DistribY Ution

News from DLA Distribution’s Worldwide Network - Supplying the Warfighter on Time, Every Time!

SPRING 2020
2

In a few weeks, I will be leaving 

DLA Distribution and heading 

to my next command. It 

has truly been a pleasure to 

serve alongside each of you. 

Throughout the past two years, 

I’ve witnessed firsthand your 

dedication to the Warfighter and 

your commitment to excellence 

in Delivering the Right Things...to 

the Right Place, at the Right Time! 

Your “All in...All the time” attitude 

has enabled this agency to 

accomplish great things, even 

during the current COVID-19 

pandemic that touched every 

Distribution Center. Your perseverance and 

resiliency while supporting this unprecedented 

crisis has been singularly remarkable and 

commendable. I thank you for what you have 

accomplished and continue to do in support of 

your teammates, the Warfighter and our Nation 

during this crisis.

But COVID-19 support isn’t the only remarkable 

feat this team has accomplished in the past two 

years. You’ve all done an incredible job supporting 

the warfighter. While performance metrics 

in fiscal year 2019 were only 85% green, you 

bumped that to 97% green in fiscal year 2020 — 

that’s an amazing effort you should be proud of. 

The Transportation Team also knocked it out 

of the park. In fiscal year 2019, we moved 

860 million pounds of material in 3.5 million 

shipments by surface and 79.1 million pounds of 

material in 3.2 million shipments by air. This fiscal 

year, through March, we’ve moved 286 million 

pounds of material by surface in 1.7 million 

shipments and shipped 29.1 million pounds of 

material by air in 1.5 million shipments. HOOYAH 

Distribution!

You’ve also continued to support the Whole of 

Government mission with great determination 

and concern for your fellow citizens. In August, 

2018, DLA Distribution San Joaquin, California, 

stepped up to the plate and fulfilled FEMA’s 

request for bottled water in support of Hurricane 

Lane affecting the Hawaiian Islands. The team 

loaded 318 pallets of water destined for Hawaii. 

In September, 2018, we supported FEMA to 

provide humanitarian assistance and disaster 

relief to citizens afflicted by 

Hurricane Florence. DDXX teams 

from DDSP and DDJC were 

deployed to Maxwell Air Force 

Base, Alabama and Fort A.P Hill, 

Virginia, to provide support. 

The DDXX team, consisting 

of 11 military, and 37 civilian 

personnel processed 1,159 trailers 

containing 8.5 million liters of 

water, 8.7 million meals and other 

commodities. 

In October, 2018, DDJC also 

supported FEMA with over 

950,000 liters of water sent to 

support Florida victims following the devastation 

caused by Hurricane Michael. 

Less than a year later, when Hurricane Dorian 

made landfall on the U.S. East Coast in August 

2019, we deployed DDXX to Fort Bragg, North 

Carolina, and Maxwell Air Force Base, Alabama, 

to establish FEMA Incident Support Bases. 

The 52 member DDXX team (8 military and 44 

civilians) processed and inventoried 1,024 trailers 

of Housing Assistance/Disaster Relief materiel, 

including 10 million liters of water, 9.1 million 

commercial meals and 9,205 cases of MRE’s. The 

Transportation Team also coordinated movement 

of one million commercial meals to ISB sites, 

supporting 6,000 displaced Marine recruits from 

Parris Island, South Carolina. DLA Distribution 

Albany, Georgia, and DLA Distribution Norfolk, 

Virginia provided meal support.

DLA Distribution also continues to move the 

needle on the modernization strategy, meeting 

cost savings objectives through solutions that 

improve warehouse operational efficiencies. 

We’re finally replacing the legacy warehouse 

management software, DSS. Its replacement, the 

Warehouse Management System/Transportation 

Module will execute Distribution processes as 

they are integrated into EBS. Implementation 

of the initial phase of the pilot occurred at DLA 

Distribution Corpus Christi, Texas in 2018, and it is 

expected to reach full operational capability with 

network completion by FY23. In fiscal year 2019, 

DLA Distribution implemented Voice technology, 

new ruggedized tablets and mobile printers to 

take the agency into the 21st century.

Commander’s Corner
3

Commander

RDML Kevin M. Jones, SC, USN

Acting Deputy Commander/

Chief of Staff

Perry L. Knight

Public Affairs Officer

Dawn L. Bonsell

Designer

Nancy Vo

Writers

Beth Reece

Dawn Bonsell

Matthew Mahoney

J3 Storage Space 

Management Team

In the audit realm, from 2017 through 2018, DLA 

received a disclaimer of opinion for our financial 

statements — meaning there were areas to 

review and improve. Last year, we received an 

adverse opinion from the independent public 

accountants for fiscal year 2019. The majority of 

our challenges center on the lack of accounting 

procedures, internal controls, oversight and 

proper documentation. The fiscal year 2020 goal 

is a modified opinion — that indicates everything 

in the financial statement is good with a few 

minor exceptions. We’ve made progress but we 

need to continue to challenge ourselves to reach 

an unmodified opinion.

In January, 2019, DLA and the U.S. Transportation 

Command were designated as the Global 

Transportation and Distribution Product Support 

Provider for the F-35 Joint Strike Fighter. We’ve 

focused most of this issue on the F-35 program 

because I want you to know how important this 

program is for us, and for you, DLA Distribution 

teammates.

I’m proud to have been at 

the helm during these past 

two years and it has been 

my distinct honor to work 

alongside you during this 

exciting and game changing 

time for DLA Distribution. 

Bravo Zulu for a job extremely 

well done – no one compares 

to the Distribution Team! 

Fair Winds and Following Seas. 

HOOYAH Distribution!

Kevin M. Jones

RDML, SC, USN

Commanding Officer 

DistribY Ution

www.dla.mil/distribution

www.facebook.com/dla.mil

www.youtube.com/dodlogisticsagency

www.twitter.com/dlamil

Ask

Distribution Command

AskDistCommand@dla.mil
4

Table of Contents

6

COVID-19 8

F-35 PARTS AT 

INDUSTRIAL SITES
5

18

14

12

SUSTAINMENT 

TO THE F-35

F-35 TIMELINE

STORAGE 

OPTIMIZATION
6

In support of the military services and other 

federal agencies during the COVID-19 pandemic, 

Defense Logistics Agency Distribution provided 

medical supplies and personal protective 

equipment worldwide. 

“The sun never sets on Distribution, even during 

an unconventional war with an invisible enemy 

named COVID-19,” Navy Rear Adm. Kevin M. 

Jones, commanding officer, DLA Distribution said. 

To support COVID-19 prevention and treatment 

efforts, DLA Distribution received and/or shipped 

over:

• 15 million face coverings, 

• 34,000 exam gloves,

• 54,000 bottles of hand sanitizer,

• 65,000 heat & serve meals,

• 27,000 thermometers,

• 1600 boxes of testing swabs,

• 600 COVID-19 test kits and 

• 350 oxygen tanks since March to military 

services on the ground and at sea.

Working in unison with U.S. Northern 

Command, in support of the Federal Emergency 

Management Agency who is leading the federal 

government response to COVID-19 efforts in 

the continental United States, DLA Distribution 

shipped over 100,000 human remains pouches 

and 1.3 million shelf stable meals for the FEMA 

support efforts.

Since the onset of the pandemic, DLA Distribution 

leadership has held fast to the overarching 

priorities of the Defense Department in dealing 

with the pandemic: protecting our people, 

maintaining mission readiness and supporting the 

whole-of-government effort. With over 10,000 

employees worldwide, DLA Distribution has made 

safety a top priority, providing face coverings 

to every employee. The agency has also held 

sanitation and facility cleanliness in the highest 

regard, continuing to adhere to all current DOD, 

Centers for Disease Control and Prevention and 

other applicable guidelines regarding COVID-19.

The agency supports and utilizes other proactive 

measures such as teleworking, social distancing, 

adapting work schedules, virtual applications, the 

use of face coverings and frequent hand-washing 

to mitigate the spread of disease. 

Defense Logistics Agency Distribution

while protecting employees during COVID-19.

Provides Warfighter and Whole of Government Support, 

Dawn Bonsell, DLA Distribution Public Affairs Officer

The Defense Department’s largest distribution processing 

facility, DLA Distribution Susquehanna, Pennsylvania, 

provides over 17,000 COVID-19 related items including face 

coverings, gloves, hand sanitizer and goggles totaling nearly 

$730,000 in supplies to Navy ships and submarines within 

the U.S. Northern Command in April and May.

Ed Shank, DLA Distribution Public Affairs

Defense Logistics Agency Distribution San Diego, California, 

makes daily medical supply truck deliveries to the USNS 

Mercy, staged in the Los Angeles Port of San Pedro, where 

sailors provide operational medicine support to help with 

the COVID-19 outbreak. 
7

Matthew Woodruff, general supply specialist 

with DLA Distribution San Joaquin, California, 

understands his importance in supporting the 

mission during the pandemic.

 “No matter what happens in the world, the 

need to support the warfighter never stops. 

The warfighter risks their lives every day so I 

can enjoy the freedoms that I have, and it is my 

duty to return the favor so they can complete 

their missions,” Woodruff said. “I am the third 

generation in my family to work at DDJC, this isn’t 

just a job to me, but my family’s legacy to serving 

this great country.”

Defense Logistics Agency Distribution Norfolk, Virginia’s, 

medical mission team loads the USNS Comfort in five days 

to ensure an on time departure to New York City in April. 

The team ensures the USNS Comfort is loaded out with 

over 250 pallets and ready to serve the citizens of New 

York. In addition to sending material to the USNS Comfort, 

DDNV received and shipped material daily to Los Angeles, 

California, for the USNS Mercy. 

“DLA Distribution San Diego, DDDC, 

was one of the first organizations to 

outline their delivery support to USNS 

Mercy. With five days’ notice, the 

crew and medical treatment facility 

personnel readied their teams and 

the ship to head to Los Angeles. 

DLA’s team ensured daily deliveries 

for the first 10 days. This guaranteed 

Mercy could immediately begin 

and maintain medical support to the 

people of Los Angeles, “ Rear Adm. 

Ken Blackmon, deputy commander, 

Third Fleet, said. 

Sailors, donning masks, request permission to go ashore 

on the quarterdeck in support of the aircraft carrier USS 

Nimitz’ (CVN 68) COVID-19 response efforts. Nimitz is 

currently underway conducting routine operations. Defense 

Logistics Agency Distribution Puget Sound, Washington, 

provided the Nimitz with an expedited shipment of COVID-19 

test kits. In a three-day turnaround, the COVID-19 test 

swabs were delivered to Carrier Strike Group 11 sailors in 

Southern California in mid-April.

Electronics Technician 3rd Class Juston Gipson and Aviation 

Support Equipment Technician Airman Robert Hall use hand 

sanitizer in support of the aircraft carrier USS Nimitz’ (CVN 

68) COVID-19 response efforts. Nimitz is currently in port 

preparing for future operations. 

U.S. Navy photo by Mass Communication Specialist 3rd Class Olivia Banmally Nichols

Defense Logistics Agency Troop Support and DLA 

Distribution Europe arrange for the shipment of 14 

pallets of Tyvek suits to DLA Distribution Europe’s Theater 

Consolidation and Shipping Point in Germersheim, Germany. 

The suits were delivered by commercial trucks to troops in 

Italy, Germany, Belgium, Romania and Poland May 8-29.
8

FORT BELVIOR, Virginia, Jan. 28, 2020 — 

Time-tested warehousing processes and 

customer relationships are enabling the Defense 

Logistics Agency to improve readiness and 

sustainment of the F-35 joint strike fighter.

DLA entered initial operating capability as 

provider of North American regional warehousing 

Jan. 1 and will spend 2020 transferring 

government-owned F-35 parts from Lockheed 

Martin and Pratt & Whitney to DLA Distribution 

facilities co-located with six air logistics and fleet 

readiness centers.

The agency was selected last January by the 

Defense Department’s F-35 Joint Program Office 

to provide storage and management support 

of F-35 spare parts and kits in the United States 

and Canada, as well as global transportation 

and distribution in partnership with U.S. 

Transportation Command. 

DLA Puts F-35 Parts Close to Source of 

Repair at Military Industrial Facilities

Navy Petty Officer 2nd Class Sabrina Bales, assigned to the amphibious assault ship USS America, signals an F-35 joint 

strike fighter to take off from the ship’s flight deck in September. Defense Logistics Agency Distribution is moving some 

F-35 parts from industry warehouses closer to the source of repair at air logistics and fleet readiness centers where critical 

weapons systems are maintained.

By Beth Reece, DLA Public Affairs

8
9 Navy Petty Officer 3rd Class Vance Hand

Moving inventory to DLA facilities puts parts 

closer to the source of repair at ALCs and FRCs 

where critical weapons systems are repaired 

and maintained, said Joe Saffron, business 

development specialist for DLA Distribution.

“There’s a great deal of comfort knowing 

inventory is right down the street versus, in the 

case of FRC Southwest, outside of the base over 

15 miles away. Getting a delivery truck through 

the gate is one thing, but there you’re also 

competing with all the traffic going over the 

bridge to Coronado Island,” he said.

The change also eliminates duplicate efforts 

between DoD and industry and takes advantage 

of routine deliveries between DLA warehouses 

and military maintenance facilities.

“We have the ability to refine our already existing 

delivery schedules, meshing them closely with 

customers’ production schedules so they get 

every minute possible of wrench-turning time out 

of their operations. And that improves readiness,” 

Saffron added.

Auditability is expected to be another key 

outcome of the effort. An April 2019 Government 

Accountability Office report indicated that 

government property associated with the 

F-35 was not being adequately tracked in a 

government system, as information resides 

in business management systems owned and 

operated by Lockheed Martin and Pratt & 

Whitney. 

“At initial operating capability, we’ll continue 

to use existing contractor systems to manage 

material and gain visibility. But in the future, 

at full operating capability, our intention is to 

migrate inventory data into DLA systems so 

we have an accountable property system of 

record,” said Navy Capt. Jeff Davis, director of 

DLA Logistics Operations’ Sustainment Solutions 

Division.

Data transfer will be a conditions-based transfer 

and is scheduled for 2021, Davis said. 

DLA’s F-35 support is an important first step 

in DoD organic supply chain execution for the 

weapons system, added Joe Faris, business 

development director for DLA Distribution.

“Right now we’re 

focused on ensuring 

this program can 

benefit from our 

mature supply chain 

processes. This is 

setting us on the road 

to sustainment for the 

program over the next 

50 years,” he said. 
10

INVENTORY TRANSFER 

Continued from...

Transfer of inventory has already begun at the 

Oklahoma City Air Logistics Complex and Ogden 

Air Logistics Complex at Hill Air Force Base, 

Utah, where DLA and TRANSCOM conducted 

proof of principle demonstrations in 2019 to 

test warehousing and transportation processes. 

Original demonstration requirements called for 

DLA to receive, store and issue two engines, 

but distribution process workers handled over 

40 engine components from Pratt & Whitney 

and units seeking retrograde processing for 

unserviceable components.

The Oklahoma ALC will accept about 50,000 new 

receipts in the next few months. Existing DLA 

facilities will be used at the Oklahoma and Ogden 

ALCs. Employees have developed racking systems 

and other storage solutions to accommodate the 

new material. They’re also receiving classroom 

training on how to use Lockheed Martin and Pratt 

& Whitney systems until data transfer is possible. 

DLA and TRANSCOM will measure and report 

its performance to the JPO using pre-set metrics 

such as issue response time, similar to the way 

the agency measures itself through service 

agreements with the military, Davis added.

“It’s important to note that we’re not doing this 

with blinders on. There’s work to be done and 

we continue growing our relationships so our 
11

customers have confidence their needs will be 

met as we move forward,” he said.

Those partners include companies selected to 

manage warehouse operations in Europe and 

Indo-Pacific, with whom DLA is collaborating as 

they become operational to share material across 

regions in the global spares inventory pool. The 

goal is to provide reliable, scalable support to 

the F-35 program, which includes seven partner 

nations and five Foreign Military Sales countries.

 Davis underscored DLA’s ability to deliver 

effective, reliable F-35 support while reducing 

costs and expanding supply chain transparency.

“We have an existing supply chain that’s proven 

and we’ve demonstrated the ability to provide 

wartime support using that supply chain,” he said. 

“It makes sense to use that tested capability to 

support a weapons system that’s critical to our 

national defense strategy as opposed to being 

reliant on a supply chain that hasn’t been tested 

and could potentially add complexities.”

Over 490 F-35s were delivered to U.S. and 

international customers by Jan. 2. 

DLA Distribution

A forklift driver at DLA Distribution Oklahoma City moves 

engine components for the F-35 joint strike fighter into 

position for maintenance operations at the Oklahoma City 

Air Logistics Complex. The Oklahoma ALC is one of six air 

logistics and fleet readiness centers expected to assume 

warehousing for government-owned F-35 parts.
12

DoD assigns DLA 

and USTRANSCOM 

as Product Support 

Provider (PSP) for F-35 

Global Transportation 

and North America 

regional warehousing.

JAN 4

2019

 FEB 4

 2019

DLA Distribution hosts 50 attendees from the Joint 

Program Office Product Support Manager and Hybrid 

Product Support Integrator, USTRANSCOM, DLA 

headquarters staff, Partner Nations, and industry partners 

for a F-35 global transportation and distribution kickoff 

meeting. This is the first of a series of face-to-face 

meetings throughout the year.

Face-to-Face held 

at Fort Worth, 

TX, hosted by 

Lockheed Martin.

MAR 4-6

2019

MAY 7-9

2019

Face-to-Face held at 

New Cumberland, 

PA, hosted by DLA 

Distribution

Face-to-Face held 

at Fort Worth, 

TX, hosted by 

Lockheed Martin

JUNE 25-27

2019

JULY 1

2019 

Proof of Principle 

begins for Global 

Transportation

IT/Systems Face-toFace held at Lorton, 

VA, hosted by Joint 

Program Office

JULY 31 – AUG 1

2019

AUG 1

2019

Proof of Principle 

begins for North 

American Regional 

Warehousing. DDHU 

and DDOO execute 

this PoP.

F-35 Timeline
13

le 

h 

nal 

DHU 

ute 

August 12-14, 

2019 – Face-toFace held at New 

Cumberland, PA, 

hosted by DLA 

Distribution

AUG 12-14

2019

SEP 9-12

2019

Tech data and 

wholesale 

warehousing Faceto-Face held at Fort 

Worth, TX, hosted 

by Lockheed Martin

Working 

session held 

at Tinker AFB, 

hosted by 

DDOO

OCT 3

2019

OCT 28-30

2019

Face-to-Face held at 

Crystal City, VA, hosted 

by Joint Program Office

Face-to-Face held 

at Crystal City, VA, 

hosted by Joint 

Program Office

DEC 10-11

2019

DEC 18

2019

Service Level Agreement 

signed/approved by PEO, 

DLA Director and Deputy CDR 

USTRANSCOM.

Initial Operating 

Capability (IOC) 

begins, with focus on 

DDOO and DDHU for 

warehousing

JAN 2

2020

Second half of 

CY2020: projected 

IOC established 

at DDJF, DDDC, 

DDWG, and DDCN
14

DLA Distribution 

Brings Proven 

Sustainment to 

the F-35 and 

the Future 

Warfighter 

Arsenal

By Matthew Mahoney, 

DLA Distribution 

Public Affairs

Defense Logistics Agency Distribution Oklahoma City, Oklahoma, 

moves the first F-35 engine at Tinker Air Force Base March 3.

14
15

NEW CUMBERLAND, Pa. – The F-35 Lightning II 

is soon poised to enter full operational capability 

in 2021, almost 25 years after initial development 

and testing. The long and troubled history of 

the F-35, a product of the Joint Strike Fighter 

program initiated in 1995, is most notably known 

in the public eye as being over budget and 

behind schedule.

While the F-35 has spanned across multiple 

administrations and developed a preconceived 

taste on the mental palette of the public, the 

Defense Logistics Agency has only recently 

been enlisted to provide the sustainment effort 

necessary for optimal warfighter support and 

taxpayer value.

The F-35 program, from the beginning, was 

outsourced to third parties outside government 

control. This aspect would play a part in that first 

public thought mindset about the F-35 project -- 

over budget.

With third party industry placed in charge of so 

many aspects it meant taxpayers were paying 

twice for services that government agencies 

already support, such as DLA Distribution 

and warehousing. It may not seem like much 

compared to the engineering and intensive 

development of a future generation capable 

and adaptable airframe, but the warehousing, 

inventory, and accountability of every part 

involved is the definition of a sustainment effort 

necessary to keep any us government weapon 

system up and running.

That sustainment effort, while a natural extension 

of the efforts within DLA Distribution, is a foreign 

extension of the business model conducted by 

third party contractors within the F-35 program. 

In January 2019, DLA Distribution was named 

the primary support provider for North American 

warehousing, and, in conjunction with U.S. 

Transportation Command, the global distribution 

provider.

“DLA Distribution has a proven joint storage and 

distribution network that supports operational 

customers, industrial sites for maintenance, and 

that network is already in place and integrated 

for warfighter support,” said Joe Faris, Business 

Development director.

But the process of transitioning nearly 25 years 

of material production to an entirely different 

warehousing and inventory management system 

was not one that could be done immediately. It 

would take an initial proof of principle exercise 

to demonstrate that DLA sites were not only best 

positioned and actionable enough to handle 

the demands of an international partner nation 

program, but also that DLA could integrate 

entirely separate warehouse management 

systems into the regulatory demands of 

government inventory accountability.

“The business of weapon system sustainment 

is core to us,” said Joe Saffron, Business 

Development specialist with DLA Distribution. 

Alluding to DLA’s long history as the largest 

logistics support agency for the Department of 

Defense, Saffron highlights the proven ability 

DLA Distribution brings to the future of F-35 

sustainment.

“It’s a natural and efficient use of DOD assets 

for the taxpayer,” said Saffron, speaking to 

DLA Distribution’s experience and existing 

partnerships. “It’s resilient. It’s proven. It’s mature. 

It’s battle tested, particularly where that ‘last 

tactical mile’ comes into play.” Saffron, an Army 

retiree and combat veteran, has the presence 

and vocal intonation of someone who completely 

understands the necessity of unfailing warfighter 

support and mission accomplishment. The 

responsibility of accountable weapons system 

sustainment, from the smallest grommet to 

an F-35 engine, is answerable not only to the 

taxpayer at home, but our warfighters on the 

operational front.

Over the course of the entire movement, $3 

billion in government-owned inventory will 

transition to DLA Distribution. Eventually, as the 

F-35 meets that desired goal of one air frame 

for all services other DLA services such as DLA 

Aviation and DLA Energy could be brought in to 

provide further warfighter support that is intrinsic 

to current government systems.

“Our ability to move quickly and adjust surpasses 

third party sources,” said Preston Kriegshauser, 

deputy director, DLA Distribution Hill, Utah. DLA 

Distribution centers are positioned strategically 

across the globe to provide the best and 
16

most comprehensive operational sustainment 

capability to our warfighters, and the DDHU 

team are one of those perfectly placed entities 

within the DLA Distribution system. Not only are 

they positioned right on the same territory as 

Hill Air Force Base, but they are also “next door” 

to Ogden Air Logistics Center, one of the sites 

handling primary component repair of the F-35.

Not only has this strategic positioning and proven 

workforce demonstrated success across the past 

century, but that physical presence offers an 

unbeatable advantage to the sustainment effort 

of the F-35. DLA warehouses sit, in some cases, 

directly across the road from the very centers 

where maintenance will be taking place.

DLA Distribution offers flexibility in the ability 

to quickly integrate contingency contracting 

into their work efforts. These contract jobs can, 

in the future turn into permanent jobs for the 

local areas of the six national sites housing F-35 

material. Currently workers from sites like DDHU 

are having to learn third party source warehouse 

management software and integrate that into 

existing government systems.

“DLA is not a widely known entity,” said 

Kriegshouser. “Storage and distribution is our 

business, and that extends to anybody.”

“The opportunity is huge,” said Tom Counihan, 

DLA Distribution Oklahoma City, Oklahoma. “It’s 

a unique, once in a lifetime challenging project.” 

DLA Distribution Oklahoma City, Oklahoma 

began accepting F-35 engine modules last year 

as their part of the proof of principle and is now 

currently receiving consumable parts to support 

the transition during their initial operating 

capability phase.

With the F-35 engine heavy maintenance 

facility co-located on Tinker Air Force base, the 

DDOO team is not only able to deliver modules 

for repair, but also ship refurbished modules 

off base within minutes. “DLA systems offer 

strengths as well as scalability that enhances third 

party offerings to support the warfighter” said 

Counihan.

DLA has a proven track record of maintaining 

accountability and readiness across high volumes 

of capacity and transactions. DDOO has been 

able to efficiently begin their transition by 

utilizing existing space to make a dedicated 

“depot within a depot” spanning all functions 

from receiving through international shipping in a 

single facility, according to Counihan.

While many briefings floating around DLA pertain 

to the current timeline of events regarding 

initial operating capability translating into full 

operational capability, Faris describes a dedicated 

and concentrated effort on the part of DLA that 

covers years before the eventual selection of 

DLA for global distribution and North American 

warehousing.

As early as 2014, DLA was attempting to assist 

DOD with the F-35 project by identifying where 

DLA could work in collaboration with industry 

partners to eliminate redundancy. Those efforts 

were able to happen in large part because DLA 

Distribution, through the Business Management 

office, had taken time to identify where military 

services were using and generating expenditures 

on warehousing outside of the DLA system.

“One major opportunity we identified when we 

did that environmental scan was the F-35,” said 

Faris.

The F-35 is one of the top priority weapon 

systems in development, not just for the U.S., but 

also for partner nations involved in the project. 

One of the major things DLA Distribution would 

have to demonstrate is how DLA could not only 

meet sustainment requirements, but provide 

greater value with less cost than what industry 

could provide. 
17

“I truly believe we were selected for the ‘and 

North America regional warehousing’,” said Faris, 

referring to the PSP designation. “Because of the 

previous five years of seed work we did with the 

Joint Program Office.” A culmination of training 

and education on how JPO could leverage 

existing networks that are already organically 

integrated into the maintenance facilities.

The F-35 will have component repair at all three 

air logistics complexes and at all three Fleet 

Readiness Centers. DLA is positioned on these 

six bases and is considered by Faris to be “beach 

front property” in terms of providing the best 

possible sustainment effort in conjunction with 

those maintenance activities.

With DLA designated as the PSP, it meant that 

DOD, and ultimately the American tax payer, 

would be saved the cost of industry providers 

having to build and create from scratch a 

warehousing and distribution system that already 

exists in the form of DLA Distribution.

Not only would those warehousing and 

distribution systems be redundant, but they 

would be outside of the DOD system, and thus 

outside of the scope of policies and systems 

that maintain accountability of U.S. Government 

owned property.

“DLA can go places industry partners can’t,” said 

Faris. Not only can DLA deliver a sustainment 

effort in global theaters where industry cannot, 

but DLA Distribution does it with accountability 

of government property as a mandate upon 

operations.

DLA Distribution is required to abide by DOD 

policy on inventory control and accountability, 

and as part of the Financial Improvement and 

Audit Readiness. Those same policies are not 

explicitly required of industry partners.

DLA also stands uniquely poised to extend that 

global distribution to any theater required via 

DLA Distribution Expeditionary, the highly mobile 

and rapid response arm of DLA Distribution.

“We never really know where our capability 

will be required globally,” said Army Maj. Ed 

Strzalkowski, DDXX Commander. The mission 

for DDXX can vary dependent on the needs of 

the theater command, and in the case of F-35 

support DDXX is fully prepared to act as a mobile 

extension of the fixed based DLA Distribution 

centers.

DDXX combines a whole of government 

approach that not only leverages the capabilities 

of military and U.S. Government resources, but 

also incorporates host nations, and by proxy the 

partner nations associated with the F-35 project, 

into expediting the legal requirements of a global 

distribution system.

The F-35 is anticipated to be the future of air 

superiority and an ever-evolving weapon system 

changing with the landscape of future warfare in 

real time. As that weapon system changes, the 

level of support and sustainment DLA is poised 

to provide will remain unwavering, proven and 

accountable, just as it always has been. 

Defense Logistics Agency Distribution was named the 

primary support provider for North American warehousing, 

and, in conjunction with U.S. Transportation Command, the 

global distribution provider in January 2019. Throughout 

the remainder of 2020, DLA Distribution Oklahoma City, 

Oklahoma will transfer 50,000 F-35 part numbers from 

Pratt & Whitney to DLA. 
18

An Essential Enabler

Storage Optimization:

By the J3 Storage Space Management Team

DLA Distribution Logistics Operations

The DLA Distribution Storage Optimization program was established in 2011 to evaluate warehouse 

capacity and capabilities in a repeatable, data driven process focusing on storage efficiency, 

building function, storage aids, work flow, equipment, specialized requirements, current condition, 

improvements, and conceptual layouts to maximize storage capacity and efficiency, in the smallest 

footprint. Since 2011, there have been numerous accomplishments:

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nhancing Audit Readiness: In response to adverse Audit Readiness findings requiring storage 

by owner and one item (National Stock Number) to a location, analysis was performed to 

identify the requirements to enable storage by individual owner and item as well as identifying 

required storage aids at the distribution centers.

upporting F35: The team refined broad storage requirements lacking specific materiel data 

for the F35 mission by manually collecting item and space data and performing a space 

analysis for the initial phase of the F-35 mission. 

hrinking Infrastructure: Nearly 11 million gross square feet (GSF) of covered storage was 

either returned or repurposed through 2017, and an additional 1.65 million GSF of covered 

storage was identified for return/repurpose through 2023.

valuating Facility/Storage Aid Reutilization: Optimization recommendations identified 

opportunities to reuse existing facilities and storage aids in new configurations, at less cost, to 

meet storage requirements at multiple distribution centers. 

etworking with DLA Aviation: We assisted DLA Aviation optimization efforts at Warner 

Robins AFB, GA and Tinker AFB, OK by providing recommendations for existing storage and 

conceptual designs for better optimized storage.

argeting Storage Density: We developed a comprehensive review process and created 

associated tools to enable improved storage density. The process and tools have been utilized 

at multiple distribution centers.

ntegrating Automation/Modernization: We made critical recommendations for 

incorporating automated storage systems including Vertical Lift Modules, AutoStore pilots, 

artificial intelligence, and warehouse navigation systems enabling denser storage, increased 

pick/stow efficiencies, and reduced manpower requirements.

ssisting the Navy Curator: The team determined storage requirements without materiel 

data to define optimal storage requirements for the Navy Curator. The Team manually 

estimated the storage requirement, developed the storage plan, and identified an excess DLA 

Distribution facility that the Navy Curator now occupies. 

imiting Non-Compliant Storage: The distribution centers at Red River and Corpus Christi 

had stored material in open storage instead of covered storage as required. Team analysis and 

recommendations led to several Military Construction (MILCON) projects to provide space and 

storage aids to properly store this material. 
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Storage Optimization planning enables the development 

of the distribution center’s five year storage plan from 

concept to design, using the “right size” and “right type” 

of storage infrastructure configuration required to support 

the quantity and characteristics of materiel in storage at 

the site. This right sizing storage includes: facility retention, 

repurpose, or return recommendations; MILCON planning; 

facility acquisition recommendations; new storage aids; 

new warehouse layouts and work flow; funding based upon 

requirements; improved storage capacity; increased density, 

reduced occupancy; and enables improved fiscal planning 

and operating cost reduction. 

The Storage Optimization team reviews all distribution centers on a five year cycle. Site scheduling 

is based upon the date of the last storage optimization plan, review of storage utilization, efficiency, 

potential impact, and known storage/operational issues. The process is comprised of four phases: 

Phase I: Pre-Site Visit Data collection and analysis is a foundational element of Storage 

Optimization planning and includes a wide range of data, reports, and analysis that is completed prior 

to the site visit. Without timely, accurate, and operation encompassing data, planning is based upon 

what you think instead of what you know. Planning needs to be fact based, not a feeling. 

Phase II: Site Visit Validation of the data and analysis collected pre-site visit with visual 

observation of the current operation enabling identification of potential recommendations both site 

wide and building specific. Phase I is an intellectual data drill, Phase II is the physical data validation 

moving the process from what we think to what we know. 

Phase III: Post Site Visit Refining and finalizing the Storage Optimization Baseline 

and Recommendations documents. The data and analysis have been validated but without a 

comprehensive and cohesive plan based upon the site visit observations and recommendations there 

is no actionable course of action to follow. 

Phase IV: Execution Identifying the required tasks associated to the Storage 

Optimization plan recommendations, sequencing them into a project management tool, and 

identifying the resources required and the timeline to accomplish each task. All of the data, analysis, 

and planning in the world is basically meaningless without execution. The Distribution Center is the 

Storage Optimization plan owner and implementer moving it from concept to design and funding by 

sequencing projects into a 5-year window. The Plan is fluid; site and operational annual reviews allow 

flexing of the plan as missions and functions change.
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Proud of

“I’m proud to have been at the helm during 

these past two years and it has been my 

distinct honor to work alongside you during 

this exciting and game changing time for 

DLA Distribution. Bravo Zulu for a job 

extremely well done – no one compares to 

the Distribution Team! 

Fair Winds and Following Seas. 

HOOYAH Distribution!”

-Kevin Jones

RDML, SC, USN