DEFENSE LOGISTICS AGENCY

The Nation’s Combat Logistics Support Agency

INDUSTRY ENGAGEMENT PLAN

Building Stronger Partnerships
 www.dla.mil

LTG Darrell K. Williams

Director, Defense Logistics Agency

 Warfighter First is our #1 priority and our success in ensuring Service 

readiness and Combatant Command lethality would not be possible without strong 

partnerships with industry. Given the complex and rapidly-changing geopolitical 

climate we operate in, this relationship is more vital than ever.

 This plan focuses on DLA building stronger industry partnerships that are 

designed to meet long-term objectives and produce the most cost-effective and 

innovative solutions for our customers. It also reflects my commitment to the 

implementation of a systematic and proactive approach with industry across the 

DLA enterprise.

 I am convinced DLA’s early engagement, continuous communication and 

exchange of information with our industry partners, including small businesses, will 

enable us to sustain and improve our global, agile and innovative support to the 

Warfighter. DLA’s ability to build on these strong relationships will also encourage 

sharing and rapid adoption of industry innovations and best practices. 

 Join me as we further our proud legacy of support to the Warfighter by becoming 

a stronger supply chain partner through effective collaboration with our industrial 

base. Your support is imperative – our customers expect and deserve only the 

best from the Nation’s Combat Logistics Support Agency and our industry partners.

DEFENSE LOGISTICS AGENCY

DIRECTOR’S INTENT

STRONG PARTNERSHIPS

Work with industry to ensure a capable 

defense industrial base, generate 

innovative and efficient solutions, and 

maintain a secure and resilient supply chain.

ALWAYS ACCOUNTABLE

Trust, Confidence, and Transparency... 

We hold partners and suppliers to the 

same high standard as ourselves.

DLA Strategic Plan Objectives 5.1 - 5.4

WARFIGHTER FIRST IS OUR #1 PRIORITY!

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DLA Strategic Plan Objective 3.3: Industry Partnerships
We must work more closely with 

industry to maintain our technological 

and capability overmatch, and we 

must push for more rapid innovation.

- Secretary of Defense 

James Mattis

Government and industry need a new 

model of interaction to fight and win 

in today’s world...a model that is...

more open, more flexible, and more 

collaborative. 

 - Joint Staff Industry Conference 

Communication with potential 

suppliers should occur early and 

frequently to gain better product and 

service information.

- DoD Vendor Communication Plan

“Maintaining a technologically superior 

industrial base requires a wide vendor 

pool from which to produce products, 

conduct research and development 

(R&D), and provide services for the 

Department of Defense (DoD).” 

- Center for Strategic and 

International Studies

ACHIEVING MISSION SUCCESS THROUGH INDUSTRY PARTNERSHIPS

2

DOD PERSPECTIVE

SECRETARY OF DEFENSE PRIORITIES

 • Restore Military Readiness as We Build a More Lethal Force

• Strengthen Alliances and Attract New Partners

 • Bring Business Reforms to the Department of Defense

Joint Logistics Enterprise (JLEnt)

We must continue to build strategic trust by building relationships 

between the DoD and industrial associations and work with industry 

partners to sustain the health of the defense industrial base...

promoting innovation, investing in technology, preserving capability 

and capacity, and leveraging non-traditional suppliers.

- DoD Manufacturing and Industrial Base Policy
 www.dla.mil

ABOUT DLA 

• $35.3B in Revenue / $28B in Obligations

• 95% of Obligations for Supplies

• Over $10B in Small Business

• $8B in Energy Fuels and Utilities 

• $4.2B in support to over 40 Federal Agencies

• $1.4B in Foreign Military Sales

• ~100% Military Services’ Consumables

• Manage over 5.2M line items

• Over 12K Suppliers

• 36 Strategic Supplier Alliances 

• ~2400 New Small Businesses each year

• $272B in Contracts Managed

• ~9K Awards per day

• Located in 46 States and 28 Countries

DLA BY THE NUMBERS

SIX MAJOR SUBORDINATE COMMANDS 

 As DoD’s logistics integrator, acquisition and service 

provider, DLA’s major responsibilities are to (1) buy or 

contract, (2) warehouse when needed, and (3) distribute 

about 5.2 million distinct consumable, expendable and 

reparable items. DLA accomplishes its mission with the 

dedicated men and women of its Major Subordinate 

Commands (MSC)s. Four of these MSCs acquire and 

provide supplies and services: DLA Troop Support, DLA 

Land and Maritime, DLA Aviation and DLA Energy. These 

MSCs operate across multiple supply chains and are 

directly responsible for meeting the services’ needs by 

contracting and delivering high-volume, commercially 

available items such as food, textiles, fuel, medical 

supplies and equipment, construction material, industrial 

hardware, personal demand items, repair parts and 

major end items. In addition, DLA Distribution provides 

worldwide storage and distribution services, while DLA 

Disposition Services partners with industry for the DoD’s 

disposal of hazardous waste and via public sales for 

surplus or excess material. Furthermore, DLA Strategic 

Materials manages the strategic and critical raw material 

stockpile that supports national defense needs. The DLA 

Contracting Services Office provides enterprise-wide 

common services, such as IT operational services. 

END-TO-END GLOBAL SUPPLY CHAIN MANAGEMENT

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FY 2017
• Highly Automated 

m 80% of spare parts awards are system generated

m 65% of orders awarded in less than one day

• Long-term Contracts (LTC) Reliance 

m 74% of spend, 78% of actions on LTC

m Troop Support/Aviation/Land & Maritime – 

Prime Vendor/Tailored Logistics Support 

Contracts leveraging commercial supply chains

• Highly Competitive

m 80% of spend, 92% of actions are competitive

• Mostly supply

m 95% of obligations for supply, 5% for services m 99% of contracts are Firm-Fixed Price

• Experience in Strategic Sourcing

m Disposition – primary provider for DoD 

 Hazardous Waste and surplus or excess property 

 via public sales

m Distribution – primary DoD Storage and 

 Distributing Network

m Energy – primary federal buyer of fuel

m Subsistence – primary DoD buyer of food

m Medical – primary DoD buyer of pharmaceuticals 

and vaccines, and medical/surgical equipment

• Services Contracts

m Enterprise-wide Information Technology,

 Facilities and Knowledge Based Services

DLA PROCUREMENT PROFILE

PERCENTAGE OF DLA ACTIONS

BUSINESS ANALYTICS DRIVE DECISIONS

4
 www.dla.mil

increasing efficiency – all 

of which are critical to 

moving the relationship 

forward, but none of 

which can be achieved by 

any one group alone. This 

plan is also a call to those 

in industry, as well as 

academia, who we don’t 

have a current relationship 

with but who can offer 

ideas and innovations 

that will assist DLA in 

delivering on its number 

one priority of Warfighter 

support. 

 Whether you currently have a relationship with DLA or 

would like to begin one, I encourage you to contact our 

DLA Ombudsman who will help facilitate the execution 

of this plan across all five focus areas. Please join me as 

we work together to build and strengthen the Strong 

Partnerships that are necessary to support our Nation’s 

Warfighters. 

DLA INDUSTRY ENGAGEMENT

 DLA’s strong relationship with its supplier community is 

critical to the Agency’s ability to successfully carry out its 

mission as the Nation’s Combat Logistics Support Agency. 

As stated in the Strong Partnerships Line of Effort (LOE) 

from the DLA Strategic Plan, DLA must work together with 

our suppliers to “ensure a capable defense industrial 

base, generate innovative and efficient solutions, and 

maintain a secure and resilient supply chain.” 

 As DLA’s Senior Official responsible for Industry 

Engagement, I believe it is essential for DLA to articulate 

and communicate how we will approach engagement with 

suppliers (of both products and services) via a specific 

strategy. The five Focus Areas (FAs) laid out in the 

following pages set forth the Agency’s plans, priorities 

and expectations related to Industry Engagement from the 

DLA Enterprise perspective. 

 In order to further strengthen the partnership between 

DLA and its industry base, we must begin from a point of 

common understanding. With that in mind, I ask that all 

stakeholders – our suppliers as well as the DLA workforce 

and government partners – familiarize themselves with the 

plan. Throughout the focus areas you will see several goals 

– improving communication, balancing priorities and risks, 

Matthew R. Beebe 

DLA Component Acquisition 

Executive

FIVE FOCUS AREAS IN INDUSTRY ENGAGEMENT

5
 Frank and open communication is a foundational 

element of any strong partnership, and it has 

long been a tenet of DLA’s Supplier Relationship 

Management efforts. Whether it be through 

formally structured programs such as Strategic 

Supplier Alliances (SSA) or Captains of Industry (COI) 

meetings, or at a booth at an industry association 

event, DLA’s goal is to always ensure that all of our 

business partners know we are open and willing to 

hear them and work with them. Following Secretary 

Mattis’ guidance, DLA acquisition professionals and 

leaders are encouraged and expected to engage 

with and work collaboratively with industry in a 

fair and open manner. DLA will continue to initiate, 

ensure and be responsive to supplier interactions 

at all levels of business (see Supplier Engagement 

Spectrum) and in various forums and settings, to 

include one-on-one discussions, industry site visits, 

industry association and DLA-led events. Effective 

industry engagement is an enabler to achieving both 

successful acquisition outcomes and improving our 

military’s readiness and lethality. 

SUPPLIER ENGAGEMENT SPECTRUM

FOCUS AREA I

6

DLA CAPSTONE 

EVENTS:

• DLA Enterprise 

Industry Day

• DLA Energy Worldwide 

Energy Conference

• DLA Land & Maritime

Bi-Annual Conference

• DLA Aviation Supplier 

Industry Day

• DLA Troop Support 

Association Days

• DLA Disposition 

Industry Symposiums
 www.dla.mil

 DLA is placing a new emphasis within our 

operations, focused on capturing supplier feedback 

and using that feedback to drive internal change. 

We must ask the question – “What is it like to do 

business with DLA?” and be willing to hear the 

answer. This includes capturing new sources of 

data that will provide us with the “big picture” of 

supplier perceptions of DLA supply chain practices. 

The change will require us to re-tool existing 

transactional processes so that they provide 

strategic insight on the health and impact of our 

practices, instead of just addressing immediate 

needs. Obtaining this insight also requires that DLA 

develop a culture of supplier advocacy. We must 

refine our supply chain practices based on the data 

we receive from our business partners and establish 

organizational behaviors that recognize the value 

of supplier input. We are committed to making this 

change in our supplier feedback management and 

advocacy process, and expect that it will transform 

the way in which we interact with our suppliers and 

make DLA a better supply chain partner.

DLA INDUSTRY ENGAGEMENT (CONTINUED)

 Warfighter First is our #1 Priority! As a steward 

of taxpayer dollars and an executive agency of the 

U.S. government, DLA has a fiduciary responsibility 

to ensure compliance with the law and regulations. 

We must also support Congressional mandates and 

DoD interest programs (i.e. UNICOR, AbilityOne, CCMD 

objectives, etc.) to the maximum extent practicable to 

advance federal policy objectives. Furthermore, we 

are required to comply with U.S. laws and regulations 

designed to support the U.S. industrial base (i.e. 

Buy American Act, Berry Amendment). To optimize 

Warfighter outcomes and achieve mission success, our 

business decisions must balance multiple, sometimes 

competing, priorities while also infusing critical 

thinking and innovation into the process. Striking this 

balance is not always easy and sometimes there are 

perceived “losers,” especially when we make the 

value determinations that ensure business decisions 

don’t negatively outweigh warfighter mission needs. 

Our commitment to Industry is that our actions will 

be transparent and arrived at through a deliberative 

7

FOCUS AREA II AND FOCUS AREA III

decision making process that considers the appropriate 

balance of government and industry priorities.

 As an example, DLA has a long track record as a 

Small Business supporter and this is a trend we will 

maintain. Our commitment comes in the form of dollar 

obligations, but also by increasing the number of new 

and repeat Small Business contractors, year after year, 

through our dedicated outreach efforts. We expect 

that our large business suppliers will also continue to 

support and provide opportunities to small business, as 

the ultimate objective is not about meeting a specific 

dollar goal, but ensuring a healthy, robust small 

business industrial base that drives competition, enables 

innovation and provides DLA the ability to surge to 

meet readiness needs. At the same time, we recognize 

that performance based methodologies and similar 

arrangements offer great potential for cost savings 

and readiness improvements. Designing the optimal 

business solutions will require balance, and sometimes 

tradeoffs, but we will maintain transparency in our 

decision making processes. 
 With its global reach, diverse business units and 

support to the entire Joint Logistics Enterprise (JLEnt), 

DLA is a supply chain organization like no other. 

While we will always be different from commercial 

companies in that our primary objective is Warfighter 

readiness, the Agency focuses on continuous 

process improvements and reforms for innovation 

in acquisition. Beyond streamlining procedures, 

leveraging new systems, and expanding the use 

of new technological solutions, DLA uses best in 

government and commercial strategies to improve 

supply chain logistics support. We will look for 

opportunities to leverage, not duplicate, commercial 

supply chains, and will continue to educate our 

workforce to better understand the business dynamics 

of their suppliers’ industries. Through our collective 

feedback gained from discussions with suppliers, DoD, 

and academic organizations, we will identify potential 

projects and support reform initiatives (i.e. reverse 

engineering, additive manufacturing, automated 

procurement, etc.) that utilize innovative and efficient 

approaches to deliver better acquisition outcomes and 

improve our business processes. Some of DLA’s most 

significant and successful initiatives originated from 

external sources or supplier feedback/suggestions 

– we must continue to foster an environment where 

individuals seek out new and better ways of doing 

things and are encouraged to take responsible risks 

that will lead to positive changes throughout the DLA 

supply chain.

 We must continually assess the health of our 

industrial base, maintain awareness of our supply 

chain/item vulnerabilities, and mitigate risk within 

our supplier base to ensure supply chain security 

and survivability. This includes having established 

programs or systems for combating counterfeit 

products, protecting against fraudulent actors and 

cyber vulnerabilities and planning for diminishing 

manufacturing sources and material shortages, 

as well as actively promoting competition to 

encourage a robust supplier base. These risks 

are continuously and dynamically affecting DLA’s 

ability to support the warfighter and require 

nimble and dedicated efforts that address these 

vulnerabilities. Our industry partners must play 

an active role in helping DoD guard against these 

threats and where necessary, DLA will work with 

industry to develop the protocols and processes 

that ensure we address the steady stream of risks 

inherent in today’s global supply chains.

8

FOCUS AREA IV AND FOCUS AREA V
 www.dla.mil

DLA ACQUISITION PROFESSIONALS

 It is the policy of DLA to provide maximum practicable opportunities 

in its acquisitions to small business, service-disabled veteran-owned small 

business, HUBZone small business, small disadvantaged business, and 

women-owned small business concerns. Such concerns are also provided 

maximum practicable opportunity to participate as subcontractors in the 

contracts awarded by DLA. In fiscal year 2017, small businesses won about 

one third of all DLA contracts, which were worth more than $10 billion.

 The DLA Office of Small Business Programs has personnel stationed at 

each of our major buying commands. We provide small business advocacy 

and promote small business utilization to strengthen the competency, capability, and commitment of the industrial base that fulfills DLA’s mission as the 

Nation’s Combat Logistics Support Agency. 

 Through its Office of Small Business Programs, DLA administers the Procurement Technical Assistance Program (PTAP) which is executed through 

geographically disbursed Procurement Technical Assistance Centers (PTAC) 

that:

• Help businesses compete for and perform contracts with the Department of Defense, other federal agencies, state and local governments 

and with government prime contractors.

• Have a local presence in all 50 states, Washington, D.C., Puerto Rico, 

Guam and the U.S. Virgin Islands. Some PTACs specialize in assistance to 

federally recognized tribes, their members and reservations.

• Find PTAP information at https://youtu.be/_mX88Sr18x8 and your local 

PTAC at www.dla.mil/HQ/SmallBusiness/PTAC.aspx

 SMALL BUSINESS 

 DLA acquisition professionals are committed to promoting 

industry engagements to facilitate market research, enhance 

competition, and align with DLA business drivers. Regular, 

open and collaborative interactions between DLA and Industry 

allow for better requirements, and improve acquisition 

outcomes – for Industry as well as Warfighters. DLA suppliers 

should expect that their efforts to engage will be embraced by 

DLA personnel, within the legal and ethical guidelines.

 DLA is also taking steps to improve its acquisition 

professionals’ knowledge and understanding of industry 

dynamics and drivers. Our people are acquisition professionals: 

www.dla.mil/HQ/Acquisition/Acquisition-Professionals. 

Through partnerships with major universities, DLA will begin 

offering opportunities for acquisition professionals to take 

industry focused courses that teach students about how to 

look through the eyes of industry to understand what drives 

their behavior, and how to negotiate fair and equitable deals for 

both parties. DLA is also establishing a “Training with Industry” 

program where employees will have an opportunity to spend 

an extended length of time with a commercial company, 

learning about the business. These opportunities are a key 

element to building Strong Partnerships with Industry and we 

look forward to the benefits they will bring. 

9 DLA ACQUISITION PROFESSIONALS AND SMALL BUSINESS
 INNOVATION THROUGH RESEARCH AND DEVELOPMENT

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ADVANCED LOGISTICS CONCEPTS AND INNOVATION

R&D is the front end of the Innovation Cycle. DLA’s R&D program works to bolster innovation by conducting 

research to develop new processes and technologies that support the logistics effort. R&D efforts are funded through 

two program elements: 1) Logistics R&D, and 2) Manufacturing Technology Program (ManTech). The program

supports DLA’s major supply chains, which include Subsistence, Clothing & Textiles, Medical, Energy, Construction and 

Equipment, Maritime, Land, Aviation, and Strategic Materials, and DLA Service Centers, consisting of DLA Distribution, 

DLA Disposition and Logistics Information Service.

DLA Logistics R&D

Pioneers advanced logistics concepts, business processes, and technologies that use commercial best practices; 

develops and demonstrates high payoff technologies that provide a high level of support at lower costs. Strategic 

Focus areas include 1) Enhance analysis and decision support, 2) Improve logistics processes, and 3) Emergent 

Logistics R&D topics.

DLA ManTech

Supports technical innovation in the DLA industrial base to improve the operational performance of key supply chains. 

Strategic Focus Areas include 1) Improve industrial base manufacturing processes, 2) Maintain viable supply sources, 

and 3) Improve technical and logistics information; Emergent ManTech topics. 

Small Business Innovation Research; Small Business Technology Transfer and 

Rapid Innovation Fund

Fosters technology transfer through cooperative R&D between small businesses and 

research institutions; Increases private sector commercialization of innovations derived from 

Federal R&D; provides the ability to absorb risks associated with early stage R&D projects and ideas by investing in 

disruptive industrial base innovations to improve cost, quality, and delivery. Logistics.research@dla.mil

https://sbir.defensebusiness.org and http://defenseinnovationmarketplace.mil (Connecting Industry and DoD for 

Independent Research & Development)

Microcircuit

Emulation

Castings Batteries Forgings Subsistence

Network Additive Manufacturing

Counterfeit Prevention Strategic Materials Energy Weapons Systems

Sustainment Warehouse

Modernization
 www.dla.mil 11

DOING BUSINESS WITH DLA

DOING BUSINESS WITH THE DEFENSE LOGISTICS AGENCY

The Defense Logistics Agency (DLA) is the Department of Defense’s (DoD) logistics combat support agency. Our mission is to provide 

best value integrated logistics solutions to Nation’s Armed Forces and our Interagency Customers in peace, during national disasters/

emergencies and in war, around the clock, in the homeland, and around the world. DLA supplies its military and civilian agency customers 

with critical resources needed to accomplish worldwide missions. Companies interested in doing business with DLA should:

= UNDERSTAND DLA - Visit the DLA website: http://www.dla.mil/DoingBusinessWithDLA.aspx. There you will find detailed information 

on how to get in touch with DLA Resources: Customer Support; Business Operations; Small Business; Federal Contracting Resources; 

Federal, State and Local Programs; Warfighter Support. 

= OBTAIN A DUNS NUMBER - A DUNS number is the industry standard for keeping track of the World’s businesses. It is required by the 

government, major financial institutions, corporations, trade associations and more. Go to: http://www.dandb.com/free-duns-number/ or 

call 1-(800) 700-2733 to obtain a DUNS Number.

= REGISTER IN SAM - The System for Award Management (SAM) is an official website of the U.S. government. There is no cost to use 

SAM. SAM contains a nationwide electronic database of firms that do business with the Federal Government. You can use this site 

to: Register to do business with the U.S. government, Update or renew your entity registration, and Search for entity registration and 

exclusion records. Any firm interested in doing business with DoD must be registered in SAM: https://www.sam.gov.

= REQUEST OR UPDATE COMMERCIAL AND GOVERNMENT ENTITY (CAGE) CODE - A CAGE Code identifies companies doing or wishing 

to do business with the Federal Government. The code provides for a standardized method of identifying a given facility at a specific 

location. To learn more or obtain a CAGE Code, go to: https://cage.dla.mil/Home/UsageAgree .

= EXPLORE DLA INTERNET BID BOARD SYSTEM (DIBBS) - A web-based application that provides capability to search for, view, and submit 

secure quotes on Requests for Quotations (RFQs) for DLA items of supply. DIBBS allows users to search and view Requests for Proposals 

(RFPs), Invitations for Bid (IFBs), awards and other procurement information related to DLA. Go to: https://www.dibbs.bsm.dla.mil 

= DLA FORMS – Agency forms will satisfy a valid need and be properly designed using plain language and standardized data for easy 

collection, processing, analysis, and retrieval of information. To obtain a DLA Form: https://www2.dla.mil/officialforms/pages/default.aspx

= USE RESOURCES - When doing research, use websites that provide information helpful for targeting the agencies that buy what you sell 

other: www.fbo.gov; https://www.fpds.gov; www.usaspending.gov; www.acquisition.gov; http://www.acq.osd.mil/osbp/index.shtml; 

www.sba.gov; https://www.va.gov/osdbu

= PROCUREMENT TECHNICAL ASSISTANCE CENTERS (PTAC) that help businesses compete for and perform contracts with the 

DoD, other federal agencies, state and local governments and with government prime contractors. Find your local PTAC at 

www.dla.mil/HQ/SmallBusiness/PTAC.aspx

INDUSTRY ENGAGEMENT POINTS OF CONTACTS

www.dla.mil/info/strategicplan/IndustryEngagementPlan

DLA OMBUDSMAN OFFICE: Keeps lines of communication open between DLA Senior Leaders and Industry Partners. Collaborates across 

Agency Network for all enterprise engagements with industry. Leverages relationships with industry via integrating strategic objectives and 

operational outcomes to support DLA at providing Warfighter Readiness and Lethality. Contact is: DLA_Ombudsman@dla.mil

DLA SMALL BUSINESS OFFICE: Promotes small business utilization to strengthen the competency, commitment, and capability of the 

industrial base that fulfills DLA’s mission as America’s Combat Logistics Support Agency. The Small Business Office also oversees the 

Procurement Technical Assistance Program (PTAP). Visit http://www.dla.mil/HQ/SmallBusiness.aspx or call (571) 767-0192.
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WARFIGHTER FIRST!

DLA CORPORATE EVENTS is the catalyst for strategic engagements at conferences and trade shows. The Corporate Events program provides 

a platform at these forums to promote the DLA brand, optimize corporate communications, business development, and customer/Industry 

support. To locate upcoming events, visit: http://www.dla.mil/CustomerSupport/Resources/Events.aspx

DLA INFORMATION TECHNOLOGY - VENDOR RELATIONS: Serves as the central point of contact for managing engagement with 

vendors seeking to demonstrate capabilities and the value they may be bringing to DLA in the area of Information Technology that 

supports Research & Development (R&D) and innovation. POC: strategictechnologyvendorrelations@dla.mil

DLA TRANSFORMATION: Oversees the Academia and Research Engagements Program charged with identifying organizations 

(Academic, Think Tank, R&D) that are leaders in developing cutting-edge logistics practices, supply chain processes and business 

technologies. Manages senior leader engagements with these organizations to develop relationships and facilitate the integration of 

innovative solutions in support of DLA operations and processes. POC: DLA_Academia-Research_Engagements@dla.mil

DLA AVIATION: Provides repair parts for aviation weapons systems, flight safety equipment, maps, environmental products and 

industrial plant equipment. POC: dlaavnsmallbus@dla.mil or call 1-(800) 227-3603

DLA CONTRACTING SERVICES OFFICE: Center of Excellence that provides DLA enterprise wide life-cycle contracting for both IT 

operational services, to include enterprise contracts and agreements for software licensing and hardware, and for other enterprisewide common services not assigned to other COEs. POC: DCSO@dla.mil or call (215) 737-0878

DLA DISPOSITION SERVICES: Preferred provider for the contracted disposal of DoD’s hazardous waste. 

POC: hazardouscontractseast@dla.mil or (269) 961-4246; and disposes of excess property by reutilization, transfer, public sales and 

demilitarization. POC: DLADispSvcs-J42@dla.mil or call (269) 961-5092

DLA DISTRIBUTION: Provides storage and distribution solutions/management, transportation planning/management and logistics 

planning and contingency operations; operates a global network of distribution centers. POC: DistributionJ7@dla.mil

DLA STRATEGIC DATA SERVICES: Preferred provider for document automation services to the DoD. Strategic Data Services is also 

designated as the single manager for printing and high-speed, high-volume duplicating in the DoD. POC: j67dcsc@dla.mil or call 

Customer Service: 1-(866) 736-7010

DLA ENERGY: Provides petroleum and lubrication products, alternative fuel/renewable energy, aerospace energy, fuel quality/technical 

support, fuel card programs and installation energy services. POC: DSORoutingInbox@dla.mil, or call (571) 767-9301/8420

DLA LAND AND MARITIME: Provides repair parts for ground-based and maritime weapons systems, small arms parts, fluid handling 

and electronic components. POC: DSCC.BCC@dla.mil or call 1-(800) 262-3272

DLA STRATEGIC MATERIALS: Manages the strategic and critical raw material stockpile that supports national defense needs. 

POC: DLAStrategicMaterials@dla.mil or call (571) 767-5500.

DLA TROOP SUPPORT: Provides food, textiles, construction material, industrial hardware and medical supplies and equipment, to 

include pharmaceuticals. POC: DLATSPartnerInquiry@dla.mil or call (215)-737-3382.

INDUSTRY ENGAGEMENT POINTS OF CONTACTS (CON’T)

As of 1 March 2018
 www.dla.mil 13

DOING BUSINESS WITH DLA

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WARFIGHTER FIRST!
 www.dla.mil

THE NATION’S COMBAT LOGISTICS SUPPORT AGENCY

www.dla.mil/info/StrategicPlan/IndustryEngagementPlan

www.dla.mil www.facebook.com/dla.mil www.twitter.com/dlamil www.youtube.com/user/dodlogisticsagency