DLA ENERGY LA ENERGY

MIDDLE EAST IDDLE EAST

ENERGY SOURCE

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Front cover by: Jonathan Stack

Back cover by: Jonathan Stack

Commander

Air Force Brig. Gen. Mark McLeod

Deputy Commander

George Atwood

Chief of Staff

Army Col. Peter Crean

Public Affairs Offi cer

Irene Smith

Editor

Jonathan Stack

Writing Staff

Terry Shawn

Susan Lowe

Christopher Goulait

Layout/Design

Jonathan Stack

Address correspondence to:

ATTN: DLA Energy-DCA

8725 John J. Kingman Rd.

Suite 4950

Fort Belvoir, VA 22060-6222

Commercial: 703-767-4108

Address email to:

EnergySourceMagazine@dla.mil

Energy Source is an offi cial publication distributed by and for the Defense Logistics 

Agency Energy and energy-oriented clientele. Contents of this publication are not 

necessarily the offi cial views of, or endorsed by, the U.S. government, Department 

of Defense, Defense Logistics Agency or Defense Logistics Agency Energy. 

Energy Source is prepared by desktop publishing applications. 

Photos not credited are courtesy of DLA Energy sources.

from the commander

Energy Source

lications.

.

If you’ve ever had the occasion to open DoD Directive 

5101.8 (and who hasn’t!), you quickly fi nd the heart and 

soul of our business here in DLA Energy in the fi rst two 

executive agency responsibilities:

– Supply Chain Management

– Improve support to the warfi ghter by ensuring peacetime effi cient and wartime effective support 

It’s this second imperative that is once again the focus 

of this month’s Energy Source. In her pages, you’ll learn 

more about our ever-evolving support to the combatant 

commands; this time through the eyes of our Middle East 

offi ce in Bahrain. What’s it like living and working there? 

How do they support customers in the fi eld? What is DLA 

Energy doing to build resilient capacity and capability in 

the region? All this and more waits inside.

What’s interesting to contemplate after reading these 

articles is how all of us are now balancing effi cient and 

effective to contribute towards improving warfi ghter 

capabilities around the world. For years, many believed 

these concepts couldn’t coexist in the same space-time 

continuum. No longer, as supply chain management of 

the global commercial supply chain is revolutionizing our 

business. Our ongoing success supporting the Ebola mission in Africa is the latest example, building on our vast 

operational contract support resources to standup worldBrig. Gen. Mark McLeod, USAF

Defense Logistics Agency Energy

class fuel support from 

literally nothing. Brilliant! 

We’re now bringing similar capabilities to United 

States Pacifi c Command 

via long-term charters 

and contractor-owned, 

contractor-operated storage that grows capacity, 

replaces aging infrastructure, lowers environmental risk and substantially increases warfi ghter 

resilience. Same goes for 

United States Northern 

Command (Homeland 

Defense), United States 

European Command and 

United States Strategic 

Command. This is a great 

time to be in DLA Energy, as we bring lighter, leaner and 

more resilient capabilities to our global partners ... all 

while being the best stewards of resources through audit 

readiness. To reiterate, brilliant!

Expect to read all about these exciting initiatives in future 

editions of the Energy Source. Meantime, enjoy this 

month’s edition, brought to you through the hard work of 

our crack DLA Energy Public Affairs offi ce, along with the 

even harder work of Megan Crimmins, one of our absolutely indispensable management and program analysts in 

the Middle East offi ce. 

Wouldn’t have happened without you Megan – Bravo 

Zulu! 
Energy Source l WINTER 2015 3

CONTENTS ONTENTS

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4 Bahrain Life

DFSP Salalah

Into-Plane Contracts 

Like No Other

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s Sections

Increased Capabilities

One Face

Culture Check

WE ARE DLA

ENERGY

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4 www.energy.dla.mil
Energy Source l WINTER 2015 5

Bahrain Life ahrain Life

I

n his book, “Me Talk Pretty One Day,” 

David Sedaris writes, “Living in a 

foreign country is one of those things 

that everyone should try at least once. My 

understanding was that it completed a 

person, sanding down the rough provincial edges and transforming you into a 

citizen of the world.” 

Although it is only 293 square miles, or 

roughly 3.5 times the size of Washington, D.C., Bahrain is a tiny country that 

presents big opportunities for employees 

at the Defense Logistics Agency Energy 

Middle East’s headquarters to transform 

into true citizens of the world. 

“While the Middle East is often stigmatized as unsafe, unstable and unwelcoming to Americans, Bahrain proves that 

this is certainly not the case everywhere 

in the region,” said Megan Crimmins, 

DLA Energy Middle East Management 

and Program analyst. “Ask any employee 

in Bahrain, and they will likely tell you 

about the hospitality they have felt, the 

culture they have experienced and the adventures that they have had since moving 

to Bahrain. Despite this, misperceptions 

still exist about what life while working at 

DLA Energy Middle East’s headquarters 

entails.” 

Some may envision Bahrain as looking 

much like how war-torn Iraq is shown on 

the news – desolate, unbearably hot and 

unsafe, Crimmins said. With this image 

in their mind, it could be hard for some 

prospective employees to imagine moving to the Middle East, let alone bringing 

their family along with them. 

“However, life in Bahrain is quiet, pleasant and safe,” she said. “Bahrain’s crime 

rate is low, and the island is well protected from outside threats. The [U.S. Naval 

Forces, U.S. 5th Fleet] is headquartered 

By DLA Energy Middle East

A sunset in Bahrain. Photo by Megan Crimmins
6 www.energy.dla.mil

in Bahrain, so force protection 

measures are taken very seriously 

to ensure the safety of employees 

and family members living and 

working in the region.” 

In addition to safety concerns, 

some may worry that Bahrain, 

as an Islamic country, has strict 

and limiting rules with few opportunities for entertainment and 

the “creature comforts” of home, 

particularly for women, she said. 

As one of the most open countries 

in the region, women drive, own 

businesses, hold public offi ce and 

participate as equals in society. 

The dress code is relaxed, and the 

shopping and entertainment options available are on par with big 

cities in the U.S. 

While the summers are hot 

and humid in Bahrain, the fall, 

spring and winter offer temperate weather and ample sunshine. 

For roughly eight months out 

of the year, Bahrainis and expatriates alike are able to spend 

time outside enjoying the parks, 

beaches and outdoor markets in 

the country. 

Another concern that’s often cited 

when moving to Bahrain is the 

distance from family and friends 

in the U.S., Crimmins said. While 

it is roughly a 20 hour fl ight back 

to the East Coast of the U.S., it is 

easier to stay in touch with family and friends now more than 

ever. Voice over Internet Protocol 

technology allows employees to 

call home for free over the internet, and messaging applications 

on smart phones allow families to 

stay in nearly constant contact. 

DLA Energy offers funded travel 

for employees taking orders to 

Bahrain, such as Renewal Agreement Travel and Funded Environmental and Morale Leave. These 

programs allow employees to 

A seaman launches a SeaBotix VLBV 300 remotely operated vehicle during the International 

Mine Countermeasures Exercise, which promotes maritime security and the free-fl ow of 

trade through mine countermeasure operations, maritime security operations, and maritime 

infrastructure protection in the U.S. 5th Fleet area of responsibility. U.S. 5th Fleet personnel’s 

mission is to protect and secure within the unit’s area of operation, which includes Bahrain. 

Photo by Navy Petty Offi cer 1st Class Blake Midnight 
Energy Source l WINTER 2015 7

travel back to the U.S. at no cost to them in order to visit 

family and friends. 

“Employees in Bahrain are also able to take advantage of 

‘Space A,’ or space available, travel on military aircraft 

fl ying back weekly to Virginia, making trips home even 

easier,” Crimmins said. 

Many might also worry that taking a tour overseas can 

hurt their career or stunt their professional development, Crimmins said. 

“This couldn’t be farther from the truth,” she explained. 

“Living in Bahrain and working at DLA Energy Middle 

East offers a tremendous opportunity for both professional and personal growth. As the region closest to 

combat action, DLA Energy Middle East employees are 

able to see the warfi ghter that DLA Energy is supporting, fi rsthand. Living and working so close to the fi ght, 

employees are afforded the opportunity to see the bigger 

picture and develop process improvements based on 

what is happening in the area of responsibility.” 

“Additionally, DLA Energy Middle East and DLA Energy 

are committed to formalizing the benefi ts of overseas 

tours when employees return and are seeking positions 

in the U.S.,” she said.

On a personal growth level, not only are employees and 

family members afforded the opportunity to experience 

the culture of Bahrain, they are given the opportunity 

to travel easily throughout the entire region, Crimmins 

said. 

“In my two and a half years with DLA Energy Middle 

East, I’ve traveled to Dubai and Abu Dhabi in the United 

Arab Emirates, and Muscat in Oman. I’m currently also 

planning trips to Petra, Jordan and Istanbul, Turkey. 

These are places that many people only dream of visiting, and they’re a quick and easy fl ight from Bahrain.” 

said Jomarquita Jett, a DLA Energy Middle East customer account specialist. 

 Should the opportunity present itself, employees should 

not hesitate to move Bahrain and experience all that the 

Middle East has to offer, Crimmins said.

“The professional and personal growth opportunities, 

coupled with the safe and enjoyable lifestyle, makes a 

tour at DLA Energy Middle East an unforgettable experience,” she said. “While the work is often fast-paced 

and challenging at times, living in Bahrain ultimately 

affords employees and family members the opportunity 

to become true citizens of the world.”

The Sheikh Zayed Grand Mosque in Abu Dhabi is the third largest mosque in the world. Abu Dhabi is one of the places DLA Energy 

Middle East personnel can visit during their tour. Courtesy photo
8 www.energy.dla.mil

A soldier pumps fuel into a semi-truck at Contingency Operating Base Adder, 

Iraq. DLA Energy Middle East LNOs provide expertise and in depth 

knowledge of their commodity and continuity of operations to ensure 

warfi ghters recieve their fuel in the Middle East. Photo by Army Sgt. 

Kimberly Johnson
Energy Source l WINTER 2015 9

Terrorist attacks on American soil 

Sept. 11, 2001, led President George 

W. Bush to declare a war against 

international terrorism.

U.S. Central Command soon afterward 

launched Operation Enduring Freedom to 

expel the Taliban government in Afghanistan, which was harboring Al Qaida terrorists, hosting terrorist training camps and 

repressing the Afghan population.

In the summer of 2002, following the 

9/11 attacks, as fuel mission requirements 

worldwide grew increasingly complex, 

the Defense Energy Support Center, now 

known as Defense Logistics Agency Energy, formulated a plan to place technically 

knowledgeable energy liaison offi cers in 

various commands. One of the fi rst postings was at CENTCOM headquarters at 

MacDill Air Force Base in Tampa, Florida, 

in early 2003. 

“It didn’t take long to realize just how 

important these positions would become,” 

said Jim Sales, DLA Energy Middle East 

liaison offi cer to CENTCOM. 

Within weeks of the fi rst CENTCOM LNO 

arriving at his new job, the individual deployed to CENTCOM’s forward headquarters in Qatar for three months in support 

of Operation Iraqi Freedom and Operation 

Enduring Freedom. He subsequently deployed again for six more months. 

“The fi rst, as well as the two LNOs who 

followed, all quickly earned a reputation as 

indispensable members of the CENTCOM 

J4 staff,” Sales said. 

DLA Energy LNOs are a key component of 

his staff, said Army Col. Todd A. Heussner, 

CENTCOM Logistics Operations division 

chief. 

“They provide expertise and in depth 

knowledge of their commodity and continuity of operations,” he added. “They ensure 

DLA is an active partner in all CENTCOM 

fuel planning and operations, and are critical to our success on the battlefi eld.”

By defi nition, a liaison offi cer or LNO is 

a person who liaises between two organizations to communicate and coordinate 

activities, although some LNOs prefer the 

other commonly used defi nition of LNO – 

Like No Other, Sales said. 

LNOs are regularly used at command 

headquarters to achieve the best use of 

resources or services of one organization by 

another. 

In the military, liaison offi cers may coordinate activities to achieve mutual understanding or unity of effort among disparate 

groups. Liaison offi cers provide technical 

or subject matter expertise of their parent 

organization. 

Some recent examples of where DLA 

Energy LNOs played a crucial role in assisting CENTCOM planners and logisticians include helping to defi ne a sustainable concept of fuel support for emerging 

requirements in Iraq and Syria, planning 

and implementing a drawdown schedule 

for bulk fuel in support of retrograde and 

closure of sites in Afghanistan. 

“It was the DLA Energy LNOs who worked 

with the CENTCOM Joint Petroleum offi ce 

to fi nd a more effi cient and effective way to 

support unique fuel requirements, such as 

aviation gasoline for unmanned aerial vehicles and ultralow freeze point jet fuel for 

special Navy requirements,” Sales said. 

DLA Energy LNOs at CENTCOM are involved in virtually every phase of fuel planning and execution, providing technical 

expertise and guidance to the Joint Petroleum Offi ce and the CENTCOM Logistics 

directorate. 

By Charles Gross

Like No Other ike No Other
10 www.energy.dla.mil

Warfi ghter Needs ghter Needs

In Kuwait, the Defense Logistics Agency Energy Middle 

East liaison team is an example of the added value of 

liaison offi cers in a specifi c geographical area with a high 

concentration of customers, suppliers, contractors and 

service component planners. 

“The physical presence of our two-person LNO team allows DLA Energy Middle East to bring clarity to customers’ current and future requirements, convey support 

capacity, resolve fuel accountability issues promptly, 

ensure suppliers comply with fuel quality standards, 

and assist customer units with tactical and operational 

bulk fuel issues,” said Air Force Maj. Douglas Saab, DLA 

Energy Middle East Supplier Operations director.

“Like our DLA Energy Middle East in Afghanistan LNO 

counterparts, we work not only with the fuels contractors and the supporting units, but we also work with the 

service components to ensure that we always get the 

right product, at the right time and the right place to our 

customers,” said Henry Ellis, DLA Energy Middle East 

LNO in Kuwait.

LNOs in Kuwait speak daily with agents from the trucking contracts to coordinate movement of fuel throughout the country and ensure supply of product goes uninterrupted. Daily telecommunications are held with the 

Al Jabber Air Force Fuels supervisor to discuss issues 

and determine solutions for the remote site. They interface daily with the 3rd Sustainment Brigade to ensure 

stocking objectives and quality standards are met. 

DLA Energy Middle East Kuwait LNOs are currently 

responsible for assisting with and serving as a liaison 

for four active U.S. military sites, a Kuwaiti Naval base, 

two refi neries, numerous transportation contractors and 

customs handling agents. 

Additionally, along with the numerous daily tasks, they 

interact with U.S. Army Central Command, U.S. Air 

Forces Central Command, Theatre Support Command, 

the Army Quartermaster Petroleum Liaison DetachBy DLA Energy Middle East

Two international 

contractors inspect a 

sample of JP8 jet fuel 

near Camp Arifjan, 

Kuwait. Each day, 

fuel trucks distribute 

millions of gallons of 

fuel to warfi ghters in 

the Central Command 

area of operations. DLA 

Energy Middle East 

liaison offi cers are versed 

on energy capabilities 

and advise military 

planners in determining 

consumption, resupply 

and sustainability of fuel 

in support of operational 

plans and contingency 

and exercise support. 

Photo by Army Sgt. 

David Reardon
Energy Source l WINTER 2015 11

ment and the U.S. Air Force fuel management teams 

in order to assist them in getting fuel that is needed, 

and explaining how DLA Energy can help them meet 

mission requirements, Saab said.

The DLA Energy Middle East LNOs in Kuwait face a 

number of challenges daily.

“The No. 1 challenge we experience is helping the 

different services involved understand that before we 

can satisfy any fuel requirement, we must have that 

requirement vetted through the service component 

and validated by the Joint Petroleum offi ce of U.S. 

Central Command,” said Matthew Moshier, DLA 

Energy Middle East LNO in Kuwait. “Once that has 

been accomplished and approved, DLA contracting 

personnel can act on fulfi lling the requirement.”

Another task of DLA Energy Middle East LNOs in 

Kuwait is to be contracting offi cer representatives.

“As a COR, we must assist in the technical monitoring and administration of the contracts,” Ellis said. 

“We monitor the transportation contractor for adherence to the contract, and also inspect trucks at the 

refi nery fi ll stands, as well as at the discharge locations and when the contractor adds vehicles to his 

inventory.”

The work of the LNOs allows DLA Energy to be more 

responsive to the warfi ghter’s current and future 

requirements, as well as reduce the likelihood of 

misunderstandings, lengthy negotiations and operational risks, he said. 

In order to keep everyone informed, the LNOs coordinate daily with 1st TSC and ARCENT personnel.

“We attend a daily synchronization meeting with the 

logistics representatives from the Army units and 

capture all possible fuel requirements, and we explain the proper procedures and the way DLA Energy 

can support their requirements,” Ellis said. 

The LNOs in Kuwait then make sure that the requirements are properly coordinated with the validating 

authority, the contracting offi cers and the region.

“Overall, this is a very challenging job that enables 

you to see results fi rsthand,” Ellis said. “Those results may not come as quickly as you like; however, 

knowing you had a direct impact on coalition aircraft 

taking off or watching containers with additives or 

AVGAS being unloaded can be very satisfying.” 

“Working alongside the military within the 

JPO and deploying to overseas locations when 

CENTCOM deployed; the LNOs are an important 

enhancement to the JPO,” Sales said.

“The LNOs support our mission in many ways,” 

said Army Chief Warrant Offi cer 3 Michael 

Nguyen, CENTCOM Joint Petroleum offi ce chief. 

“They are able to bring a balance to our decisionmaking process as the combatant command 

makes decisions about strategic sources of supply.” 

Their real-world experience enables COCOM personnel to quickly grasp concepts that would otherwise take years of experience to understand, he 

added. The personnel view the DLA Energy LNOs 

as equal partners in the fuel support mission as 

they plan and coordinate the storage, receipt and 

distribution of fuel in the theater.

Planning is an integral part of the LNO responsibilities, Sales said. In a COCOM, especially in 

the CENTCOM area of responsibility, planning is 

dynamic and ever-changing. 

“DLA Energy’s LNOs are well-versed on energy 

capabilities and are key advisors to military planners in determining consumption, resupply and 

sustainability of fuel in support of operational 

plans and contingency and exercise support,” he 

said. 

They are presently involved in a fl ag-level directed theater-wide analysis designed to evaluate 

where, when and how to posture limited strategic 

fuel reserves in order to posture the CENTCOM 

AOR for continued success. 

“LNOs at CENTCOM are an important conduit 

for information for the regional command in 

the Middle East and DLA Energy headquarters, 

and have played a critical role in the continued 

success of fuel support in the CENTCOM AOR,” 

Sales said. “LNOs are well-poised to continue 

support as CENTCOM prepares for increased 

activity.” 

Editor’s Note: Chuck Gross is a DLA 

Energy Middle East employee.
Department of Defense regulations mandate all of its components use Defense 

Logistics Agency Energy available contracts at commercial airports when government 

owned fuel at installations and Defense Fuel 

Support Points are not available. 

The contracts are awarded with airport refueling companies throughout the world. These 

contracts are administered by DLA Energy 

Direct Delivery Fuels at Fort Belvoir, Virginia. 

Into-Plane nto-Plane C

By DLA Energy Middle East

12 www.energy.dla.mil
eContracts Contracts 

A Hammond injector and fuel storage bag are being set up at the Erbil 

International Airport. DLA Energy has maintained Into-Plane contracts in 

the Middle East Region at numerous locations for the past decade and the 

Erbil International Airport is one of those locations. Photo courtesy of DLA 

Energy Middle East

Energy Source l WINTER 2015 13
14 www.energy.dla.mil

“When DoD and the U.S. State Department turned 

to DLA Energy to meet emerging non-airport fuel 

requirements in Iraq, the solution was to operationalize the existing Into-Plane contracts, expanding 

their capability to include Into-Bag, Into-Truck and 

limited transportation deliveries,” said DLA Energy 

Middle East Supply Operations Commander Air Force 

Maj. Douglas Saab. “DLA Energy is supplying fuel via 

Into-Plane contracts in support of Operation Inherent 

Resolve.” 

DLA Energy has maintained Into-Plane contracts in 

the Middle East region at numerous locations for the 

past decade, and recent demand starting in September 2014 has demonstrated the need to maintain 

this program and even expand the capabilities where 

required, Saab said.

“Into-Truck delivery is an additional delivery capability provided to meet warfighter requirements,” said 

DLA Energy Middle East Acquisition Specialist William Martin. “They add to a supply chain with built-in 

redundancy using multiple methods of supply.”

“Due to diverse locations selected by operation planners, the Into-Truck option allows our contractor to 

Stuart Jones, ambassador to Iraq, walks with Secretary of Defense Chuck Hagel as he arrives at the Baghdad International Airport, 

Iraq, during a visit Dec. 9, 2014. DLA Energy uses three established contract locations in Iraq within and around airports in Erbil, 

Baghdad and Basra to provide fuel to military and U.S. government assets. Photo by Army Master Sgt. Adrian Cadiz
Energy Source l WINTER 2015 15

deliver jet fuel 

to where it is 

needed,” said 

DLA Energy 

Middle East 

Supplier Operations Deputy 

Director Art 

Hebert. “Given 

tactical necessity, force 

protection 

requirements 

and freedom 

of operational 

movement, our 

forces demand 

flexibility and 

capabilities 

provided under this type of 

contract.”

“The criticality of warfighter requirements is not 

solely based 

on largevolume bulk 

fuel products 

supporting 

major combat systems, 

but includes 

smaller volume, sporadicdemand product in support of smaller systems,” Hebert said. “These 

requirements often require a greater level of management based on all the supply chain management 

considerations and the operational constraints and 

limitations.”

“The U.S. government Into-Plane program is a program that provides DoD military services and federal 

civilian agencies a means to procure aviation fuel, fuelrelated supplies and approved ground services worldwide at both DLA Energy-contract locations and commercial airports,” Martin said. “Into-Plane contracts 

located throughout the Middle East support military 

aircraft performing various missions where refueling 

at a military base is not feasible or practical.”

Into-Plane contracts are needed to maintain support 

and product flowing at the region’s airports. If needed, the contracted amounts could be adjusted in order 

to support emerging requirements, Hebert said. 

The DLA Energy Middle East region is supporting the 

Into-Plane contracts with quality assurance oversight 

and daily monitoring of fuel quantities available at 

each location. 

“We keep in close contact with the fuel contractor, the 

U.S. Embassy and military planners to monitor current and future fuel quantities to meet the anticipated 

combatant needs,” Hebert said.

DLA Energy used three established contract locations in Iraq to add Into-Truck capabilities within and 

around airports in Erbil, Baghdad and Basra.

To support Operation Inherent Resolve, DLA Energy 

established truck support at Erbil where Jet A-1 fuel 

is available via an Into-Plane contract so that fuel can 

be provided to military and U.S. government assets. 

From Jan. 1 to Oct. 31, DLA Energy contractors have 

supplied more than 880,000 gallons of Jet A-1 or 

JP8 fuel valued at $3.7 million directly into military 

and government assets in Iraq, along with 2 million 

gallons of Jet A-1 fuel valued at $8.44 million trucked 

into off-site storage tanks for U.S. Embassy usage.

Three Into-Plane contracts for aircraft refueling have 

been established in Iraq since 2003. 

“DLA Energy is working with its vendors to adjust 

supplier capability to meet mission needs,” Hebert 

said. “We are moving forward to obtain these quantities so if the requirements increase; we’re ready to 

meet the mission.”

DLA Energy is responsive to the warfighter’s current and future requirements and poised to eliminate lengthy lead times and operational risk, Hebert 

added. 

“The quality of support provided by the DLA Energy 

Middle East region will remain unchanged as we 

move forward with Operation Inherent Resolve and 

all other missions that may develop in the Middle 

East,” he said. “The region has the quality, inventory, operations, planning and contracting expertise 

needed to perform all missions within the region 

without failure. Our number one goal is to never fail 

the warfighter.”
16 www.energy.dla.mil

The U.S. Navy operational activities cover a broad 

geographical range around the United States Central 

Command area of responsibility, and offi cials have been 

in search of additional refueling options to increase fl exibility to refuel outside the Gulf.

Navy leaders identifi ed the Port of Salalah in Oman as 

an area of interest that requires greater bulk fuel support from Defense Logistics Agency Energy and DLA 

Energy Middle East. 

“Opening a defense fuel support point in the Port of 

Salalah provides operational requirements for the Navy 

and logistical support outside the Gulf,” said DLA Energy Middle East International Agreements Specialist 

Stephen Porter. “The DFSP bulk fuel project is a tangible sign of the commitment of the United States to an 

enduring partnership with Oman.”

The successful operation of the DFSP Salalah is a precondition of future DFSPs in Oman, such as at Duqm, 

and other possible DLA projects in Oman.

“This project builds upon the long-standing relationship 

between Oman and the United States,” said DLA Energy 

Middle East Supplier Operations Commander Air Force 

Maj. Doug Saab. “Routine U.S. Navy ship visits to the 

Port of Salalah have supported counter-piracy operations in the Arabian Sea, Gulf of Aden and the Gulf of 

Oman. Historically, support provided by the Port of Salalah has greatly enhanced the operational capability of 

our forces engaged in regional contingency operations.” 

The U.S. Navy’s interest is owed to the Port of Salalah 

being the largest port in Oman, he said. 

The Port of Salalah is a world-class transshipment hub 

in the West Central Asia region, situated right at the 

major East-West shipping lanes. It has an attractive 

strategic location in the heart of the Indian Ocean Rim 

and caters to some of the world’s largest ocean-going 

vessels, according to the Port of Salalah website. 

Located in the Dhofar Governorate of Oman, on the 

Arabian Sea in the northern part of the Indian Ocean, 

the Port of Salalah is also one of the most vital ports on 

the peninsula connecting Africa, the Middle East and 

By Arthur Hebert

Workers work on crossover structure linking jetty pipeline to marine loading arms, a device consisting of articulated steel pipes that 

connect a tankship such as an oil tanker or chemical tanker to a cargo terminal. The construction is being done at a defense fuel 

support point in the Port of Salalah in Oman. Photo courtesy of DLA Energy Middle East.

DFSP Salalah FSP Salalah
Energy Source l WINTER 2015 17

Asia, Saab said.

“It will allow the U.S. Navy to operate outside the Gulf 

and Strait of Hormus if availability of either ever becomes degraded,” Saab said. “The Salalah bulk fuel project will signifi cantly reduce the U.S. Navy’s reliance on 

Jebel Ali, Fujairah and Djibouti. Additionally, it offers 

enhanced operational capability of our forces engaged in 

regional contingency operations.”

“The DFSP at the Port of Salalah makes future port calls 

by U.S. Navy ships a certainty, and will lead to increased 

throughput of the port,” Saab said.

DLA Energy has a U.S. Navy requirement to provide 

storage services in the Port of Salalah for 470,000 barrels, or 19.7 million gallons, of JP5, which is a Navyspecifi cation of jet fuel, and 600,000 barrels, or 25.2 

million gallons, of F76, which is marine diesel. 

“New storage facilities are essential to accommodate the 

[CENTCOM] component service requirements,” Porter 

said. “The transformation of the Port of Salalah into a 

leading regional liquid products hub, anchored around 

the DLA DFSP business, will represent the same growth 

story as it did at the start of the Fujairah and Jebel Ali 

DFSPs in the United Arab Emirates.”

Porter said, they anticipate an important partnership 

with the Omani sultanate, and have had numerous key 

leader engagements to ensure this.

“They began with U.S. Ambassador [Greta] Holtz and 

Sultan Qaboos [bin Said Al Said], and have continued 

with a long list of engagements from the CENTCOM 

h

commander, [U.S. Naval Forces Central Command] 

commander, DLA director and DLA Energy commander 

as recently as the second week of October during his 

visit to Muscat and the Port of Salalah,” Porter said.

Six hectares of underdeveloped and unusable land were 

leveled off, and a custom-built state-of-the-art liquid 

fuel products terminal facility is being constructed, 

which equates to an investment of approximately $10 

million, he said.

“This project will ultimately accelerate the development 

of a pipeline corridor and the entire connecting infrastructure between the DFSP and the newly built-liquid 

fuel jetty of the Port of Salalah.” he added.

Ultimately, this project is instrumental in providing 

the U.S. Navy with the required geographical range 

and strategic functionality they were seeking at the 

beginning of the project, said DLA Energy Middle East 

Commander Army Col. Marc Thoreson. It will aid the 

economic development of the Port of Salalah area, and 

further solidify the commitment for a peaceful partnership with Oman. 

“For the DLA Energy Middle East team, the satisfaction of being able to meet the warfi ghter needs, further 

enhance our nation’s diplomatic ties in the region and 

work as a team with vendors, suppliers, [DLA] headquarters and the Department of State personnel in Muscat translates into the joy of accomplishing our duty,” 

Thoreson said. 

Editor’s Note: Arthur Hebert is a DLA Energy 

Middle East employee.
18 www.energy.dla.mil

Culture C

By Sarah Moore, DLA HQ PAO

Defense Logistics Agency employees 

took advantage of the opportunity to help improve the agency’s 

performance by participating in the 2014 

DLA Culture Survey.

Their feedback reveals a slight decline in 

overall culture scores, but a workforce 

confi dent in its leaders and connected to 

the agency’s main initiatives.

The survey was conducted in May and 

measured organizational culture as well 

as employee opinions on topics like job 

satisfaction, accountability, diversity and 

telework. Almost 16,000 employees, or 

61 percent of the workforce, participated 

in this year’s survey, said Laurie Hall, the 

DLA Culture Survey program manager. 

This represents a decline from the 71 percent participation rate in the 2012 Culture 

Survey, she said, but still constitutes a 

healthy response. 

“The more employees that choose to take 

the survey, the more complete the culture 

picture becomes,” Hall said. “Each member of the DLA workforce has an equally 

important perspective.”

As part of the culture survey, DLA’s 

results are measured against the Denison 

Culture Model database, which includes 

more than 1,000 organizations across 

a variety of industries and countries, 

including 40 Fortune 500 companies. The 

2014 results place DLA higher than 46 

percent of these organizations, Hall said. 

DLA’s overall culture score dropped 

two percentile points in 2014, Hall said, 

with the steepest declines in the areas of 

strategic direction and intent, vision and 

creating change. In the areas of strategic 

direction and intent and vision, employees indicated a decreasing understanding 

of the agency’s direction and vision and 

diffi culty balancing short-term projects 
Energy Source l WINTER 2015 19

e Check

with long-term vision. In the area of creating change, 

employees indicated that attempts to innovate and 

change were often met with resistance. DLA leaders are 

evaluating the detailed results, including written comments, to identify the root causes of the declines and 

ways to improve, Hall said.

“It’s important to not just look at the overall score, but 

to drill down and see exactly what’s driving the needle 

up or down within and across activities,” she said.

Then-DLA Director Navy Vice Adm. Mark Harnitchek, 

speaking at the September Director’s Call, said the budget uncertainty, furloughs and government shutdown 

that happened in 2013 and 2014 contributed to the drop 

in scores. DLA leaders are committed to evaluating all 

the results and fi nding areas for improvement, he said.

“The bottom line is we’re diving through all this data, all 

the comments, and at the next all-hands, we’ll talk about 

what it is we’re going to be doing about it in terms of 

improving those scores,” the admiral said. 

DLA’s scores improved in three areas: empowerment, 

team orientation and core values, Hall said. DLA also 

saw positive improvements on the climate portion of the 

survey, she said, with notable improvements on questions about performance management, trust in supervisors, and use of telework to maintain productivity in the 

event of an emergency. Almost 85 percent of employees 

surveyed said they are held accountable for achieving 

results, up from 81 percent in 2012. In addition, 54 percent said awards in their units depend on how well they 

do their jobs, up from 50 percent in 2012. 

In this survey, 67 percent of those surveyed said they 

have trust and confi dence in their supervisor, up from 

64 percent in 2012, and a big improvement was seen in 

the area of telework readiness, with almost 83 percent 

saying they are prepared to use telework to maintain 

productivity in the event of an emergency, up from 61 

percent in 2012. A majority of respondents also rated 

DLA’s Audit Readiness initiative highly and indicated a 

desire to be part of the director’s “Big Ideas” initiative, 

along with an understanding of how they contribute to 

the goals behind that initiative, she said. 

One program that was not rated in 2012 because it had 

not been implemented was the DLA Fitness and Wellness Program. On this year’s survey, 94.8 percent of 

employees surveyed said they feel an improved sense of 

wellbeing or overall wellness as a result of participating 

in the program. At the Director’s Call, Harnitchek noted 

that the fi tness program was implemented as a result of 

write-in suggestions on the 2012 survey and that it has 

been a major success story.

The 2014 Culture Survey also included a healthy response from employees in the write-in comments section, with about 18,000 comments submitted, Hall said. 

Many focused on recommendations for improvement, 

she said, with the most prevalent themes being communication, human resources and personnel management, 

leadership, and employee treatment. 

DLA has used the Denison Culture Model since 2003. 

The Denison model measures four traits of culture and 

leadership: mission, adaptability, involvement and consistency. Each trait has three indices to measure behavior for that trait. In 2003, the agency’s overall score was 

34 percent, meaning DLA scored higher than 34 percent 

of organizations surveyed via Denison. That score rose 

steadily until 2010, when it reached 52 percent. In the 

2012 survey, the overall score was 48 percent; this year’s 

score dropped slightly to 46 percent. 

Culture survey results are broken down by directorate, 

fi eld activity and work unit and are released incrementally. Each unit has a designated culture “champion” that 

helps leaders evaluate the results, identify root causes of 

issues and develop action plans. DLA Human Resources 

hosted an action planning workshop in August for culture champions to give them guidance on their roles in 

developing action plans and helping to improve agency 

culture, Hall said. In addition, DLA Human Resources 

posted the overall results for DLA and its major activities 

on an internal website for all employees to view, she said. 

“The DLA Culture Survey is important because it provides the workforce a confi dential way to share its 

perspectives on both DLA culture and specifi c DLA 

initiatives,” Hall said. “And that’s just the beginning. 

The survey results then become a springboard for DLA 

employees and leaders to have thoughtful, data-driven 

discussions that lead to culture improvement actions. As 

positive culture correlates to high performance, improving our culture is ultimately about making DLA stronger 

in service to the warfi ghter.”

This is the seventh time the DLA Culture Survey has 

been administered since 2003, when the Denison 

model was first adopted, Hall said. Following the pattern of administering a survey every 18-24 months, 

the next survey is planned for fiscal year 2016. 
20 www.energy.dla.mil

An airman conducts a daily inspection of a nozzle on the emergency aviation gasoline equipment 

at Al Udeid Air Base, Qatar. DLA Energy has supported aviation gasoline, known as AVGAS, in 

the Middle East for the past decade. Photo by Air Force Senior Airman Hannah Landeros
Energy Source l WINTER 2015 21

Increased Capability ncreased Capability

A second aviation gasoline hub now supports 

the increased need of the product in the U.S. 

Central Command area of responsibility to 

fuel U.S. forces’ operations in the Middle East.

The Defense Logistics Agency Energy has supported 

aviation gasoline, known as AVGAS, in the region at one 

location for the past decade until increasing demand in 

July 2014 drove the need for a second hub.

“AVGAS support has shifted from a single AOR hub 

with storage limitations, a lengthy customs process 

and the lack of drummed product to two hubs capable 

of supporting any requirement on short notice at any 

established or remote location within the 22 countries 

in the CENTCOM AOR,” said Air Force Maj. Doug Saab, 

commander of Supplier Operations with DLA Energy 

Middle East.

This is a shift from a supply chain relying on a single 

small capitalized site to meet warfi ghter requirements to 

a supply chain with built-in redundancy using two sites 

located in two countries, Saab said.

The need for this shift can be tied to some of the distinct 

qualities of the fuel and its supply chain, compared to 

those of standard jet fuel, said Dave Peterson, director 

of DLA Energy Direct Delivery Fuels.

“AVGAS is harder to get than regular jet fuel,” Peterson said. “There are fewer refi neries around the world 

that produce it. For example, we’re using AVGAS in the 

Middle East that we’re shipping from the U.S., but we’re 

also lucky enough to have a supplier out of Europe as 

well.”

“It’s an important and unique product, and supports a 

unique mission in terms of intelligence and other related 

missions,” he said. “There’s different properties in the 

fuel that allows it to fl y at higher altitudes.”

While AVGAS isn’t the fuel most used in the region by 

volume, it is still important, Saab said.

“The criticality of warfi ghter requirements is not solely 

based on large-volume bulk fuel products supporting 

major combat systems, but includes smaller volume, 

sporadic-demand product in support of smaller systems,” Saab said. “These requirements often require 

a greater level of management based on all the supply 

chain management considerations and the operational 

constraints and limitations.”

When the needs of the region changed, support capabilities needed to change to suit the mission.

“When [the Islamic State group] appeared, there was a 

surge in the use of AVGAS,” Peterson said. “The quantities of the product on hand depleted very quickly, 

and we couldn’t get the quantities needed there quick 

enough.”

Spot buys of AVGAS were needed to keep the product 

fl owing for several months at the region’s only hub until 

the contracted amounts could be adjusted and a second 

hub could be opened, Peterson said.

“If you go from only using, say, 500 gallons a day to 

1000 gallons a day, you can suddenly go from having 

enough fuel for a month to running out,” Peterson said.

A sudden increase in demand is just one of the reasons 

Saab outlined as being a driver for a second hub.

AVGAS demand can be characterized as sporadic and 

erratic, with low order quantities relative to other bulk 

petroleum products, and with no visibility on future 

demand, Saab explained. For example, in July 2014 the 

consumption of AVGAS increased by 300 percent within 

30 days and continues to increase in the region.

“The second hub also allows DLA Energy’s supplier to 

deliver the AVGAS at one of the major points of consumption, which reduces last-tactical mile transportation costs while decreasing time between customer 

order and product delivery,” Saab said. 

“Thirdly, the second hub creates supply chain fl exibility 

in allowing AVGAS shipments to be diverted as necessary from one hub to the other to reduce the customs 

bottleneck and account for space limitations at the 

respective storage locations,” he added.

An additional hub in the region also allows DLA Energy 

to manage stocks with more fl exibility and redundancy 

in the event of a logistical or administrative challenge 

affecting either hub site, Saab said. Two sites reduce 

the shipping time in some cases, as well as reduce the 

amount of double-handling of the fuel by delivering it 

directly to where it would be consumed.

By Christopher Goulait
22 www.energy.dla.mil

An airman records that all equipment is operational after the daily inspection of the emergency aviation gasoline equipment at 

Al Udeid Air Base, Qatar. A second aviation gasoline hub now supports the increased need of the product in the U.S. Central 

Command area of responsibility to fuel U.S. forces’ operations in the Middle East. Photo by Air Force Senior Airman Hannah 

Landeros

DLA Energy Headquarters and DLA Energy Middle 

East both had a role in establishing the hub.

This was just a modifi cation to the current AVGAS contract, Peterson said. It was fairly simple, but DLA Energy Middle East Commander Army Col. Marc Thoreson had to get the buy-in from U.S. Air Forces Central 

Command to allow them to deliver to that location.

Thoreson asked for an additional line item to be included in DLA Energy’s AVGAS contracts supporting the 

fi rst hub to also allow for deliveries to the second hub.

“We established the line item on our contracts, so 

now our AVGAS suppliers can deliver to both locations,” Peterson said. “Col. Thoreson will work with the 

customer, and depending on where their AVGAS needs 

are, they’ll place the orders and tell them which location to deliver to.”

Customer coordination is where the Middle East offi ce’s efforts centered.

“We had to coordinate with the service component 

hosting the site to make sure their fuels management 

team had the right equipment and personnel to handle 

this requirement,” Saab said. “The DLA Energy liaison 

offi cer on the ground coordinated with the hosting 

site in order to arrange for customs, transportation 

agents permits to gain access to the base, and with local 

authorities for customs waivers. In the meantime, we 

were tracking completion of tasks and movement of 

product and doing the reporting to all the interested 

parties.”

As a result, DLA Energy will always be able to support 

the customer, Peterson said.

“The likelihood of running out of product will be a lot 

less than it was with one location,” he said. “We can 

better meet a surge by having two locations, versus 

only having one. I think that we can support anything 

that could come up.”

DLA Energy can be more responsive to the warfi ghter’s 

current and future requirements, as well as reduce the 

likelihood of higher-cost spot buys, lengthy lead times 

and operational risk, Saab added.

“There is always great satisfaction in being able to meet 

the warfi ghter requirements and working as a team 

to accomplish the necessary procurement actions and 

delivery efforts,” Saab said. “It was a whole-team effort 

that highlighted the selfl ess dedication of our contractors and uniformed and civilian DLA Energy employees.” 
Energy Source l WINTER 2015 23

One Face ne Face

The face of Defense Logistics Agency Energy ... he face of Defense Logistics Agency Energy ...

What is a memorable mission while you’ve been at DLA Energy Middle East?

Phillip Adams, customer account specialist: Doing on-the-ground customer assistance/

site survey/contracting officers representative visits to many of our supported forward operating bases in Afghanistan, which resulted in improved two-way communication and support 

to our customers. These visits also allowed us to better understand some of the issues and 

challenges our customers were experiencing in receiving, storing, issuing, and accounting for 

fuel. We were able to make recommendations and provide assistance to our customers that we 

weren't able to do before. 

Ray Gulledge, liaison officer: Being involved in the planning then execution of an Afghanistan mission gearing up in 2009/2010 to historical troop levels and consequentially increased 

fuel requirements, and now executing the drawdown has been extremely exciting. Afghanistan 

is considered by many to be the most challenging environment to provide logistical support, but 

every challenge has been overcome through the diligence and perseverance of the military and 

supporting entities. 

Sandra Hamilton, management specialist: Once upon a time DLA Energy Middle East 

did not take part in the rest & relaxation program for civilians. When I raised the issue with 

the commander, he instructed me to research it. I did and found that civilians were authorized 

to take part in the program. As a result, I wrote an standard operating procedure on the R&R 

program for the organization and from that point until now, civilians at DLA Energy have been 

participating in the program. 

Keith Mills, quality assurance specialist: My most memorable mission was last year while 

in Afghanistan conducting a pre-award contract audit for a new contractor; the main roads had 

been compromised and were deemed unsafe for travel. This gave me a better understanding of 

what the warfighter had to deal with on a day-to-day basis.

Jack Whitaker, supply planners and resolution specialists supervisor: Some of 

obstacles overcome by drivers to make deliveries – two come to mind. One is the driver who 

made a delivery after his truck was attacked and crashed into the side of a mountain. He still 

made scheduled delivery to Bagram. The other was shot at repeatedly, with bullet holes all 

over the tanker. The driver plugged all the holes with sticks and glue and made the delivery. 

“Whatever it takes” definitely describes these deliveries. 
Defense Logistics Agency Energy

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