soldiers in the Army.

Lance Cpl. A. J. Banks and Lance Cpl. J.T. Brown 

were presented with Army Achievement Medals for supporting the 841st Transportation Seaport Battalion and 

the Military Surface Deployment and Distribution Command’s seaport operations over the last nine months.

“These Marines have provided top notch support to 

our high-tempo Department of Defense seaport mission 

in Charleston and Savannah over the last nine months,” 

said Lt. Col. Randolph Haufe, commander of the Army’s 

841st Trans. Bn. 

The Marines served in support duties at the port, 

including traffic management, movement control, force 

protection, cargo documentation and inspections. Banks 

and Brown supported the deployment of the Army’s 3rd 

Infantry Division out of Savannah, Ga., the shipment 

of more than 4,000 Mine Resistant Ambush Protected 

vehicles (MRAPs) out of Charleston’s strategic seaport 

in South Carolina, as well as other missions.

“It is great for my Marines to witness these awards in 

a unique, joint environment,” said Maj. John Sattely, the 

Marines’ commander.

22 translog Summer 2008

Marines awarded for support to MRAP mission

Lance Cpl. A. J. Banks (left) and 

Lance Cpl. J.T. Brown (right,) pose 

with Army Master Sgt. Kevin Young.

The largest sealift shipment of MRAPs out of 

Charleston consisted of more than 500 vehicles 

on one Navy cargo ship. Transporting the same 

amount of vehicles by airlift would require approximately 150 Air Force cargo planes.

The MRAP airlift mission will continue as it is 

the fastest method to transport the high priority cargo. However, the ability of DOD sealift by the 841st 

in Charleston to ship several hundred MRAPs on 

roll-on roll-off vessels and more than 500 MRAPs 

on Navy cargo ships will ensure that the vast majority of MRAPs will be moved via sealift.

“We are putting all of our efforts and time into 

shipping this life-saving equipment,” said Guillermo Mosquera, an Army civilian transportation 

specialist with 841st and retired Army noncommissioned officer.

“We take great pride in assisting with the 

secure surface movement of such high-priority 

cargo,” said Chief Warrant Officer Robyn Kapperman, military outload liaison, Coast Guard 

Sector Charleston. Kapperman coordinates Coast 

Guard waterside security and seaport force protection escorts for MRAP sealift and other priority DOD sealift missions in Charleston.

“The shipment of these MRAPS is a top 

priority mission for the Army and Marines,” 

said Maj. John Sattely, commander of the Savannah Marines, 4th Beach Terminal Company, 

Landing Support Battalion. “We provide 5- to 

10-member teams of Marines to support these 

MRAP sealift missions. These missions give 

my Marines a great training opportunity, help 

SDDC reduce contracted labor costs, and give 

us the opportunity to support a high priority 

DOD logistics mission.”
translog 23 Summer 2008

white papers:

Learning from Industry 

The commercial distribution sector has had 

widespread success by adopting web-based, 

web-assigned tracking numbers. Their underlying motive is certainly the “bottom-line;” and to 

affect that “bottom-line,” companies have sought 

to better serve their customer needs through the 

application of information technology. The assignment of unique life-cycle tracking numbers 

for customer visibility is a cornerstone strategy 

for corporate America. Today, nearly every successful enterprise uses some form of tracking 

number to manage their products and services. 

Whether it is a mega-volume small package carrier such as FedEx, DHL or UPS; a large 

retail chain such as Wal-Mart; an international 

ocean carrier such as APL, SeaLand or Maersk; 

or even a fish and game wildlife environmentalist; every one relies upon unique life-cycle tracking numbers to hold business information together as it passes through enterprise databases. They 

realize that by tightly integrating corporate data, 

they can provide quick, simple and understandable responses to any customer inquiry. In the 

end, satisfied customers breed more business opportunity, and more business opportunity breeds 

larger “bottom-lines.” 

In addition to the tangible customer benefits 

from this data integration strategy, there are 

internal corporate benefits as well. The strategy 

also allows these organizations to track critical 

corporate information across domain boundaries; e.g. operations, finance, inventory/tracking, 

scheduling (planning), marketing and resource 

management. Without a business focused integration strategy to share information, the business becomes fragmented and critical business 

information becomes compartmentalized, and 

eventually loses inherent value to the business as 

a whole. 

So, if this approach is being used so successfully by so many, why has the Department 

of Defense (DOD) not yet realized the value to 

be gained by the introduction of a unique tracking number for unit deployments? Over the past 

20 years, the DOD’s joint planning and execution community has continued to seek ways to 

compare actual execution detail with its associated planned movement. This has continually 

been identified as a major command and control 

goal – to accurately depict a “plan versus actual” 

view and make needed adjustments as real world 

events affect the plan. However, the fundamental pitfall of this goal has always been that the 

classified planning domain of Joint Operation 

Planning and Execution System (JOPES) and 

the unclassified execution domain of the Defense 

Transportation System (DTS) use significantly 

Developing a Unique Department of Defense

Unit Movement Transportation Tracking Number

Overcoming Barriers to Force Movement Visibility

By David A. Vail, U.S. Transportation Command

“Logistics sets the campaign’s operational limits. The lead time needed to arrange 

logistics support and resolve logistics concerns requires continuous integration of logistic 

considerations into the operational planning process. This is especially critical when available planning time is short. Constant coordination and cooperation between the combatant command and component staffs--and with other combatant commands--is a prerequisite for ensuring timely command awareness and oversight of deployment, readiness, and 

sustainment issues in the theater of war.” 

-- Joint Pub. 1: Joint Warfare of the Armed Forces of the United States
24 translog Summer 2008

different data models with differing levels of 

detail. For that very reason, an accurate, detailed 

portrayal of “plan versus actual” has met with 

failure.

The United States Transportation Command 

(USTRANSCOM) and United States Joint Forces Command (USJFCOM)-sponsored Transportation Tracking Number (TTN) initiative finally 

addresses this issue. 

Early Efforts to Track Unit Movements 

Subsequent to Sept. 11, 2001, high volume 

deployments supporting U.S. operations in 

Afghanistan mandated better deployment data 

visibility. Early analysis revealed extensive variance in the accuracy and completeness of unit 

deployment data and, over time, the reported 

operational picture of the unit deployment status 

was significantly distorted. 

When viewing Unit Line Number (ULN) 

requirements in the JOPES, the corresponding scheduling and movement visibility was 

no better than 27 percent. When the same unit 

deployment data was researched in the Global 

Transportation Network (GTN) with the Unit 

Identification Code (UIC), 85 percent of the unit 

shipment data was visible. 

Of significant interest was the magnitude of 

“key” data element errors across multiple systems and processes; e.g. incorrectly constructed 

Transportation Control Numbers (TCNs), or 

missing and/or incorrect ULNs. This early look 

into deployment data uncovered significant data 

breakdowns that regularly occur in the execution-planning cycle, and provided fertile areas 

for attacking unit move visibility problems in 

order to develop a long-term solution. 

Overall the study revealed that systems work 

as designed when provided all critical data at 

the beginning of the process. However, it also 

revealed that the lack of process discipline and 

continuous human intervention with the data created significant voids in the ability to maintain 

these critical data associations. New tools, new 

procedures, and a greater emphasis on data quality will be needed in the future to affect a longterm solution.

In the deployment planning and execution 

domains, there are crucial pieces of information represented by data elements that must be 

understood. During contingencies, initial movement requirements are defined in an aggregated 

fashion in JOPES; while the actual shipment 

detail during movement of these requirements is 

recorded in DTS systems. 

To get a “planned versus actual” perspective, 

critical pieces of information from the plan and 

execution space must be held together from the 

very beginning of movement planning through 

closure at the end of movement. It is only by 

maintaining cross-domain linkages of these relationships that a user can ultimately understand 

the status of deployment and determine how 

real-world events are affecting that movement. 

The initial steps of our data analysis effort were 

to understand the realities of these critical data 

relationships during deployments to Afghanistan 

and Iraq. 

To achieve quality in-transit visibility (ITV) 

for unit moves from the planned requirement 

through its execution and delivery, the relationship of these four critical data elements must be 

fully understood:

 OPLAN Identification (PID)

 ULN

 UIC

 TCN

It is absolutely essential to hold these elements together in order to fully trace JOPES 

planned records with its DTS execution detail. 

Since the JOPES domain is limited to an aggregation of data in contrast to the DTS execution 

systems that contains item level detail, all critical 

data relationships must be maintained throughout the entire deployment planning and movement life cycle as the data passes from system to 

system. 

Remembering that the planning data in 

JOPES differs significantly from the movement 

data in the DTS systems, these DTS systems 

must eventually roll the details up into aggregated data sets for JOPES. Once this aggregated 

data is in JOPES, the details of the deployment 

can no longer be understood. 

The process can be likened to melting ten 

pennies into a copper mass. Once accomplished, 

one can no longer read details that were stamped 

on the coins; all independent detail is lost in the 
translog 25 Summer 2008

aggregation process. Additionally, if any critical 

data linkages for the cargo are lost, an accurate 

rollup is again impossible. With two disparate domains operating two independent databases any 

rollup picture is, at best, a very precarious one.

In spite of deployment doctrine and policy, 

data standardization, business rules and personnel 

training in deployment processes, this decentralized approach to manually generating critical data 

elements has opened the door for users to regularly introduce non-compliant and inconsistent data 

into deployment execution systems. Although the 

Defense Transportation Regulations (DTR) state 

that unit move TCNs must be unique, they are 

not, especially over relatively short timeframes 

and across OPLANs. Currently, there is no unique 

key created at the beginning of requirement identification process in JOPES that remains tightly 

associated with shipment data throughout the 

deployment process. Our current decentralized 

process is very cumbersome and labor intensive, 

such that enforcement of doctrine, policy, data 

standardization and business rules is non-existent.

Operations Enduring Freedom and Iraqi 

Freedom

 Deployment data quality was consistently 

monitored throughout the last five years of OEF/

OIF. The first report, completed in October 2002, 

reflected that of the 123,730 unit move TCN shipment records, only 29 percent contained a ULN 

needed for possible return to JOPES. During the 

intervening period from October 2002 to January 

2003, a software change was made to a DTS air 

manifesting system, improving the data quality to 

46 percent. In February 2003, USTRANSCOM 

and the Army’s Forces Command (FORSCOM) 

personnel reconfigured a data exchange between 

the COMPASS and GTN Systems to obtain a 

post-FORSCOM-edited data feed, vice the existing pre-edit feed, resulting in a significant improvement (61 percent) in Army data quality.

As far as real data quality is concerned, USTRANSCOM has begun to move from the art of 

guessing to the initial stages of applied scientific 

research to help identify and point to the resolution of data quality issues across the DTS. Even 

with these first steps, there is no real data quality visibility inside these segments of data. By 

January 2004, the level of data quality reached 77 

percent, yet within a year that number had fallen 

to 65 percent and has remained representative.

Overcoming the Problem

To overcome the data integrity issues outlined 

above, USTRANSCOM, in partnership with 

JFCOM, has sponsored a FedEx-like tracking 

number concept for all DOD unit deployment 

cargo. This initiative is called the Transportation Tracking Number (TTN). The basic concept 

for the unit movement TTN has several critical 

characteristics that must be kept in focus. These 

Figure 1 shows the results of 

deployment data quality as of 

July 2007. The red and blue segments reflect the presence of a 

ULN in the record set. The green 

slice depicts valid service records 

that did not have the ULN. When 

translated to the warfighter, his 

view of unit deployments continues to be affected by the loss of 

35 percent of his data.

42%

23%

31%

4%

ULN Analysis: 18 Jul 07

65% will return to JOPES

Includes Army PREPO cargo

4% records can’t be determined ULN Analysis: July 18, 2007

Total Mobility TCN Shipments

117,715

Figure 1
26 translog Summer 2008

characteristics are: 

• each number is truly unique over 

a significant timeframe (upwards of 

ten years);

• each number is a data key that can 

cross classification boundary without 

comprising OPSEC; 

• the number is assigned as early in 

the deployment planning process as 

possible; and 

• this number remains associated 

with the shipment data in every system that processes and stores transportation data. 

The TTN will ensure all unit move requirements are reported back to JOPES for a fully-realized “plan vs. actual,” capability-based closure 

assessment.

Transportation Tracking Number Initiative

Fundamentally, the TTN concept has two 

parts. Account numbers are established in JOPES 

at the highest level and are subsequently used as 

a “seed” for creating individual tracking numbers for each shipment. At the outset of any new 

deployment requirement in JOPES, a system 

generated account number would be ascribed to 

each requirement. It would be based on an algorithm that represents a combination of JOPES 

PID and ULN data. It would not be a concatenation of these values, but would be a newly 

generated randomized customer TTN Account 

Number (TTAN). 

Two key aspects of the number are: (1) it 

does not have innate intelligence in and of itself; 

and (2) it remains unique throughout its lifecycle to prevent reuse or duplication within the 

transportation domain. 

The TTAN will be established sometime 

prior to, or during, the planning/sourcing process. This account number is established electronically in JOPES at the moment a requirement 

record (ULN) is created. As unit movement 

documentation is created, a sequential counter 

for each shipment is added to the TTAN to create a complete TTN. This TTN is collected in a 

service-owned deployment repository, as well as 

processed through all the other DTS systems and 

eventually collected in the TRANSCOM global 

ITV database. As the shipment is moved through 

the execution environment, the TTN serves 

as the “data key” for ensuring data reliability 

throughout the complete movement. 

To gain visibility of actual movements, the 

Figure 2

TTN Process and Services
translog 27 Summer 2008

TTNs are available on the unclassified systems 

for TTN Account Number queries. Additionally, at various points in the execution, the TTNs 

movement event updates would be reported 

to the C2 environment for the comprehensive 

planned versus actual assessments.

Within the Joint Staff’s Operations Directorate (J3), its Command Systems Operations Division has taken the lead in having the 

Defense Information Systems Agency (DISA) 

engineer the TTN initiative and support services, thus setting the stage for the FY08 prototyping in preparation for future implementation. In 

this effort, DISA will be providing a range of 

Service Oriented Architecture (SOA) services 

and documentation for developers to use in 

their prototype and eventual implementation 

efforts. Figure 2 identifies a basic view of the 

systems and where various SOA services are 

envisioned. 

Removing Old Barriers

Since the TTN is designed for machine-tomachine data exchange, there is no human user 

involved in its creation, exchange or processing; it remains guaranteed unique and traceable 

and unalterable. The TTAN provides JOPES 

the single unique data key that can be used to 

hold the entire life cycle of planning and execution data together. 

Because there is no embedded intelligence 

in the creation of the basic TTAN in JOPES, it is 

not restricted from the classified-to-unclassified 

data flow...thus removing the requirement for: 

(1) establishing an alias for the PID to be used 

on unclassified systems; and (2) maintaining 

the classified PID to unclassified “PID-alias” 

cross-reference table. Through the TTAN, the 

PID–ULN relationship can be freely exchanged 

across the classified boundary without violating 

operational security. The unalterable and unintelligent TTN removes any motivation for customer changes which traditionally destroy embedded 

intelligence in current TCN, such as changing 

sustainment TCNs into unit move TCNs to avoid 

HAZMAT restrictions or to avoid billing by 

moving on contingency missions.

Finally, the TTN removes the dependency 

on process enforcement for any success in 

achieving improved unit move data quality.

New Capabilities Enabled by TTN

In the simplest terms, the TTN resolves 

many long-standing issues with deployment 

data quality, while at the same time fulfilling 

critical command and control objectives. Because the TTN initiative provides the linkages 

across JOPES and the unclassified transportation 

systems, it offers the opportunity to assemble an 

accurate “plan vs. actual” picture at the item-level of detail. The essence of the “plan vs. actual” 

picture is that it provides a true relationship of 

the plan requirements and all the detail about 

unit movements. The TTN enhances command 

and control of deployment from origin to destination, affording commanders better insight 

for posturing support, coordinating delivery and 

conducting capability assessments. 

The orchestration of this detail data enables 

the combatant commander and staff to better 

understand force capability and the synchronization and integration of that capability before, 

during and after deployment of their forces. 

Strategic and theater replanning is empowered 

by the availability of accurate deployment planning and execution data that provides any aggregation needed by strategic, operational and 

tactical stakeholders; e.g. ULNs, UICs, Force 

Tracking Numbers (FTN) or even type equipment and the related capability. Significantly, 

the TTN allows unit equipment to be moved 

on any plane or ship without the loss of ITV, 

and more importantly, its OPLAN relationship. 

It is this final point that opens the potential to 

transform the financial process for billing and 

paying for lift.

The TTN offers the opportunity to transform the world of deployment data.

David Vail is a senior civilian in the Operations Integration Division, Operations & Plans 

Directorate, USTRANSCOM, overseeing the design and development of the Transportation 

Tracking Number initiative. Significant contributions to the TTN effort and this article have 

been provided by Randall Heim, Jim Donovan, and Tom Black of MITRE. 
28 translog Summer 2008

A 21st-century logistician has more to consider in the military deployment and distribution process than basic movement over air, 

land and sea. Accomplishing the complex missions faced daily at 

U.S. Transportation Command (USTRANSCOM) requires a workforce 

prepared for dynamic, global logistical challenges.

As part of a developing human capital strategy to recruit, train and 

retain employees that can meet those challenges, a comprehensive curriculum known as the Distribution Academy is being created for logistics 

professionals. But what is being created to give USTRANSCOM personnel leading edge supply chain management competencies, had humble 

beginnings. 

The Distribution Academy began as a “USTRANSCOM 101” briefing 

to help orient USTRANSCOM’s new action officers to the joint distribution environment taught by subject matter experts (SMEs) within the 

Command. It came to be known as Course 1 of the Distribution Academy’s curriculum.

“We wanted to share across the command the most important objectives to meet the commander’s vision and explain the relation between the 

commands,” said Diana Roach, a joint transportation specialist working 

closely on the program. 

Two additional courses were added to comprise Phase I of the Distribution Academy program. Course 2 functions as an introduction to supply 

chain management for Joint Deployment and Distribution Enterprise 

(JDDE) personnel and is taught by two professors from National Defense 

University’s Industrial College of the Armed Forces. Course 3, another 

course taught by in-house SMEs, serves as an introduction to the Fusion 

Center. The Fusion Center acts as a liaison between the transportation 

component commands and other DOD partners, enhancing collaboration 

throughout the JDDE. 

The goal is to bring together agencies to create customer-based teams, 

according to Roach.

Roach’s team, a branch within USTRANSCOM’s Strategy, Policy, 

Programs and Logistics Directorate, is working on developing the next 

phase of the program. 

 “The second phase is aimed at developing employees through an endto-end competency model,” said Cynthia Robben, a change management 

specialist working on the program. “Our goal is to provide a blended 

learning approach in terms of instruction method and delivery format. We 

see training as ‘how to do,’ and education as ‘how to think.’”

To identify the elements of an educated modern military logistician, 

the team has created the JDDE Competency Model. The model defines 

Distribution Academy

USTRANSCOM education grows to define the modern logistician

by Mike W. Petersen, TRANSLOG editor

professional development
translog 29 Summer 2008

the knowledge, skills and 

abilities that lay the foundation to develop joint 

logisticians throughout the enterprise who can 

operate in a variety of 

disciplines and who understand the dependencies within 

the entire supply chain, according to Roach.

 “The competency model 

was started with a catalog of high 

performance, best-practice Supply 

Chain competencies and was tailored to 

develop a framework of competencies specifically for the 

JDDE,” said Robben. “We then worked with directorateappointed subject matter experts to further define the competencies and develop a more detailed list of knowledge, skills, 

and abilities.“

The Competency Model identified nine areas of specialization, 40 competency levels and 250 skills that JDDE logisticians should have. The model was 

reviewed by USTRANSCOM, the transportation component commands, and 

the Defense Logistics Agency. It was also sent to the regional combatant commands and the uniformed services’ respective headquarters for validation. 

Armed with a thorough list of the needed competencies, as well as an 

accounting of available education, Phase 2 has begun filling education gaps 

through a number of sources, both military and civilian.

“Phase 2 will tie together the best of university programs, commercial webbased courses, and DoD-offered courses to ensure our personnel receive the 

education and training they need,” Roach said. “That includes supply chain 

management certification through civilian education resources such as St. Louis 

University, University of Tennessee, and Pennsylvania State University.”

To further develop the Distribution Academy, the team is looking to grow 

partnerships with National Defense University, USTRANSCOM Component 

Commands and several other organizations across the Joint Deployment and 

Distribution Enterprise.

“The Distribution Academy and the JDDE Competency Model are identifying the right education for the right people and making it available,” said Navy 

Capt. David Meyers, USTRANSCOM’s division chief overseeing the effort. 

“It’s about reinvesting in the future.”
LS

For Military Surface Deployment and Distribution Command (SDDC), improving customer service means improving the nation’s 

warfighting capability. A part of Army Business 

Transformation is already saving time and money 

while improving quality of service to our troops.

Starting December 2007, Lean Six Sigma 

(LSS) continuous process-improvement methodology has been introduced to SDDC in a series 

of “roll outs.” More than 300 employees have 

completed familiarization training, and most of 

the headquarters staff sections have selected LSS 

projects to work.

“Everything you do supports the warfighter 

and you can improve processes in supporting the 

warfighter though Lean Six Sigma,” said Col. 

Dave McClean, G5 and LSS deployment director 

for SDDC. “You can improve how we fight the 

Global War on Terror.”

Throughout SDDC, LSS projects are underway to evaluate and improve the recruiting and 

staffing process, pre-acquisition planning, and 

three battalions are doing projects on reducing 

cargo port hold-time, according to Jim Coe, LSS 

manager for SDDC.

While the actual execution is in the hands of 

the workforce, leadership throughout the Department of Defense has sung the praises of LSS as 

its implementation produces the intended benefits. 

Since implementing Lean Six Sigma more than 

five years ago, the Army has saved more than $2 

billion, according to Army News Service.

During his May tour of Red River Army 

Depot, Texas, Defense Secretary Robert M. Gates 

learned how applying Lean Six Sigma principles 

drastically cut the amount of time spent resetting 

and refurbishing Humvees so they can be returned 

to the combat theater. 

“Humvee production here has skyrocketed 

from about two Humvees a week in 2004 to an 

eye-popping 26 Humvees a day in 2006, and 32 a 

day now,” Gates told reporters. 

Assembly-line processes were cut to a fraction of the time it takes to rebuild battle-damaged 

vehicles, explained Patton Tidwell, the depot’s 

director for contracting. 

“We broke complicated procedures into 

smaller, simpler tasks,” Tidwell told Army News 

Service. “It’s enabling us to take care of warfighters in the field better every day.” 

The Red River employees also earned almost $600,000 in savings on projects involving 

the Bradley fighting vehicle and created fuelrecycling initiatives that saved more than 37,000 

gallons of fuel in one year.

LSS success stories continue to emerge across 

the Army since the program’s inception. In an 

Army News Service article announcing the Army’s cumulative savings of nearly $2 billion, LSS 

was credited with shortening the Army recruiting process from 32 steps to 11 to bring in new 

recruits and reducing issue and turn-in times by 

50 percent and inventory by more than 65 percent 

at the Central Issue Facility on Fort Bragg, N.C. 

Lean Six Sigma’s process improvement is 

reached by building teams within an organization. 

These teams include a project sponsor who is 

accountable for project results, a Lean Six Sigma 

expert (known as a “green belt” or “black belt”) 

and subject matter experts. SDDC currently has 

29 green belts and 12 black belts trained.

Green belts are basic LSS practitioners with a 

basic level of understanding and expertise (singleorganization projects – generally in their own 

lane) while black belts are trained to a greater 

level of expertise and are more into multi-functional, multi-generational projects, said Coe.

Projects are approached through a structured 

process called the Define – Measure – Analyze – 

Improve – Control (DMAIC) method to achieve 

the project goals (see sidebar). 

 “Understanding the dynamic nature of our 

Service, the Army added an additional stage: 

Sustain,” Coe said. “After the Control stage is 

completed, the team monitors the process for six 

months to make sure the new process becomes the 

30 translog Summer 2008

Lean Six Sigma on a roll at SDDC

From SDDC and Army News Service reports
S

normal way of doing business and is having the predicted 

effect.”

“We’re very proud of the number of green belts, 

black belts and master black belts we’ve got [in AMC].” 

Gen. Benjamin Griffin, commanding general of Army 

Materiel Command, said at the DOD Continuous Process Improvement Symposium in May. “We’re also very 

proud of the fact that we’re doing more and more training 

in-house.” 

The goal is to help the warfighters, Griffin said. Applying continuous process improvement, Lean Six Sigma 

and other aspects of efficiency improves support to the 

servicemembers in the field, he said. 

Griffin urged leadership-management to explain the 

benefits of Lean Six Sigma; otherwise, “it will go nowhere,” he said.

The adoption of the LSS methodology isn’t an abandonment of earlier management styles, according to Coe, 

but rather an integration of complementary methods.

“Some of our people may have experienced Zero Defects or Total Quality Management,” said Coe, referring 

to previous management-improvement methods. “The 

best aspects of these older programs are part of LSS, but 

significant changes were added based on experience from 

industry leaders including Toyota, Motorola, and General 

Electric.”

One can earn his green belt, black belt, or even 

master black belt certification through SDDC-sponsored 

training. The SDDC LSS program will send employees 

to school, as well as coach and mentor them through the 

entire process. All one needs, said Coe, is the desire to 

fix a problem or improve a process. 

“It isn’t a buzz word for cutting manpower or reducing cost,” he said. “It is a way we can work better (higher 

quality), faster, and smarter (less cost), while staying 

focused on customer one: the warfighter.”

For additional information, contact the LSS office:

Jim Coe, LSS Manager

Jim.Coe@us.army.mil, 618-220-5073 

Rick Rodriguez, Operations Manager

Richard.L.Rodriguez@us.army.mil, 618-220-5096

Don Keane, Training Program Manager

Don.Keane@us.army.mil, 618-220-5096

31

The “DMAIC” Process

Define: In the first stage, the team refines the problem statement and project goals, collects base line data, and plans the project. 

Measure: The process is mapped and the 

team collects data on how it really works. 

Analyze: The team performs a graphic analysis of the collected data to identify the root 

causes of the problem. 

I

mprove: A team develops the solution to the 

problem, plans its implementation, and often 

does a pilot project to make sure it will work. 

Control: The team starts mistake-proofing the improved process, develop SOPs and 

training, and plans and executes the handoff to 

the workforce. 

SDDC’s Lean Six Sigma manager Jim Coe supplied the following sample project – drawn from 

the earlier “Lean” methodology:

Try the Five S’s

SORT — Organize your workplace and remove 

items that aren’t needed for the task

STRAIGHTEN — Arrange items in standard 

locations so they are easy to access

SHINE — Make your work area clean, free of 

waste, and safe

STANDARDIZE — Create a consistent way to 

do the right things in the right order every time

SYSTEMATIZE — Maintain order in the area 

as a regular part of daily activities

“Much of the Lean Six Sigma methodology is 

like this,” Coe said. “It’s common sense applied 

in a systematic manner.”

translog Summer 2008
SDDC

M I L I T A R Y 

S U R F A C E 

D E P L O Y M E N T 

AND

D I S T R I B U T I O N 

COMMAND

Building 1990

709 Ward Drive

Scott Air Force Base, IL 

62225