ENERGY SOURCE

Defense Logistics Agency Energy efense Logistics Agency Energy April 2014

PARTNERSHIPS ARTNERSHIPS
2 www.energy.dla.mil

Front cover by: Jonathan Stack

Back cover by: Jonathan Stack

Commander

Air Force Brig. Gen. Giovanni Tuck

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

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We have a global enterprise supplying around 105 e have a global enterprise supplying around 105 

million barrels of fuel a year, and between 52 to 55 illion barrels of fuel a year, and between 52 to 55 

million barrels of inventory on hand at any given illion barrels of inventory on hand at any given 

time throughout the world – but we can’t do it by ime throughout the world – but we can’t do it by 

ourselves. We absolutely need partnerships to get urselves. We absolutely need partnerships to get 

this done. his done.

You will see more in this edition about the scope ou will see more in this edition about the scope 

of our partnerships than I can credit here, but we f our partnerships than I can credit here, but we 

partner with a surprising number of groups, agencies artner with a surprising number of groups, agencies 

and services outside of our organization to do some nd services outside of our organization to do some 

outstanding work. For example, we have ties with utstanding work. For example, we have ties with 

the Federal Emergency Management Agency, the he Federal Emergency Management Agency, the 

Department of Energy, the State Department and epartment of Energy, the State Department and 

many other federal agencies. Those relationships are any other federal agencies. Those relationships are 

critical, as are our service and joint relationships ritical, as are our service and joint relationships 

that we have with the combatant commanders, or at hat we have with the combatant commanders, or at 

the policy level with the Office of the Secretary of he policy level with the Office of the Secretary of 

Defense or the Acquisition, Technology and Logistics efense or the Acquisition, Technology and Logistics 

office.

At my level, the partnerships where I really find the t my level, the partnerships where I really find the 

rubber meets the road is working military to military ubber meets the road is working military to military 

or state to state with foreign countries. These “key r state to state with foreign countries. These “key 

leadership engagements” are eseential to what I do eadership engagements” are eseential to what I do 

and olpen doors for our region commanders. nd olpen doors for our region commanders. 

If you just take a look at Europe and Africa, If you just take a look at Europe and Africa, 

where you have 28 NATO countries working on here you have 28 NATO countries working on 

Brig. Gen. Giovanni K. Tuck, USAF

Defense Logistics Agency Energy

international issues, we’re looking at all of our nternational issues, we’re looking at all of our 

existing agreements and arrangements to partner xisting agreements and arrangements to partner 

with them if NATO calls upon us. In the Pacific and ith them if NATO calls upon us. In the Pacific and 

I meet with the U.S. Forces Japan commander, or meet with the U.S. Forces Japan commander, or 

U.S. Forces Korea commander...by the time I leave .S. Forces Korea commander...by the time I leave 

they’re very comfortable that they’ll have everything hey’re very comfortable that they’ll have everything 

they need in terms of fuel for warfighting to disaster hey need in terms of fuel for warfighting to disaster 

relief to peacetime operations. elief to peacetime operations.

Here’s another example: the Port of Salalah is a ere’s another example: the Port of Salalah is a 

multi-million dollar commercial investment for ulti-million dollar commercial investment for 

us to have Navy-required fuel outside the Strait of s to have Navy-required fuel outside the Strait of 

Hormuz, but close to where the warfighter might ormuz, but close to where the warfighter might 

need it if it’s ever necessary. We’re working with eed it if it’s ever necessary. We’re working with 

our contractor, the embassy, the defense attaché ur contractor, the embassy, the defense attaché 

in the embassy, our region commander and Oman n the embassy, our region commander and Oman 

Ministries of Defence and Transportation and inistries of Defence and Transportation and 

Communications to ensure that project stays on ommunications to ensure that project stays on 

track. Without our partnerships and conversation rack. Without our partnerships and conversation 

across nations at the very highest levels, this project cross nations at the very highest levels, this project 

could further slip, delaying the navy requirement. ould further slip, delaying the navy requirement.

Beyond anything else, I want to thank the faces of eyond anything else, I want to thank the faces of 

our partnerships – the regional commanders, quality ur partnerships – the regional commanders, quality 

assurance representatives, chemists and everyone ssurance representatives, chemists and everyone 

else who serves as the boots on the ground when lse who serves as the boots on the ground when 

it comes to working outside our Energy agency. t comes to working outside our Energy agency. 

Just like how we can’t do everything without our ust like how we can’t do everything without our 

partnerships, we certainly can’t do the minor artnerships, we certainly can’t do the minor 

miracles that come out of DLA Energy every day iracles that come out of DLA Energy every day 

without maintaining these relationships. ithout maintaining these relationships.
Energy Source l April 2014 3

Partnerships

Energy

We Are DLA

24 Technical Assistance

 4 Interagency Partnerships

 8 Behind the Headlines

14International Partners

18 When Disaster Strikes

22 Energy Projects

26 Balancing Act

35 One Face

Interagency Partnerships

Technical Assistance

 Balancing Act

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A signifi cant challenge facing the 

Defense Logistics Agency today is 

simultaneously supporting Army 

forces in Afghanistan and helping 

the service plan and execute its 

withdrawal from the country.

The Defense Logistics Agency 

Energy’s technical assistance 

team returned from a mission in 

support of the Iraqi army’s fuel 

capabilities in December.

Interagency partnerships offer 

a resource that DLA Energy’s 

Quality and Technical Support 

offi ce members use to solve issues impacting both DLA Energy, 

the federal government and fuel 

industry as a whole.

When Disaster Strikes 18

From extreme fl oods to unprecedented tornado outbreaks and 

hurricanes, Defense Logistics 

Agency Energy partners with the 

Federal Emergency Management 

Agency when disaster strikes.

CONTENTS ONTENTS
4 www.energy.dla.mil

When there are new fuel 

challenges affecting more 

than one agency, Defense 

Logistics Agency Energy lends its 

expertise to other public sector and 

industry groups to develop solutions.

Interagency partnerships offer a 

resource that DLA Energy’s Quality 

and Technical Support offi ce members use to solve issues impacting 

both DLA Energy and the federal 

government or fuel industry as a 

whole.

Dan Baniszewski, chief of the Product Technology Standardization 

division, and several members of his 

team regularly participate in interagency groups with outcomes that 

can reach from the local DLA Energy 

level to an international scale.

“With these groups, you have several 

parties interested in accomplishing a 

Interagency

Partnerships artnerships

By Christopher Goulait

A F-22A Raptor is fl own over Fort Monroe, Va. One aspect of the partnership for Air Transportation Noise and Emissions 

Reduction is the research and reduction of noise generated by both military and commercial aircraft for communities affected 

by aircraft noise issues. Photo by Air Force Tech. Sgt. Ben Bloker
Energy Source l April 2014 5

goal, and each can contribute some 

amount to it, as opposed to DLA 

Energy by itself paying millions of 

dollars to research something like 

the lifecycle greenhouse gas emissions of aviation fuels,” Baniszewski 

said. “We all get a product at the end 

of the day we can each use for our 

own needs without any single agency 

having to foot the whole bill.” 

They also help eliminate duplication 

of effort or resources, he added.

“It’s good to say, ‘Hey, my team is 

looking at this project,’ and fi nd out 

that another agency is also working 

on something similar to leverage 

each other’s knowledge and resources,” Baniszewski said.

Some of the offi ce’s group memberships include the Commercial 

Alternative Aviation Fuels Initiative, 

the Clean Air Act Services Steering 

Committee, the Partnership for Air 

Transportation Noise and Emissions 

Reduction, ASTM International, the 

Hazardous Minimization and Green 

Products team, known as the HAZMIN team, the Aviation Sustainability Center, the International 

Air Transport Association, 

the Interagency Working Group for Alternative 

Fuels, the Coordinating 

Research Council and the 

International Association 

for the Stability, Handling 

and Use of Liquid Fuels.

“We’re also a part of many 

other groups, not necessarily interagency, but 

partnerships with industries,” Baniszewski said. 

“Our offi ce coordinates 

through several groups on 

lots of technical issues, so 

we know what’s the latest 

and greatest in terms of 

technologies out there, as 

well as any problems that 

might be out there with 

fuels or additives.”

Information sharing is at 

the forefront of many of 

the interagency partnerships, Baniszewski said. 

There are some subjects 

where DLA Energy is 

on the front lines of the 

research, and others where 

it depends on the different 

perspectives and contacts 

with wide areas of expertise that groups provide.

“When different groups 

understand what impacts 

them, they can bring to the 

table outcomes that others 

may not have thought of,” 

Baniszewski said.

Solving specifi c problems 

is one benefi t of interagency work, but Doug 

Martin, chemist with the 

Quality and Technical Support offi ce, said his work with the CAASC 

also enhances relationships between 

participants.

First Group - Doug Martin: 

Clean Air Act Services Steering 

Committee

One of the main focuses of the 

group is the Environmental 

Protection Agency’s rulemaking 

ability under the Clean Air Act. 

Whenever they do rulemaking 

or create regulations, the 

Department of Defense has 

a working group combined 

with all the services and DoD 

elements, as well as a few other 

federal agencies. We provide 

consolidated responses back 

to the EPA so that any conflicts 

with the day-to-day operating 

procedures can be avoided. 

Something we’re working 

on right now is emergency 

generators at airports that run 

runway lights, since the EPA 

put out a rule that emergency 

generators can’t be run unless 

a categorized event has already 

taken place. Another big thing 

from a few years ago, though 

it still pops up every now and 

then, is the sulfur reduction 

for on-road fuels. The DoD 

has to be able to deploy at any 

moment, and we run on JP8 jet 

fuel, which has a high sulfur 

content in ground vehicles. 

So we had to work through 

this group and the EPA to get 

national security exemption 

for the use of military fuels in 

ground equipment.

A CLOSER LOOK CLOSER LOOK
6 www.energy.dla.mil

It brings the offi ce closer to their 

customers and suppliers, Martin 

said. The group collects and condenses responses across the military 

to the Environmental Protection 

Agency on matters relating to the 

Clean Air Act.

“You get to know which members of 

these committees and groups have 

experience in these areas,” he said. 

“They’re great resources, especially 

for me, since I’m newer to the fuels 

community. Some of these people 

have been in the community for 10, 

20 or 30 years and already have 

networks built up to turn to if they 

don’t have the answer themselves.”

Contacts can become trusted sources 

to test ideas with, added Renrick 

Atkins, also a chemist in the offi ce, 

who works with the HAZMIN team.

“Different people with a lot of expertise in certain areas can be great 

for sources to bounce ideas off of,” 

Atkins said. “Based on some projects in the HAZMIN group, I can 

see if [DLA Energy] can do similar 

projects to try and establish greener 

practices in our specifi c supply 

chain.”

Baniszewski also received help 

when he needed to learn about how 

lifecycle greenhouse gas emissions 

for alternative fuels in Section 526 

of the Energy Independence and 

Security Act of 2007 would impact 

DLA Energy’s contracting.

“The biggest issue was that I 

didn’t have prior experience with 

Section 526 of the EISA was,” 

he said. “I knew very little about 

lifecycle analysis, but through these 

groups I got to meet 

people from Argonne 

National Lab, [the 

Department of Energy, 

the Federal Aviation 

Administration,] and 

universities who had vast 

amounts of experience 

on this subject. When 

we had to draft contract 

clauses and technical 

requirements involving 

Section 526, I could 

go to these people and 

ask if our work makes 

sense, and make sure we 

comply with the law.”

Another direct application to DLA Energy 

involved Martin’s work 

with the CAASSC. 

Suppliers weren’t able 

to generate a renewable 

identifi cation number 

for the production of F76 

diesel fuel from alternative fuels, he said. Work 

with the group went through the 

EPA for clarifi cation on inclusion of 

F76 as an approved marine diesel 

fuel. 

“As a result of that, the suppliers will 

be able to generate RINs for F76 and 

potentially bring down the price for 

the fuel, or make them more willing 

to produce it,” Martin said.

While there are benefi ts to organization through participation, 

contributions in interagency groups 

are a two-way street. DLA Energy’s 

representatives have provided their 

experience to a number of subjects 

outside the agency.

Baniszewski said one of the overarching ways in which DLA Energy 

contributes to the discussion is with 

its expertise in the logistics behind 

fuel support, such as fuel transportation, how to do business and how to 

supply the DoD as a whole. 

DLA Energy provides more specifi c 

assistance to interagency groups as 

well. 

“With our project for PARTNER on 

greenhouse gas reduction analysis, 

much of the data collected from that 

was inputted into the DoE’s [Greenhouse Gases, Regulated Emissions, 

and Energy Use in Transportation] 

model,” Baniszewski said. 

The EPA then used a lot of that data 

to make their Renewable Fuel Standard 2 rulings for fuel conversion 

pathways, he said. From that data, 

they’ve been able to say whether or 

not certain feedstock and conversion 

pathways are eligible for renewable 

identifi cation numbers under the 

RFS 2.

Improved safety is another result of 

teamwork involving DLA Energy, 

Atkins said.

There was one project where the 

HAZMIN team found a battery or 

wiring issue where powder containing heavy metals was being leeched, 

he said. The team developed a 

program to clean up and replace the 

product with something safer and 

Second Group - Renrick Atkins: 

Hazardous Minimization and Green 

Products team

What we do is try and fi nd different 

sources in the supply chain where 

we can reduce either hazards in the 

workplace, like toxic chemicals, or 

establish greener practices through 

procuring more environmentally 

friendly products. Our biggest 

focus is saving money and 

preventing people from possibly 

getting sick. 

One of the projects at the bases 

involved reducing the amount 

of water they were using in their 

facility by installing new toilets 

and sinks. They even went as far 

as replacing containers in the 

eating areas to make them more 

environmentally friendly.
Energy Source l April 2014 7

more environmentally friendly.

As projects are accomplished and 

goals are met, the missions of the 

groups change with the needs of the 

agencies.

PARTNER is wrapping up this year, 

but a new group called the Aviation 

Sustainability Center will continue 

some of the emissions reductions 

work while standing up a new Center 

of Excellence for Alternative Aviation 

Fuels. 

“DLA Energy will play a role in this 

new center along with the FAA and 

industry,” Baniszewski said. “The 

goal of this Center of Excellence is to 

establish and commercialize alternative aviation fuels in the marketplace. 

DLA Energy can contribute jointly in 

areas of research and development 

to look at things like fuel certifi cation 

and qualifi cation requirements, different conversion technologies, and 

other current issues affecting commercializing alternative fuels.” 

He also cited the Interagency Working Group for Alternative Fuels as 

changing. Efforts originally began as 

coordinating alternative fuel efforts 

across agencies to reduce duplicated 

efforts and foster time- and moneysaving cooperation. The group now 

focuses on instruction and information sharing on agency-specifi c 

initiatives to expand the scope of its 

members’ fuel knowledge.

Interagency groups, new and old, 

have been extremely valuable for DLA 

Energy, Baniszewski said.

“You don’t want to do everything just 

in your own little box because you 

can’t take everything into account 

all the time,” he said. “In order to 

actually move ahead with any of these 

initiatives and ideas that touch so 

many other folks, you have to have 

their inputs to address every concern. 

They keep you from running into a 

showstopper.”

Soldiers perform a light-emitting diodes lighting retrofi t at the Maj. Gen. William S. 

Stryker Army Reserve Center in Trenton, N.J. LED installation like this is one example 

of use of an energy effi cient lighting product on the Hazardous Minimization and Green 

Products team’s green product list. Photo by Army Staff Sgt. Shawn Morris
88 www.energy.dla.mil www.energy.dla.mil

The Ener

Behind the Head

I

t’s not every day that the Defense Logistics Agency Energy makes the headlines in the major media outlets, but the 

organization does make it possible for some 

of those headlines to occur.

Direct or indirect, contingent or defi nite, 

DLA Energy’s support behind the news can 

literally and fi guratively keep the story running when fuel support is needed.

Two such events included ensuring Air Force 

One was fueled during the presidential trip 

to South Africa for Nelson Mandela’s memorial services and preparing winter storm 

support in the U.S. if called upon.

Transportation for Nelson Mandela’s 

funeral

A DLA Energy team worked under unique 

conditions to ensure Air Force One and U.S. 

representatives were able to safely travel to 

Nelson Mandela’s funeral Dec. 10, 2013.

Paying respects to the former South African 

president and anti-apartheid activist required secure transportation from the U.S. to 

South Africa on short notice, a mission supported by several members of DLA Energy 

Europe & Africa.

Chris Ricketson, DLA Energy Europe & 

Africa quality assurance representative, summarized the regular aspects of support with 

fi ve basic steps. 

DLA Energy personnel would act as a liaison 

between the jet fuel provider and the U.S. Air 

Force refuelers, oversee the sampling of all 

refuelers, transport samples to the previously 

vetted refi nery laboratory, witness testing of 

the samples and provide verbal test results 

and documentation to the advance agent.

The regional offi ce was also asked to assist 

Air Mobility Command with site surveys, 

logistical support, and aircraft landing clearances, said Paul Topolosky, DLA Energy 

Europe & Africa QAR.

Coordination included more than support 

on the ground, said Air Force Maj. Robert 

Lyon, Operations Cell chief with DLA Energy 

Europe & Africa.

“We coordinated with our contracted intoplane provider at commercial airports in 

Dakar, Senegal, to support a requirement of 

around 978,000 gallons of Jet A1 [jet fuel],” 

By Christopher Goulait
Energy Source Energy Source l April 2014 l April 2014 99

ergy Source

adlines

he said. “Additionally, our International Agreements offi ce coordinated 

with the United Kingdom Defense 

Fuels Group to support military airlift 

aircraft with up to 2 million gallons of 

aviation fuel at Ascension Island using 

our fuels exchange agreement.”

President Barack Obama traveled 

to Senegal and Tanzania, as well as 

Johannesburg and Capetown in South 

Africa in June and July of 2013. The 

requirements from these locations 

were used to plan support for the funeral attendance, Lyon 

said.

The International Agreements offi ce was preparing support early on, said team member Air Force Senior Master 

Sgt. Tonya Miller.

“As soon as we received the notifi cation of Mr. Mandela’s 

death, we took a proactive approach by discussing possible 

support through Ascension Island with our U.K. counterparts,” she said. “We also determined ways we could help 

ensure they maintained an adequate supply of aviation 

fuel.”

DLA Energy Europe & Africa then received the offi cial 

requirements from the White House Military Offi ce Presidential Flight support section and the team quantifi ed the 

U.S. needs with the U.K., Miller said. 

Once requirements were established, Ricketson, Topolosky and other DLA Energy Europe & Africa employees 

made their way to Johannesburg, South Africa, to provide 

support in person.

“At the time of the initial notifi cation, we didn’t know 

which airports could be used, so we contacted three airports in Johannesburg and Pretoria, and one in Windhoek, 

Namibia, to ascertain their fuel capabilities for Air Force 

One and support aircraft,” Topolosky said.

“Fortunately, we had a secure fuel mission at this location in June and the QARs that were on that mission had 

written a trip report that we were able to get information 

to help us in our planning,” he said. “My colleague Thomas 

Mount had also been to Johannesburg in the past and had 

contacts at the refi nery and fuels lab who he was able to 

call and coordinate things with.”
10 www.energy.dla.mil

Notes from other similar missions 

and frequent travel to the area were 

also important to Ricketson, as well as 

relationships with defense attaché offi cers, travel agents and airport depot 

managers to streamline processes.

“Annual trips to Dakar for bunker and 

into-plane audits as well as pre-award 

surveys produced a familiarity with 

the area and high comfort level for 

me,” Ricketson said. “Frequent travel 

to Africa also enabled me to prepare, 

submit and arrange travel in short 

notice.”

Short notice was the difference between previous missions and supporting the funeral transportation for the 

International Agreements team.

“This requirement was extremely 

short notice and we were not the only 

customers soliciting for the services 

and fuel from our U.K. partners,” 

Miller said. “We had to ensure that 

our partner nation considered us fi rst 

in their fuel distribution and allocation plan. Our strategic partnership 

and fuel exchange agreement with 

the U.K. ensured seamless support at 

Ascension Island.”

Likewise, having days instead of 

months’ worth of notice impacted 

QAR teams.

“Normally, as QARs, we receive 

about two months’ notice for a secure 

fuel mission,” Topolosky said. “That 

amount of notice is needed to coordinate with the Presidential Advance 

Team agents, defense attaché offi cers, 

a local airport, a qualifi ed local fuels 

lab and many other logistical items.”

The timing of the fuel support affected many more aspects of planning down the line, including preplanning, travel, Air Force fuel truck 

arrival, fuel sampling requirements 

and airport access, Topolosky said.

One resulting logistics challenge came 

in the form of Air Force One being 

required to land at one airport, but 

all other supporting Air Force aircraft 

needing to land at a different airport 

30 miles away, requiring fuel trucks 

to travel the distance with their sampling equipment.

“We were notifi ed that only two of the 

eight fuel trucks had arrived, but were 

stuck because there were no transport 

trucks available to get them to [where 

Air Force One would be], Topolosky 

said. “No one knew what time the remaining six fuel trucks would arrive. 

Since Air Force One was due to arrive 

in about 12 hours, the Presidential 

Advance Team agents requested that 

I drive out and get the sample cans 

and the Air Force sampling equipment, then return to sample the fuel 

system.”

Fuel trucks are usually sampled after 

they are fi lled, before Air Force One 

President Barack Obama and First Lady Michelle Obama prepare to depart Joint Base Andrews, Md., for Johannesburg, South 

Africa, to attend a national memorial service for former South African president and anti-apartheid icon Nelson Mandela Dec. 9, 2013. 

Advance efforts through DLA Energy’s Europe & Africa regional International Agreements offi ce and quality assurance work onsite 

helped ensure safe and successful transportation. Photo by Air Force Airman 1st Class Nesha Humes
Energy Source l April 2014 11

e

t

e

e

t

e

e

arrives, but not knowing when 

the trucks would arrive meant 

having to sample the fuel 

system, Topolosky said. With 

the help of a police escort to get 

there, South African Air Force 

fuels personnel assisted the 

team in the fuel bulk storage 

facility to obtain the required 

samples.

QAR expertise ensured that a 

fuel analysis made its way out 

of the refi nery lab with seven 

hours to spare, Topolosky said. 

They then turned their attention back to the fuel trucks to 

resolve an issue four hours 

before they would be called on 

to successfully refuel Air Force 

One.

“Although this mission was full 

of unique situations, it once 

again proved that the professionalism, dedication to mission, and teamwork between 

DLA Energy and the Air Force 

fuels community results in a 

positive outcome,” Topolosky 

said.

Winter weather 

contingency planning

DLA Energy Americas was 

ready and able to assist if 

called upon when severe winter 

weather hit several states in the 

U.S. in early 2014.

“The goal was proactive planning based on the weather and 

minimizing lead time while 

enhancing rapid response 

capability. Nothing materialized; however, the scenario 

served as a process validation 

and rehearsal for future natural 

disaster readiness,” said DLA 

Energy Americas Deputy Director Frank Wright.

The process involves more 

A Georgia Army National Guardsmen moves fuel containers in support of assistance 

efforts after winter weather impacted the state. DLA Energy Americas proactively planned 

fuel support for affected areas to reduce lead time in the event that federal assistance was 

requested. Photo by Army 1st Sgt. Rachel Dryden

h

3. 

e 
12 www.energy.dla.mil

planning rather than simply checking the weather report, even if the 

plan isn’t ultimately activated, DLA 

Energy Liaison Offi cer to Northern 

Command Greg Knowles explained.

The DLA LNO to the Federal Emergency Management Agency ties 

in to FEMA on a daily basis, and 

that’s how DLA Energy maintains 

situational awareness regularly, 

Knowles said. As far as contingency 

support works, DLA Energy has a 

contingency contractor who provides contingency support for the 

Atlantic Coast, Gulf Coast, and New 

Madrid region.

“In this case, with the winter storms 

that impacted the south, they were 

partnered with us to know to be on 

call if the Offi ce of the Secretary of 

Defense or FEMA had a need,” he 

said. “If they’re told to move out, 

they will, but they won’t commit 

any funds until they’re told to do 

so by the contracting offi cer at DLA 

Energy headquarters.”

During an emergency situation, one 

of the challenges is determining the 

customer’s requirements, Knowles 

said.

“We try and work as closely as we 

can with FEMA to make sure we 

meet those requirements,” he said. 

“In this case, we were mostly standing by. We didn’t have a big bulk 

requirement, because it never got to 

that point.”

FEMA would develop the requirements through daily or twice daily 

conferences with the affected region, and the LNO monitoring that 

activity would let DLA or DLA Energy know if they needed to become 

involved, Knowles said. During that 

time, DLA Energy is also in constant contact with the contingency 

contractor.

Supporting humanitarian assistance or disaster relief also involves 

keeping an eye on the defense fuel 

support points in and around the 

impacted region.

“If you look at the weather as an enemy, you have to check the status of 

your DFSPs as well,” Knowles said. 

“They still have missions they have 

to support and customers they are 

responsible for day to day.”

“If the nation were under attack, the 

forces would have to draw fuel from 

those DFSPs to accomplish their 

mission,” he continued. “We also 

have to take into consideration that 

if there’s a bad weather emergency; 

our facilities need to be able to provide for their core mission: defense 

of the homeland, and procedures 

need to be in place to have a gauge 

on the current operational status.”

One aspect of this winter’s DLA 

Energy support called on the organization to help with a commodity it 

doesn’t usually manage.

“We were also asked to look into the 

propane supply chain in Wisconsin 

in partnership with the Department 

of Energy,” Knowles said. “We don’t 

use, manage or deal with propane 

regularly, but we were helping 

NORTHCOM with their propane 

supply questions in Wisconsin, such 

as what the Department of Defense 

could do to improve the supply 

chain.”

“We dove into some research and 

provided some answers to the DLA 

director to assist with NORTHCOM’s question,” he added. “Even 

though it’s not our core mission, we 

were able to work with DOE and 

private industry to help.”

Preparing support to contingency 

operations takes place more frequently than DLA Energy involvement with propane, and DLA Energy Americas planning efforts this 

winter served as one way to keep 

the process fi ne-tuned.

“This streamlines efforts so that 

when something bad does happen, 
Energy Source l April 2014 13

those lines of communication are 

already set up and open,” Knowles 

said. “It renews our knowledge of our 

capabilities and how we respond to 

an event like this.”

A truck plows snow from a road in Georgia. The Georgia Army National Guard 

supported the efforts after winter weather impacted the state. DLA Energy Americas 

was in constant communication with the Federal Emergency Management Agency 

and the contingency contractor to support relief efforts if called upon. Photo by Army 

1st Sgt. Rachel Dryden 
14 www.energy.dla.mil

The United States military and 

federal government agencies 

are not the only organizations 

relying on Defense Logistics Agency 

Energy to meet their fuel requirements. 

Twenty-four nations have entered 

into 41 separate international fuel 

agreements with DLA Energy, enabling their militaries to participate 

in a variety of scenarios, including 

joint military exercises, drug interdiction actions and humanitarian 

relief operations. DLA Energy is also 

pursuing eight new fuel agreements 

expanding its global fuel support 

with key allies.

DLA Energy’s Bulk Petroleum 

Supply Chain Services International 

Agreements division is responsible 

for managing the DLA Energy 

International Agreement Program 

and has overall responsibility 

for negotiating, concluding and 

amending international fuel 

agreements, said DLA Energy 

International Agreements Division 

Chief David Alexander.

“Once it is determined that a validated combatant commands’ fuel 

requirement requires agreement 

action, DLA Energy initiates the 

process, obtains the appropriate Department of Defense approvals and 

formalizes the necessary fuel support with the foreign government, 

a critical part of the worldwide fuel 

network required to support DoD 

and other authorized customers 

under the International Agreement 

Program,” Alexander said. 

International agreements are negotiated directly with the foreign 

governments, usually at the ministry 

of defense level.

“DLA Energy has a proven record of 

success with partnering nations who 

desire to maintain supportive relationships via cooperative security 

alliances,” Alexander said.

These agreements are essential in 

order to do business in the DLA 

Energy regions, he added. 

The day-to-day management and 

operation of business in the Middle 

East region hinges on partnerships 

developed and maintained through 

meetings, conferences, telecommunications, site visits, daily emails or 

calls and offi cial correspondence, 

said DLA Energy Middle East Fuel 

Operations Program Manager Stephen Porter.

“Associations are imperative for 

opening and closing petroleum 

facilities, invoice validations, special 

product requests and agreement 

modifi cations or extensions,” Porter 

said. “Briefi ngs and clarifi cations on 

project status or a way ahead occurs 

when all the right people are working together for support coordination, follow up actions, and future 

operations.”

Short notice exercise requirements 

or emergency fuel resupply coordination and changes to delivery 

methods or schedules are time sensitive actions that must have participation by liaison offi cers and subject 

matter experts with joint interests, 

he said.

Joint military exercises such as 

Desert Talon, Real Thaw 2014, Vigilant Eagle, Thracian Star, Red Flag 

Alaska, Talisman Sabre and Rim of 

the Pacifi c Exercise, or RIMPAC, 

all require DLA Energy international agreements representatives 

to participate with defense offi cials 

of allied countries to coordinate fuel 

support with DLA Energy liaison 

offi cers for the exercise. DLA Energy 

representatives are involved in the 

process to determine fuel requirements, conduct fuel testing from 

pre-deployment sites and ensure, 

through agreements, the uninterrupted fuel support for the duration 

of the mission.

International nternational P

d countries to coordinate fuel

rt with DLA Energy liaison

s for the exercise. DLA Energy 

entatives are involved in the

s to determine fuel requireconduct fuel testing from 

ployment sites and ensure,

h agreements, the uninterfuel support for the duration 

mission.

COUNTRIES WITH INTERNATIONAL

AGREEMENTS GREEMENTS

Canada 

Peru

Argentina

Chile 

Honduras

Turkey

Spain

Portugal

Greece

Italy

France

Germany

Poland

United Kingdom

Japan

Korea

India

Indonesia

Singapore

Australia

New Zealand

Bahrain

United Arab Emirates

Oman

By Terry Shawn
Energy Source l April 2014 15

Partners Partners

Energy Source l April 2014

Recently, the U.S. Air Force hosted 

Cope North 2014 in Guam and the 

U.S. Navy, Japan Air Self-Defense 

Force, Royal Australian Air Force 

and Republic of Korea Air Forces 

participated in the agreement, said 

DLA Energy Pacifi c Fuels Operations Program Manager Greg Coleman.

“Foreign partners were able to 

receive fuel under the fuel exchange 

agreements DLA Energy has in 

place with these countries,” Coleman said. “In many cases, DLA Energy assistance begins before these 

countries leave home by providing 

them with fuel cards. Some of these 

countries stopped at U.S. bases en 

route to and from Guam to pick up 

fuel and sometimes we are asked to 

coordinate the fuel support.”

In the U.S. Southern 

Command, a 

region comprised of 31 countries 

and 15 areas of special sovereignty, 

DLA Energy Americas has 

international fuel agreements 

with Peru, Argentina, Chile and 

Honduras. DLA Energy Americas 

also maintains defense fuel support 

points at Soto Cano Air Base, 

Honduras, U.S. Naval Station 

Guantanamo Bay, Puerto Quetzal, 

Guatemala and DFSP Rodman in 

Panama.

“Additionally, DLA Energy manages 

fuel contracts with local suppliers 

in the region in order to provide 

vital support to operations in the 

theater,” said DLA Energy LNO to 

SOUTHCOM Christian Ceniceros.

DLA Energy Americas also works 

closely with the Navy and Coast 

Guard and partner 

nations to provide fuel support for 

regular drug interdiction missions 

in the waters of the Caribbean Sea, 

Gulf of Mexico and the eastern 

Pacifi c. 

Joint military exercises, both virtual 

and actual training maneuvers in 

real time, take place in SOUTHCOM’s area of responsibility that 

agreements are in place.

In other parts of the world, DLA Energy maintains partnerships critical 

to the success of multinational 

exercises, said DLA Energy Europe 

& Africa International Agreements 

offi ce’s Air Force Capt. Carissa 

Deeney. 

DLA Energy Europe & Africa is 

projected to support 27 planned 

exercises during fi scal year 2014.
16 www.energy.dla.mil

In some exercises, an Acquisition and Cross Servicing 

Agreement, a bilateral agreement between the U.S. and 

foreign nation government for the exchange of logistics 

support, supplies, and services during exercises, 

training, or emergency situations is an appropriate 

solution.

The ACSA proved a useful tool during a recent exercise, 

Operation Real Thaw ‘14, which took place in February. 

During this exercise, U.S. Air Force in Europe aircraft 

needed to procure fuel from the Portuguese military in 

order to fl y their sorties.

This proved to be challenging as DLA has only a limited 

agreement with the Portuguese Air Force at Lajes Air 

Base, which does not cover exercise support, Deeney 

said. 

Using an Acquisition and Cross Servicing Agreement 

order, DLA Energy was able to coordinate with the 

Portuguese Air Force to provide fuel for the 

U.S. Air Force through their contracted commercial fuel provider at no additional cost, 

Deeney said.

“An ACSA order allows DoD to exchange 

logistic and support services with the host 

nation without entering into a specifi c longterm fuel exchange agreement, making this 

an ideal option for one-time exercise support,” she added.

The ACSA order option can also open the 

door for new fuel support with partner countries such as Iceland. 

The Icelandic Coast Guard recently requested fuel from DLA Energy that would allow 

them to participate in the anti-terrorism exercise Frontex at Naval Air Station Sigonella, 

Deeney said. 

“While engaging with the Ministry for Foreign Affairs of Iceland to provide fuel support for this exercise, DLA Energy agreed to 

an open-ended ACSA order that will provide 

world-wide fuel support to the Icelandic Defense Forces for the next 12 months.”

However, DLA Energy’s involvement does 

not stop at the end of the exercise. 

Accurate military-to-military fuel pricing 

in accordance with the fuel agreements and 

account reconciliation between DLA Finance 

and its allied counterparts further exemplifi es the need for fostering and sustaining the 

working relationships with various partners 

to achieve mission success, Coleman said.

To address these reconciliation issues, DLA 

Energy’s fuel agreement partner countries, 

such as Japan and Korea, regularly schedule 

reconciliation meetings to “settle up.”

U.S. airmen prepare an A-10 Thunderbolt II aircraft for take-off in Monte 

Real, Portugal, in support of a multinational exercise hosted by the Portuguese 

military. International fuel agreements with DLA Energy enable foreign 

militaries to participate in joint military exercises. Photo by Air Force Staff 

Sgt. Nathanael Callon
Energy Source l April 2014 17

“During these meetings each side agrees to all the fuel 

transactions that occurred in during a specifi c time 

frame. With Japan, that time period is six months; with 

Korea it’s three,” Coleman said. “We then either offset 

or pay cash for the difference.”

“For example, if we received more fuel from our partner 

than we issued, then we would ask if they would like to 

settle the balance via replace in kind or cash,” he added.

DLA Energy fuel transactions with other partners, like 

Australia, are settled by direct billing.

“Our [agreements] are reconciled multiple times a year 

and allow fuel sales and purchases between DLA Energy 

and our partner nations to offset, leaving a balance for 

one side or the other,” Deeney said.

Transactions under ACSA orders may be billed every 30 

days allowing timely settlement of debts. 

While these partnerships are invaluable to the execution 

of a successful joint military exercise, they are important in other situations worldwide.

“Our [DLA Energy] agreements aren’t just instrumental 

in the support of exercises in the region, they also support real-world events,” Deeney said. “From the beginning of January 2013, Italy has welcomed more than 

30,000 refugees from North African countries. Most of 

these people are accepted and brought to Lampedusa 

Island, south of Sicily, and then transferred to other 

destinations.” 

Since October 2013, DLA Energy has provided fuel support to the Italian navy for this operation under their 

fuel agreement, allowing the Italians to receive fuel 

from DLA Energy’s DFSPs at Augusta Bay, Italy, and 

Souda Bay, Greece, Deeney said.

In late December, DLA Energy was involved in supporting the European Union relief operation off the Italian 

coastline. 

Mare Nostrum, the ancient Roman name for the Mediterranean Sea, is a humanitarian operation involving 

naval ships, drones and long range helicopters with 

which the Italian authorities are attempting to deal with 

more than 35,000 refugees and migrants attempting to 

land on its coast. Twenty-fi ve thousand would-be arrivals had to be rescued at sea in 2013. 

“We wrote ACSA orders for two newly participating 

countries, Norway and Slovenia, allowing them to receive fuel support from us and assist in these emergency 

relief operations,” Deeney said.

“It is imperative that our Regional International Agreements offi ce maintains a positive working relationship 

with the representatives of our partner nations in order 

to realize mutual benefi ts under our fuel agreements 

during future missions in the Europe and Africa AOR,” 

Deeney added.

Whether it is through coordination with a COCOM on 

fuel requirements, foreign governments, allied military 

forces or private industry, fuel agreements managers in 

all DLA Energy regions build, foster and maintain associations in the coordination and ultimately the provision of the right fuel, the right quantity at the right time.

Japan Air Self Defense Force members familiarize Royal Australian Air Force and U.S. Air Force airmen with the F-15J Eagle 

from Naha Air Base, Japan, for training on the Andersen Air Force Base, Guam, fl ightline during Cope North 2013. Japan and 

Australia are two countries out of 41 having international fuel agreements with DLA Energy. Photo by Air Force Staff Sgt. Alex 

Montes
18 www.energy.dla.mil

From extreme fl oods to unprecedented tornado outbreaks, 

hurricanes and other climate 

disasters, Defense Logistics Agency 

Energy partners with the Federal 

Emergency Management Agency 

when disaster strikes.

“Since March 2006, DLA Energy 

has provided ground fuel support 

to meet FEMA’s fuel requirements 

during disasters and emergencies,” said DLA Energy Contracting 

Offi cer Karen Hammack. “Prior to 

Hurricane Katrina, DLA Energy 

supported FEMA by providing fuel 

for their emergency generators and 

trucks while FEMA used the General 

Services Administration for their 

fuel needs.” 

According to FEMA, Hurricane 

Katrina was the most devastating 

natural disaster in U.S. history. 

Fuel support to the Hurricane Katrina relief efforts lasted 18 months 

and covered a distance of 1,400 

miles across Louisiana, Mississippi, 

Texas, Alabama and Florida. In 

comparison, fuel support for Hurricane Sandy was less than 30 days 

and focused only on New Jersey and 

New York.

“During Hurricane Katrina, DLA 

Energy provided thousands of gallons of ultra-low-sulfur diesel and 

unleaded gasoline,” Hammack said. 

“The fuel was used to power cargo 

planes and trucks to deliver water 

and emergency supplies. For Hurricane Sandy, we provided approximately 4.5 million gallons, predominantly gasoline, to areas in need, 

utilizing our [fuel contractor] who 

utilized 60 partner companies.”

In response to Katrina’s destruction, magnitude and size, FEMA 

approached DLA to form a working 

group and proposed to enter into an 

interagency agreement to supply fuel 

and other products to support the 

logistical emergency necessities associated with natural and man-made 

disasters. The agreement provides 

the framework FEMA uses to obtain 

supplies and services from another 

federal agency. 

“From that point we had a lot to offer FEMA,” Hammack said. “From 

food and blankets to fuel support, 

DLA was ready to provide FEMA 

with the necessary support when 

they needed it.”

A formal interagency agreement for 

logistic support was signed between 

By Irene Smith

When Disaster hen Disaster S
Energy Source l April 2014 19

DLA and FEMA in March 2006. 

Annex B of the FEMA/DLA Interagency Agreement outlines the fuel 

support provisions between the two 

agencies and covers ground fuel 

support and services during presidentially declared national emergencies and disasters. 

In order to provide critical fuel support during disasters and emergencies and in response to validated 

requirements submitted by FEMA, 

DLA Energy personnel establish 

contract support for FEMA to 

procure fuel and transport it to sites 

designated by FEMA offi cials.

rStrikes Strikes 

Property destroyed by fl ood and fi re by Hurricane Sandy, the largest Atlantic hurricane on record, caused the most damage in 

New York and New Jersey Oct. 29, 2012. Due to the devastation by Hurricane Sandy, as seen in the photograph, DLA Energy 

supported FEMA by providing approximately 4.5 million gallons, predominantly of gasoline, to areas in need. Photo by Navy 

Petty Offi cer 1st Class Julian T. Olivari
20 www.energy.dla.mil

The interagency agreement is important because it gives both agencies 

direction as to who has which responsibilities during a presidentially 

declared disaster, Hammack said. 

It is an opportunity for increased 

collaboration and coordination of 

resources. 

Each year, the interagency agreement is reviewed by FEMA and DLA 

Energy. 

To keep the agreement up to date, 

Eugene Turner, a planner in the DLA 

Energy Contingency Plans & Operations division, is tasked to work with 

FEMA, ensuring DLA Energy’s role 

in the interagency agreement remains current.

“It is a living and breathing document,” Turner 

said. “Its core responsibility stays the same, but 

tasks and responsibilities 

can change as a result 

of evolving/emerging 

FEMA requirements. 

We make sure the annex 

refl ects the current state 

of how we do business 

with FEMA, and we test 

the document through 

bi-annual tabletop and/or 

readiness drills.”

As the executive agent for 

Class III products, petroleum, oil and lubricants, 

DLA Energy provides 

support to FEMA through 

its multi-purpose fuel 

contingency contract with 

a designated fuel contractor. The fi rst contract was 

awarded in September 

2005.

There have been seven 

activations of the fuels 

contingency contract 

since Hurricanes Katrina 

and Rita in September 

2005. 

The next time for DLA Energy and 

FEMA to partner together was Hurricane Gustav and Hurricane Ike in 

2008 where 15,000 gallons of ultralow sulfur diesel and 5,300 gallons 

of unleaded gasoline were delivered 

to a FEMA staging area in Carville, 

La. 

These hurricanes were followed by 

the winter ice storms in Kentucky 

in 2009. DLA Energy responded to 

FEMA to provide fuel support when 

the major ice storm struck, resulting in the largest power outage on 

record, with homes and business’ 

across the state out of power. 

DLA Energy also responded in 2011 

when one of the largest tornado outbreaks ever recorded struck Alabama 

and the Southern and Midwestern 

United States. 

The current four-year contract covers 14 states – Alabama, Florida, 

Georgia, Kentucky, Arkansas, North 

Carolina, South Carolina, Mississippi, Louisiana, Texas, Missouri, 

Illinois, Indiana and Tennessee. 

The contractor is required to adhere 

to a 72 hour response time, 24 hours 

to activate and 48 hours to deliver to 

the affected area, Hammack said.

As part of its contractual obligation, 

the contractor is also required to 

participate in two separate three-day 

readiness drills to demonstrate their 

ability to support delivery of fuel to 

designated locations. 

“The hurricane season runs from 

June 1 through Nov. 30,” Turner 

said. “We try and schedule the 

readiness drills with FEMA and the 

contractor from January to June 

in preparation for the hurricane 

season. This ensures everyone is 

familiar with what to do and points 

of contact and contingency books are 

updated and verifi ed.” 

The drills serve a couple of purposes, 

Turner added. They are used to pay 

the vendor for services through the 

year and to evaluate the performance in carrying out task orders. It 

also assures FEMA that DLA Energy 

has a vendor capable of performing tasks when and where a disaster 

strikes.

When a presidentially declared 

emergency or disaster has been announced, Annex B outlines the command and control, accountability, 

responsibilities and requirements 

that DLA Energy and FEMA follow. 

The FEMA Logistics Management 

Center would send a warning order 

FEMA’s mission is to coordinate 

the federal government’s role 

in preparing for, preventing, 

mitigating the effects of, 

responding to and recovering 

from all domestic disasters, 

whether natural or manmade, including acts of terror 

according to its website. 

Partnerships between 

federal agencies and military 

commands, such as DLA 

Energy and FEMA exist as the 

result of Joint Publication 3-28, 

Defense Support to Civilian 

Authorities. The publication 

provides guidance for military 

commanders and their staffs 

in planning, conducting and 

assessing of defense support of 

civil authorities. 

The Department of Defense is 

normally the lead agency for 

homeland defense, and also 

provides support to civilian 

authorities in support of another 

primary agency, especially in the 

event of natural disasters and 

emergencies. 

A CLOSER LOOK CLOSER LOOK
Energy Source l April 2014 21

A soldier fi lls his fuel truck at a fueling point Nov. 8 at Fort Dix, N.J., in support of 

Hurricane Sandy. Since March 2006, DLA Energy has provided ground fuel support 

to meet FEMA’s fuel requirements during disasters and emergencies. Photo by Army 

Sgt. Ferdinand Detres Jr.

to the DLA Energy Operations 

Center at Fort Belvoir, Va., notifying 

personnel to alert the contractor in 

advance of placing the initial activation fuel notice. As required by the 

interagency agreement, the DLA 

Energy Operations Center serves as 

the crisis management focal point 

during contingencies, exercises and 

natural disasters. 

The operations center would notify 

the DLA Joint Logistics Operation 

Center that FEMA has issued an activation fuel delivery order and been 

made aware of any and all issues 

affecting DLA Energy’s ability to 

support FEMA’s fuel requirements.

The DLA Energy Operations Center 

coordinates fuel support among the 

entire Department of Defense joint 

fuel community to include DLA 

Energy regional offi ces, DLA Energy 

liaison offi cers and FEMA. 

“Our job is to collect data and reach 

out to the regions and people within 

headquarters to go forward and 

start developing options for support,” said DLA Energy Operations 

Center Chief Stephen Grace.

“Generally speaking, we stay on top 

of natural disasters like hurricanes 

and typhoons. Once we recognize 

a situation is beginning to develop, 

the [DLA] Energy planners start 

pulsing directly to the regions and 

contracting offi cers to see what contracts are out there and available.”

Grace said an example is Hurricane 

Sandy when DLA Energy began 

tracking the giant storm Oct. 25, 

four days before it hit land.

“Ever since Hurricane Sandy, the 

federal government has been making a major effort to look at lessons 

learned from recent natural disasters and apply what we’ve learned 

into our planning efforts for the 

next future catastrophic event,” he 

said.

In the event of a disaster, FEMA will 

issue a distribution order to DLA 

Energy, which is their authorization 

to engage DLA Energy to provide 

support to FEMA. This distribution order will contain specifi c fuel 

requirements, which will identify the 

quantity, location and other details 

for delivery. 

 “If we get the call from the [operations center] asking about a potential fuel requirement, we begin 

researching,” Hammack said. “We 

assess the resources we have in the 

areas potentially affected. In areas 

we don’t have support and it’s a 

valid requirement, we can process a 

one-time, emergency fuel buy.” 

During national emergencies and 

fuel crises, members of the DLA 

Energy team will work around the 

clock to provide fuel and energy to 

the affected region.

Support to FEMA reached an unprecedented level with Hurricane 

Sandy in 2012, Hammack said. 

More than 5 million gallons of fuel 

was delivered during the month 

long Sandy relief effort. A total of 

55 gasoline terminals and 19 diesel 

terminals were used from 21 states.

“It used to be where FEMA was focused on the Gulf with its prevalent 

hurricanes,” Hammack said. “Now 

we are in the process of expanding 

our coverage from 22 to 56 locations 

to support FEMA. We are currently 

working on covering 10 regions in 

lieu of two for fuel support with one 

interagency agreement for contingencies. Today, we are working 

closely with FEMA to cover all of the 

continental U.S.”
22 www.energy.dla.mil

Defense Logistics Agency 

Energy is partnering with 

the Army Energy Initiatives 

Task Force to implement largescale renewable energy projects on 

Army installations across the United 

States.

As a central acquisition agent of facility and operational energy for the 

Department of Defense, DLA Energy 

is uniquely positioned to partner 

with the EITF and other military 

service program offi ces to provide 

acquisition support, said Pam 

Griffi th, director of DLA Energy’s 

Installation Energy offi ce. 

“A partnership with the EITF to 

implement cost-effective, large-scale 

renewable energy projects makes 

good sense,” she added.

As a contracting agency dedicated to 

supporting the DoD’s energy needs, 

DLA Energy suppliers currently support a large portion of the Army’s 

energy portfolio, to include petroleum, natural gas, coal, electricity, 

energy conservation and utility 

service efforts. 

“We have knowledge of [the Army’s] 

infrastructure and have built relationships with energy personnel 

at the installations, so we are in a 

prime position to partner with the 

EITF on their large scale renewable 

efforts,” said Andrea Kincaid, chief 

of DLA Energy’s Electricity, Renewable Energy and Energy Savings 

Performance Contracts branch. 

“This partnership allows our organization to continue to expand our 

support as a ‘one stop shop’ for all 

their energy requirements.”

The secretary of the Army established the Energy Initiatives Task 

Force in September 2011 to streamline the process of developing largescale renewable energy projects on 

Army lands.

 “The partnership between the EITF 

and DLA [Energy] is critical for the 

Army to reach its goal of deploying 

one gigawatt of renewable energy 

by 2025,” said Amanda Simpson, 

executive director of the EITF. “The 

expertise available from both organizations is invaluable and allows 

for streamlined procurements that 

benefi ts [the] Army and industry.” 

Griffi th and Kincaid said they agree 

that the partnership with the EITF is 

an important one. 

“The partnership enables us to 

provide focus and alignment of the 

acquisition, technical and business 

resources needed to accomplish the 

Army energy objectives,” Griffi th 

said. 

Kincaid said the DLA Energy team 

brings to the partnership an extensive acquisition experience and 

relationships with utility and energy 

industry representatives, all of 

which are important factors when 

executing large scale renewable 

energy projects.

“We bring depth and breadth of 

energy acquisition experience across 

DoD and the federal government, 

and have participated in several 

interagency working groups and 

industry forums to facilitate the development of a common set of terms 

and conditions for these relatively 

new acquisition efforts,” she said. 

“That experience is driving us toward successful project completion.” 

Kincaid said past experiences also 

help her team fi nd solutions.

“Having already encountered many 

of the issues that can arise from 

these complex endeavors, we can 

help our customers explore options 

and alternatives that might otherwise be overlooked,” she said.

Also, each partner brings something 

different to the table.

“The task force brings an enterprise 

approach for implementing large 

scale renewable energy on its installations, producing a process that 

is intended to be clear, consistent 

and transparent across the Army,” 

Griffi th said. “And our team brings 

experience and expertise in energy 

acquisition. So, in that regard, it’s 

a pretty simple recipe for success, 

but these are complex projects with 

many stakeholders involved.”

Simpson said the partnership is a 

natural fi t with EITF’s mission, and 

allows the two organizations to collaborate to develop an acquisition 

and implementation strategy that 

supports and aligns with the Army’s 

mission. 

“The EITF assesses and validates 

renewable energy project opportunities while DLA [Energy] provides 

the vehicle to formally launch these 

opportunities to market,” Simpson 

said. “More specifi cally, the EITF 

implements rigorous analysis and 

due diligence to identify potential 

projects that are both commercially 

viable and compliant.”

Stakeholder buy-in is extremely 

important in these types of efforts, 

Kincaid said.

“The EITF does a good job of 

ensuring that all parties, including 

environmental, real estate, technical 

support and base personnel, know 

By Susan Lowe

Energy Projects nergy Projects
Energy Source l April 2014 23

their role and are held accountable for the actions under a given 

procurement,” she said. “This has 

fostered a great working relationship with the other stakeholders 

and allows us to effectively integrate 

their expertise into the projects.” 

From DLA Energy’s perspective, this 

partnership will ultimately provide 

the Army warfi ghter with a new level 

of energy surety and mission assurance, so they can continue to carry 

out their mission without interruption of their energy needs, Griffi th 

said. 

“In these times of fi scal constraint, 

it is important that we continue 

to make investments, particularly 

through public-private partnerships, to ensure the Army has access 

to suffi cient supplies of affordable 

energy,” Simpson said. These EITFDLA Energy procurements are supported by private fi nancing; they do 

not require taxpayer dollars to fund 

construction and typically result in 

lower utility costs.”

In the past six months, DLA Energy, 

in close coordination with the EITF, 

has issued notice of intent to award 

letters for two projects, has another in the pipeline and expects to 

receive additional projects from the 

EITF in the coming months.

 DLA Energy issued the notice of 

intent letters for power purchase 

agreements for an 18.6 megawatt 

solar energy generation system at 

Fort Detrick, Md., and most recently 

for up to 28 megawatts of electricity 

generated from a biomass facility on 

Fort Drum, N.Y. 

The next project is a solar power 

purchase agreement at Fort Irwin, 

Calif., which is in the evaluation 

phase of the acquisition process.

s

Forest-derived woody biomass is unloaded into a receiving hopper at an electric generation facility located st Fort Drum, N.Y. 

DLA Energy and the Army Energy Initiatives Task Force partnered to issue a notice of intent to award letter for electricity 

generated from this facility. Courtesy photo
24 www.energy.dla.mil

The Defense Logistics Agency 

Energy’s technical assistance 

team returned from a mission 

in support of the Iraqi army’s fuel 

capabilities in December.

The team was comprised of petroleum and operations subject matter 

experts who have experience with 

fuel testing, storage and handling, 

as well as background knowledge of 

fuel laboratories.

The Offi ce of Security CooperationIraq sponsored the mission and 

asked the team to provide an assessment of the Iraqi army’s fuel capabilities and to provide recommendations to help build a self-sustaining 

military fuel program, said Army 

Col. Pete Crean, DLA Energy chief of 

staff. 

 “Our goal was to gather as much information as possible on the quality 

control procedures used by the Iraqi 

military,” said Chris Rogers, DLA 

Energy quality assurance representative. “We wanted to be able to pass 

on to them some solid recommendations so they can have confi dence in 

the quality of their fuel.” 

The mission included a trip to the 

Doura refi nery in Baghdad, which 

is Iraq’s fl agship refi nery, as well as 

fuel labs and loading facilities.

“The Iraqi engineers and staff at the 

refi nery were interested in improving the operation of the facility and 

with providing refi ned products that, 

in the case of aviation jet fuel, met 

the requirements of international 

specifi cations for Jet A-1,” said John 

Cummings, DLA Installation Support for Energy general engineer. 

The team visited three Iraqi army 

fuel sites near Baghdad to assess 

procedures and equipment. 

“The fuel handlers were trying to do 

the right things even if they did not 

have the right equipment,” Cummings added. 

DLA Energy doesn’t provide fuel to 

the Iraqi army, but at the time of 

the trip, DLA Energy had fuel contracts in Iraq in support of the State 

Department, Crean said. The team 

looked at that fuel too.

“DLA Energy fuel powered the plane 

that took us to Iraq, and our fuel 

heats the buildings in the embassy 

compound,” he said. “The fuel our 

suppliers deliver [to the State Department] is good quality, we know 

that, but it was a great opportunity 

to see that fi rst hand.”

One of the team’s tasks was to 

determine if one of the former U.S. 

military petroleum labs that now 

belongs to the State Department was 

ready to be handed over to the Iraqi 

army, Crean said. 

“As luck would have it, Chris [Rogers] was the last person to work in 

that particular lab and he was responsible for closing out the books,” 

he said. “Having someone on our 

team with fi rst-hand knowledge of 

the facility was incredibly valuable.” 

Crean reemphasized the importance 

of having the right team, adding 

how this was an example of having 

exactly the right people, in the right 

place, at the right time. 

By Susan Lowe

A team of DLA Energy fuel experts visited a fuel storage point at the Erbil International 

Airport in Erbil city, Iraq, in December 2013. The Offi ce of Security Cooperation-Iraq 

asked the team to provide an assessment of the Iraqi army’s fuel capabilities. Photos by 

Chris Rogers

Technical echnical A
Energy Source l April 2014 25

“Both guys [Cummings and Rogers] are experts in their fi eld and 

they really carried the ball,” Crean 

added.“They were absolutely the 

right people for this mission.”

There is no plan at the moment to 

go back, however all three team 

members said they are willing to 

return to Iraq, if needed. 

“When it comes to fuel, [DLA Energy professionals] are the experts,” 

Crean said. “So we’re available 

should OSCI need our expertise 

again.” 

The team has already helped the 

OSCI develop the letter of requirements for the Iraqi military based 

on the information they gathered.

“We stressed the importance of 

proper fuel handling techniques 

and procedures, proper fuel handling equipment, spare parts and a 

good maintenance program,” Cummings said. 

The team members agreed the 

Iraqis are doing the best they can 

with the training and equipment 

they have. 

“I came away feeling very hopeful,” 

Crean added. “The fuel quality coming out of their refi nery is 

excellent, and that is a great place 

to start.” 

While having quality fuel is important, Crean said, having the 

right people in the right fuel jobs is 

equally important.

“They really seem to understand 

how important it is to have welltrained people at their refi neries 

and in their fuel labs,” he added. 

“That kind of knowledge helps us 

help them.”

“The people were great,” Rogers 

said. “Everyone was open and willing to show us anything we asked 

to see.”

Crean said he was impressed not 

only with the knowledgeable people 

he met, but also with the passion 

they have for their country’s success. 

“Iraq is a very proud country and 

it’s obvious they have real skin in 

the game,” Crean said. 

They know exactly how important 

it is to be self-sustaining, so they 

are willing to do whatever they 

need to do to succeed, he added.

Crean, who has had three other 

tours in Iraq, said this visit was 

much different.

“This was the fi rst time I traveled to 

Iraq on a passport, not in uniform, 

and without a weapon,” Crean said. 

“Most importantly though, this was 

the fi rst time I went to specifi cally 

help build the Iraqi military. This 

time, I was there as a friend,” he 

added.

DLA Energy Chief of Staff Army Col. Pete Crean is briefed by Iraqi army personnel during a tour of a loading facility in 

Besmaya, Iraq, in December 2013.

Assistance sistance
26 www.energy.dla.mil

Balancing Act alancing Act

The Defense Logistics Agency 

faces a signifi cant challenge 

in simultaneously supporting Army forces in Afghanistan and 

helping the service plan and execute 

its withdrawal from the country.

“The Army is the largest component 

in theater, and they are our main 

customer,” George Smith, a senior 

logistics analyst in DLA Logistics 

Operations, said. “So one of our 

main issues is balancing the level of 

continued sustainment against the 

support for retrograde. The focus 

cannot be solely on just getting out; 

we still have to continue supplying the troops on the ground until 

the last soldier leaves. We are still 

providing food, uniforms, tents, 

fuel, lumber and barrier materials, 

as well as repair parts and medical 

supplies. We have to keep bringing 

those into theater in the right numbers, while at the same time, help 

each of the services retrograde stuff 

that’s no longer needed out.”

Currently, retrograde materials destined for the United States go by one 

of two ground routes out of Afghanistan, either through Pakistan or via 

the Northern Distribution Network, 

a series of rail and truck routes 

across Europe and Central Asian 

countries, Smith said.

By Amanda Neumann

A truck carrying scrap metal is weighed as it leaves a Defense Logistics Agency Disposition Services yard in Afghanistan. In 2013, DLA 

Disposition Services disposed of 140 million pounds of scrap metal, such as copper wire and brass casings, in support of retrograde 

operations in theater. Photo by Steen Crawford
Energy Source l April 2014 27

“Primarily what is being retrograded 

by the Army now is the large items, 

such as vehicles and equipment, 

excess to the mission that has to 

get back to the states for future 

operations,” he said. “Most of the 

retrograde that the Army is doing 

is still going [over] ground through 

[Pakistan], but the Army is also 

using alternate routes through the 

NDN to retrograde equipment out of 

Afghanistan.”

Other items, such as copper wiring 

and brass casings, are turned into 

DLA Disposition Services for disposal, 

Smith said.

“A key role that DLA is playing in theater is through Disposition Services,” 

he said. “We’re assisting the Army so 

they don’t have to retrograde scrap or 

battle-damaged and obsolete vehicles 

that are no longer needed. It makes no 

sense to ship those back to the [United 

States]. Handling, demilitarizing, 

scrapping and disposing of all this material in theater frees up the pipeline 

and allows the Army to retrograde 

equipment and material that is still 

needed.”

For DLA Disposition Services, recent 

troop withdrawals in the region have 

caused an increase in requests for 

disposal services, Smith said.

“In 2013, we disposed of about 140 

million pounds of scrap metal, and 

we’re tracking a total of 431 million 

pounds of scrap metal since [DLA] 

Disposition Services has been in 

theater,” he said. “That’s equivalent 

to 39,000 20-foot containers that the 

Army did not have to ship back to the 

[United States]. As more troops pull 

out of theater, this generates additional turn-ins of both scrap metal and 

obsolete, damaged equipment.”

In order to keep abreast of the increasing and ever-changing demands 

and requirements, communication between DLA and the Army is 

crucial, Smith said. 

“We work very closely with each one 

of the services, but primarily with the 

Army, on making sure that we are 

tracking their requirements, both for 

sustaining the troops on the ground 

as well as assisting with the retrograde effort,” he said. “It’s a constant 

communication between us and the 

Army.”

One thing that has helped DLA keep 

current on the pulse of the Army is a 

series of recurring meetings and discussions with key stakeholders, Smith 

said. The talks are part of an ongoing 

effort to keep the lines of communication open, and several signifi cant 

solutions have come out of them, 

including one that has not only saved 

money, but lives.

In Afghanistan, DLA Disposition 

Services operates four primary disposal sites along with seven, smaller 

hub-based disposal operation sites, 

movable operations set up at forward 

operating bases that require additional support. Through the meetings, 

DLA was able to identify what personnel and equipment would be needed 

to support increased operations at the 

HBDOs, Smith said.

“Our four primary sites can handle 

100 percent of demilitarization and 

disposal, and two of the seven HBDO 

sites can actually take and demil heavy 

equipment,” he said. “The other fi ve 

sites take smaller equipment for demilitarize and disposal. But, through the 

coordination of these various meetings, 

we were able to identify requirements 

and plus-up the number of personnel 

and the amount of equipment that 

we had in theater in order to support 

increased additional operations.”

The initiative, called the area of 

responsibility mission reduction, 

allowed DLA to achieve two goals: 

increase operational support with the 

HBDOs and, in turn, keep convoys 

off the roads, Smith said.

“We’ve done that in order to reduce 

the amount of trucks that the Army 

has to put on the road to get scrap 

to one of our primary sites,” he said. 

LA 

de 

A Volvo Shear cuts a large fi ber piping at a Defense Logistics Agency Disposition 

Services yard in Afghanistan. A total of 431 million pounds of scrap metal has been 

demilitarized for the U.S. Army in Afghanistan over the past three years in support 

of retrograde operations. Photo by Steen Crawford
28 www.energy.dla.mil

“Because anytime a soldier has to put 

a truck on the road in Afghanistan, it 

puts their lives in danger because of 

[improvised explosive devices] and 

terrorists. So by setting up these sites, 

we were able to keep a number of 

soldiers and convoys off the road.”

In 2013, 7,750 soldiers and 6,789 

trucks, equal to 310 convoys, were 

kept off the roads, saving the Army 

an estimated $30 million and countless lives, Smith said.

“Just this one change was a direct 

result from these meetings,” he said. 

“One of the biggest challenges for the 

Army is that it’s so large, and they 

cover such a large geographical area 

during their operations. So being 

able to try to support the customer 

when they are so spread out can be a 

challenge. The fl exibility that we’ve 

implemented in theater, allowing us 

A truck carrying scrap metal is 

weighed as it leaves 

a Defense Logistics 

Agency Disposition 

Services yard in Afghanistan. In 2013, 

DLA Disposition 

Services disposed of 

140 million pounds 

of scrap metal, such 

as copper wire and 

brass casings, in 

support of retrograde operations 

in theater. Photo 

courtesy of DLA 

Disposition Services

28 www.energy.dla.mil

Expanding the Army xpanding the Army 

Partnership artnership

By Susan Lowe

Defense Logistics Agency Energy supports the Army’s energy programs and energy conservation efforts through a 

variety of programs. 

DLA Energy does more than procure and manage the 

service’s petroleum requirements. It also serves as a centralized procurement agent for coal and natural gas, and 

for electricity in states with deregulated markets, said 

Pam Griffi th, DLA Energy Installation Energy director.

DLA Energy also supports the Department of Defense’s 

expanded use of renewable energy on its installations, 

she added.

“Our natural gas program provides Army customers with 

20-30 percent in ‘cost avoidance’ savings through its competitive purchasing practices, as compared to local utility 

provider rates,” Griffi th said. “This translated to more than 

$10 million in avoided costs for participating Army installations in fi scal 2013.”

To ensure the Army receives competitive rates for its 

power, DLA Energy employs competitive purchasing 

practices under regional electricity procurements, along 

with diversifi ed purchasing strategies, she said. 

In addition, Griffi th said, “We have partnered with the 

Army to implement cost-effective renewable energy 

solutions on its installations. A recent large-scale solar 

effort at Fort Detrick, Md., is projected to save the Army 

millions in electricity costs over the life of the contract.” 

DLA Energy also serves as a coordinator and facilitator 

for DoD’s participation in electricity demand response 

programs. Under these programs, customers can receive 

fi nancial incentives to curtail demand and reduce load 

during peak periods in response to system reliability or 

market conditions.

In 2009, DLA Energy expanded its support to begin 

assisting customers in enrolling and participating in 

various electricity demand response programs, said 

Larry Fratis, chief of DLA Energy’s Electricity, Renewable Energy and Energy Savings Performance Contracts 

branch. 
Energy Source l April 2014 29

to shift our resources to where the 

customer needs them, has been one of 

our key factors in being successful.”

Another area of success for DLA lies 

in the communication coming out of 

the monthly Redistribution, Redeployment, Reset, Return and Disposal 

meetings hosted by the Army, Smith 

said. By directly listening to customers’ needs and providing a direct line 

of communication from agency to 

customer, DLA has been able to refocus its assets and reposition resources 

throughout the theater.

“The biggest advantage is not only 

are we talking to the customer at the 

strategic level here in the states, but 

we also bring the customer that’s 

in theater into the meeting through 

the secure video teleconference 

capability,” he said. “We’re getting 

the information and the changes in 

requirements from the people on the 

ground, and we have the people back 

here in [the United States] that can 

actually implement the changes and 

allocate the resources. We’ve been 

able to coordinate very closely with 

the Army in order to shift our priorities, manpower and equipment to 

meet their requirements.”

But DLA’s support to the Army isn’t 

just exclusive to the Middle East. Another DLA initiative, created to assist 

with prepositioned stock for the Army 

in the Pacifi c, is quickly gaining momentum, said Pete Halseth, deputy 

national account manager for the 

Army in DLA Logistics Operations.

Designed to eliminate the expiration 

and re-buying of stock, the initiative 

makes use of DLA’s vast distribution 

networks to help fulfi ll stock requirements, Halseth said.

“The Army and other services buy [an 

item] from DLA, put it someplace on 

a shelf, and it sits there,” he said. “It 

deteriorates, and now the Army has 

got liability associated with it. That’s 

additional costs, and then they’ve got 

to replace the stock at the end of the 

day. ... What we’re doing for them 

is taking that stock back, optimizing 

where it is and how they get it, and 

then synchronizing the supply chain 

in order to support any contingency 

operation over there. This offers the 

services the ability to buy directly 

from DLA without having to replace 

stock due to shelf life, obsolescence 

and degradation in storage.”

With a conservative estimate of 

$300-$500 million in cost savings 

over the next three years for the Army 

alone, the initiative focuses mainly on 

synchronizing war reserve material, 

used to support disaster relief efforts, 

Energy Source l April 2014 29

“The Army responded with the enrollment of more than 

33,000 kilowatts across various states, netting them 

more than $2 million in utility payment credits,” Fratis 

said. 

In addition to the savings under the natural gas and 

electricity programs, DLA Energy supports the Army in 

energy savings performance contracts, Griffi th said. 

“These contracts allow private energy service companies to implement energy-saving technology on Army 

installations,” Griffi th said. “The savings obtained from 

the energy-reduction measures are used to pay for the 

projects. In fi scal 2013, the guaranteed energy savings for our Army customers totaled $4 million. Once 

the projects are complete, all the savings stay with the 

installations.

“The Army is our biggest customer when it comes to 

ESPCs,” Griffi th said. “We awarded a $59 million ESPC 

in support of the Army Reserve’s 99th Regional Support 

Command Nov. 25, 2013, and have several other energy 

conservation efforts in the pipeline or already under 

contract.” 

The Army can continue to leverage DLA Energy programs and expertise to maximize their savings, Griffi th 

said.

“Given the current fi scal climate and push to reduce 

costs, we will continue to expand our partnership with 

the Army, as well as the other services, to identify 

opportunities for participation in our programs,” she 

added. 

A recent large-scale solar effort at Fort Detrick, Md., 

will use solar panels, similar to these, and is projected 

to save the Army millions in electricity costs over the 

life of the contract. Photo by Army Cpl. Scott Olijar
30 www.energy.dla.mil

One of the primary functions of Defense Logistics Agency Disposition Services is to remove scrap metal from Forward 

Operating Bases, such as this one at Ghazni in eastern Afghanistan. In 2013, increased disposal functions at DLA Disposition 

Services’ seven hub-based disposal operation sites kept more than 310 convoys from having to travel to the larger disposal 

sites, resulting in $30 million in savings. Photo courtesy of DLA Disposition Services

contingency operations, noncombatant support operations, and natural 

disasters, Halseth said.

“[The cost savings are] huge, because once you have to dispose of 

something, then you’ve got handling 

costs, transportation costs and other 

disposal costs depending on what 

the materials are,” he said. “Then 

you’ve got to buy it again, so you have 

procurement costs and another transportation cost to get it in there. It’s 

punitive to the services.”

By synchronizing all the working 

pieces in the supply chain, DLA is 

able to get items to the Army where 

and when they need them, Halseth 

said.

“When the Army drops a requisition 

for [an item] and it’s a high priority, 

we’ll fi ll it out of the enterprise stock, 

wherever it may be,” he said. “It’s a 

combination, items are either coming 

directly from the theater if we forward 

stock it, from the enterprise if we have 

stock available, or from a vendor base. 

We’ve already have discussions with 

U.S. Transportation Command, [the 

Army’s] Surface Deployment and 

Distribution Command, and DLA 

Distribution, so we’ve synchronized 

all the parts, and contractors too for 

certain commodity items.”

When tested, the new initiative signifi cantly improved logistics response 

times, Halseth said.

 “We had a nearly 90 percent rotation 

on the stocks by doing this,” he said. 

“And the transportation timeframes 

of when they would get it were well 

within their 60-day requirement to 

have the stock on hand. With DLA, 

they buy point of sale, so it comes to 

them quicker. It was around seven 

to 10 days [if an item was already 

stocked] in the Pacifi c and somewhere around 30 to 40 days [via surface transportation], which is below 

their timeframe.”

With the initial phase a success, the 

Army approved a second phase, 

completed in February, as well as a 

third phase to bring the effort to U.S. 

Central Command, Halseth said.

“It’s a great collaborative effort,” he 

said. “The Army was really happy 

with it, so now they want to expand 

it. So we had a Phase 2 expansion in 

the Pacifi c, where we pulled together 

[subject matter experts] again from 

both sides of the fence to collaborate 

in order to transfer more material 

over. Phase 3 will encompass moving 

the initiative to CENTCOM. We’re 

also going to do the [continentalU.S.]-based stocks that DLA stores 

for the Army. Then we’ll hopefully 

be able to wrap in the other services 

too. Because if the Air Force needs it 

and the Army needs it, it makes sense 

for DLA to stock it and support both 

sides, so they won’t have to have it in 

their contingency-based stocks.”

With the Army serving as the model, 

DLA hopes to begin expansion to the 

other military services by October, 

Halseth said.

“This initiative is twofold: right now, 

it focuses on the Army in the Pacifi c,” 

he said. “But the overall intent is to 

globalize it, not only with the Army 

but with the other services, in order 

to right-size war reserve inventory 

and optimize what DLA does. ... That 

is the beauty of this whole thing: 

we’re leveraging DLA capabilities to 

position it where it makes the most 

sense to be able to utilize. So all of it 

doesn’t necessarily need to be in theaters where the requirements are.”

By opening the initiative to the other 

military services, Halseth estimates 

that between transportation, procurement and material costs savings, the 

military could save anywhere between $1 to $2 billion annually. 

“This is innovative stuff that we 

haven’t done before,” he said. “The 

difference is this allows DLA to 

optimize the facilities and materials that it has, and it also improves 

forecasting models so we can make 

smarter buys. ... This will improve 

our procurement cycles too. Plus, 

we’re in the process of fi nding the 

commonalities of DLA items across 

the services that we can optimize. The 

potential for this is huge, not only in 

cost savings, but in synchronizing 

everyone and everything together.” 
Mission: DLA Energy 

Europe & Africa provides comprehensive energy solutions in the United 

States European 

Command and the 

United States Africa 

Command areas of 

responsibility to ensure 

uninterrupted sustainment of energy requirements 

in these regions. This includes 

managing almost 500 million gallons of storage (U.S. and host nation) across 55 

defense fuel support points and fi ve major NATO 

pipeline systems with 23 International Agreements. Our 

petroleum laboratory along with our trainers, in addition to their normal quality mission, is the 

premier technical training team for our service partners.

Highlights: ighlights: Meeting our fuel missions and support to multiple contingency operations in the 

Mediterranean, Africa, Romania, Turkey and Iraq are great accomplishments, but the most important highlight is the teamwork across the joint petroleum enterprise with NATO, the combatant commanders and their subordinate service components. We built a team that met every challenge to include very remote and austere locations from mountaintops in Turkey to the deserts of 

western Sub-Sahara Africa and numerous locations in between. 

Challenges: hallenges: A challenge is the perception that force reductions in Europe means the mission is 

declining when in reality the workload is increasing. We doubled our support to named operations in the past two years with additional requirements generated by the aftermath of the Arab 

Spring unrest with increased exercises for rotational forces. Our missions in Africa are characterized by short notice, small volume, no-fail high visibility missions that are very labor intensive 

for our operations team and the Direct Delivery contracting offi cers who support us.

Something for the workforce to know: omething for the workforce to know: The European region is the ‘gateway’ to the Middle East 

and Africa and a critical link in the global supply chain. The DLA European fuel infrastructure is 

established and capable especially when you consider our NATO allies who further enable us. A 

mature supply chain supports not just EUCOM, but also AFRICOM, U.S. Central Command, U.S. 

Transportation Command and U.S. Strategic Command missions. For DLA Energy Europe & 

Africa to continue to provide world class support to our COCOMs, warfi ghters and allies in these 

AORs, we need to maintain the European infrastructure and alliances we have forged. 

Army Col. Robert Weaver

DLA Energy Europe & Africa 

Commander ommander

Germany

Energy Source l April 2014 31

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One Face

The face of Defense Logistics Agency Energy...

ne Face
SERVICES AVAILABLE

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RESOLUTION

ADR is an alternate method for 

resolving disputes and problems 

outside of the traditional process 

of grievances, EEO complaints and 

litigation. 

COMPLAINTS COUNSELING

Fact finding inquiry done by an EEO 

counselor, with resolution as the 

primary objective.

Employees and applicants who believe 

they have been discriminated against 

because of their race, color, national 

origin, sex, religion, age (40 years and 

older), genetic information, disability 

or in retaliation for prior EEO activity 

must initiate an informal EEO complaint 

with an EEO counselor prior to fi ling 

a formal EEO complaint. Contact with 

the EEO counselor must be made within 

45 calendar days of the matter believed 

to be discriminatory, or in the case of a 

personnel action, within 45 days of the 

effective date of that action.

DLA Energy LA Energy Equal Employment Opportunity Office qual Employment Opportunity Office

Counseling Information ounseling Information

The Defense Logistics Agency Energy EEO office is located at: he Defense Logistics Agency Energy EEO office is located at:

8725 John J. Kingman Road, Suite 1127 725 John J. Kingman Road, Suite 1127

Fort Belvoir, VA 22060-6221 ort Belvoir, VA 22060-6221

Phone: (703) 767-3655 hone: (703) 767-3655