LOGLINES

NOVEMBER – DECEMBER 2015 DEFENSE LOGISTICS AGENCY

PRIMARY-LEVEL FIELD ACTIVITIES

AROUND THE 

AGENCY
Lt. Gen. Andy Busch, USAF

Director, Defense Logistics Agency

The DLA vision is delivering the 

right solution on time, every time. 

We embody this vision by working 

together to anticipate and meet the 

demands of the constantly changing 

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By translating words into actions, our 

people and teams go out of their way 

to ensure the right choices are being 

made at every level.

I continue to be amazed by the 

dedication of our workforce in support 

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global reach of DLA’s support remains a 

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military and civilian personnel have 

been a large part of successful remote 

operations over the last 13 years, and in 

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over 1,700 people. 

Over the past few months, I’ve had 

the opportunity to get outside of the 

McNamara Headquarters Complex 

to see some of the outstanding work our 

people are doing in other parts of the world. 

Around our agency, the members of our 

team are doing exceptional work to help 

us achieve key organizational goals. From 

the west coast to Europe, the Middle East 

and beyond, DLA continues to lead the way 

providing expeditious worldwide service to 

support the needs of our customers. 

In this edition of Loglines, you’ll 

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that make up our organization. Our 

workforce comprises more than 25,000 

employees who go the extra mile every 

day. We have a tremendous reputation 

for logistics planning, building 

relationships, collaboration and being 

ready at a moment’s notice. 

Across the organization, our team 

shows that maintaining strong internal 

and external relationships is the key 

to mission success. We continue to 

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toward improved strategic engagement. 

Developing strong relationships with 

industry partners around the world 

while making sure we have DLA 

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performing is an essential part of 

achieving organizational excellence.

Each section of our organization 

plays a critical part in our strategic 

goals, but we are only as good as our last 

mission. We need to continue to plan 

and build relationships both internally 

and with our strategic partners. DLA 

is recognized at the highest levels of 

government for what you do, and the 

PLFAs are the frontline representatives 

ensuring success at every level. I am 

honored to be a part of such a strong 

team and resilient workforce. 

DLA Director

Air Force Lt. Gen. Andy Busch

DLA Vice Director

Ted Case 

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Renee L. Roman

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Joseph M. Yoswa

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Patrick H. Mackin

/RJOLQHV is the authorized publication for 

the Defense Logistics Agency’s workforce of 

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Reserve Force augmentees at agency activities 

worldwide and industry customers of DLA. 

Contents of this publication are not necessarily 

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government, the Department of Defense or the 

Defense Logistics Agency. 

/2*/,1(6

Official Flagship Publication

of the Defense Logistics Agency

LOGLINES STAFF

Managing Editor: Phil Prater

:ULWHUV Beth Reece

 Amanda Neumann

/D\RXW'HVLJQ Paul Henry Crank

Headquar ters, Defense Logistics Agency, Office of Public Affairs 

8725 John J. Kingman Road, Suite 2545, Fort Belvoir, VA 22060-6221

Phone: 703-767-6200 E-mail: loglines@dla.mil

/RJOLQHV is prepared electronically, using desktop publishing applications; no commercial typesetting 

costs are involved. Photos not credited are courtesy of agency sources. 6XEPLVVLRQVDQGFRUUHVSRQGHQFH

may be sent to the address below:

DIRECTOR

from the
Loglines O November - December 2015 1

A Conversation with ... 18 

Army Command Sgt. Maj. Charles Tobin

DLA NewsWire 22

History Highlights 26 

Quartermaster at War

I am DLA Back Cover

DEPARTMENTS

DEFENSE LOGISTICS AGENCY

DLA ON www.dla.mil www.facebook.com/dla.mil www.twitter.com/dlamil www.youtube.com/GRGORJLVWLFVDJHQF\

THE WEB

2

4

7

11

14

16

20

24

PRIMARY-LEVEL FIELD ACTIVITIES 

AROUND THE AGENCY

Procurement for the B1 

DLA Aviation’s Forging and Casting Assistance Team 

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Fuel Rebalance 

DLA Energy rebalances fuel and its infrastructure 

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the right place, at the right time, for its customers.

Global Reach 

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provides customized support for facilities maintenance, 

public works and civil engineering around the world. 

Official Sources 

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Where We Are 

A look at DLA Field Activity locations around the world

Smart Storage 

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improve materiel readiness and cut storage costs.

Partners in Protection 

Educating employees on potential hazards, threats 

and crimes is one of the Mission Assurance :RUNLQJ

Group’s primary goals.

Enterprise Process Management 

Enterprise Process Management drives quality and 

reliability throughout agency operations.

CONTENTS

NOVEMBER - DECEMBER 2015
2 www.dla.mil

efense Logistics Agency Aviation is helping the Air 

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Story by Bonnie Koenig, DLA Aviation Public Affairs

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Air Force Staff Sgt. Bennie J. Davis III

DLA AVIATION

DLA Aviation’s Forging and Casting Assistance Team led the effort to improve support for fuel-cooling 

components for the B-1 Lancer fleet, a multi-role, long-range bomber used by the Air Force.
Loglines O November - December 2015 3

This fuel-cooling component, known as a 

ram-air scoop, is being replaced across 

the Air Force’s aging B-1 Lancer fleet.

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Maintenance mechanics work on B-1 fuel-cooling scoops at Ellsworth Air Force Base, South Dakota. After the fuel-cooling scoops are removed, 

the bushings at the hinge points are replaced due to excessive wear since the last inspection. A joint effort between DLA Aviation’s Forging and 

Casting Assistance Team, DLA engineers and Air Force officials led to a crucial contract on the scoops that reduced costs and saved DLA more 

than $220,000. 

Courtesy Photo
4 www.dla.mil

fter years of planning, Defense Logistics Agency 

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Story by Christopher Goulait, DLA Energy Public Affairs

FUEL

REBALANCE

Army Pfc. Samantha Van Winkle

DLA ENERGY

Soldiers assigned to the 27th Infantry Regiment, 2nd Brigade Combat Team, 25th Infantry Division, 

refuel after taking flight in a UH-60 Black Hawk in South Korea for exercise Foal Eagle 2015. DLA Energy 

strategically positions fuel around the Pacific region in preparation for these types of annual exercises.
Loglines O November - December 2015 5

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“Rebalancing assets in the 

Pacific means positioning 

supplies of fuel in the 

correct locations in the area 

of responsibility to support 

warfighter requirements.”

— DLA Energy Pacific 

Commander Navy Capt. 

Christopher Bower

Air Force Staff Sgt. Cody H. Ramirez

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Maintainers remove a fuel hose from a C-130 Hercules during last summer’s Red Flag-Alaska exercise at Defense Fuel Support Point Anchorage, 

a commercial fuel-support point under contract through DLA Energy.
6 www.dla.mil

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Marine Cpl. Henry Antenor

A Marine and two Navy sailors pump fuel into a 7-ton truck in preparation of Amphibious Landing Exercise 15 at Subic Bay, the Philippines. Defense 

Fuel Support Point Subic Bay 1 is one of five DFSPs throughout the Pacific theater serving as commercial bulk fuel storage facilities under contract 

in support of U.S. Pacific Command. 
Loglines O November - December 2015 7

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Story by Jason Kaneshiro, DLA Troop Support

GLOBAL

REACH

Joel Martinez

DLA TROOP SUPPORT

Heavy equipment operators use tandem vibratory rollers on a new runway surface at the Seguin Auxiliary 

Airfield, Joint Base San Antonio-Randolph, Texas. The maintenance, repair and operations program, 

a division of the DLA Troop Support Construction and Equipment supply chain, provides customized 

support for facilities maintenance, public works and civil engineering for military installations and other 

federal customers around the world. 
8 www.dla.mil

Navy Petty Officer 3rd Class Joshua Coote 

helps refurbish the Centre Esperance 

Mission orphanage in Port Gentil, Gabon. 

DLA Troop Support Construction and 

Equipment’s maintenance, repair and 

operations program contracts are able to 

provide material and support to various 

locations where U.S. military personnel 

may be deployed. 

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A power production journeyman checks 

a generator for faulty wires at the power 

production warehouse at Altus Air Force 

Base, Oklahoma. DLA Troop Support 

Construction and Equipment’s maintenance, 

repair and operations program provides 

material that reaches other federal agencies 

outside of the Department of Defense.

Navy Petty Officer 1st Class Joshua Davies
Loglines O November - December 2015 9

Army Sgt. 1st Class Will Patterson

A Liberian military engineer cuts wood braces for the Tubmanburg Ebola treatment unit. In 2014, DLA Troop Support Construction and Equipment’s 

maintenance, repair and operations program supported Operation United Assistance, the Defense Department’s operation to help contain the 

Ebola virus in West Africa. 

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“We really listen to our customers, 

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make adjustments based on our 

interactions with them and based 

on our understanding of what 

improvements they’d like to see. 

The program you see today is not 

the program we began with; it 

continues to evolve.”

— Linda Gruber
10 www.dla.mil

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Navy Seabee Constructionman Sean Collins levels brick on a wall of a 

multipurpose building at the Wat Chalheamlap School in Thailand. DLA 

Troop Support Construction and Equipment’s maintenance, repair and 

operations program concept was designed to integrate commodities 

and provide comprehensive facilities maintenance support.

Marine Cpl. Jessica Olivas
Loglines O November - December 2015 11

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Story by Anthony Buto, Jr., DLA Information Operations

Photos by Jace Armstrong

OFFICIAL

SOURCES

DLA DISPOSITION SERVICES

DLA Information Operations employee Rick Proulx welcomes students logging in for a webinarabout how 

to obtain accurate and up-to-date supply information from official data sources like WebFLIS. 
12 www.dla.mil

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To inquire about an item of supply,

contact DLA’s Customer Interaction Center

or visit Logistics Information Services

https://www.logisticsinformationservice.dla.mil/

to register for one of DLA’s automated information systems.

DLA Customer Interaction Center (DLA CIC)

Toll Free: 1-877-DLA-CALL (352-2255)

DSN: 661-7766 

Email:dlacontactcenter@dla.mil

“It’s important to take 

the time to register for 

official systems, because 

it’s far more important to 

wait and have the right 

information than to have 

the wrong information 

right now.”

— Charles Docherty
Loglines O November - December 2015 13

DLA Information Operations employees Trudy Crafts-Peck (left), customer training course director for Information Operations and Tom Kik, review 

a WebFLIS webinar about why preventative measures, such as inactivity timeouts, are necessary to protect its users and logistics systems.

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14 www.dla.mil

DLA LAND AND MARITIME

HQ – COLUMBUS, OH

ABERDEEN, MD

PHILADELPHIA, PA 

MECHANICSBURG, PA

NORFOLK, VA

PORTSMOUTH, VA

WARREN, MI

PUGET SOUND, WA

DLA TROOP SUPPORT

HQ – PHILADELPHIA, PA

SEATTLE, WA SAN FRANCISCO, CA

FRESNO, CA LOS ANGELES, CA

SAN DIEGO, CA TRAVIS AFB, CA 

DENVER, CO JACKSONVILLE, FL 

EUSTIS, FL FORT WORTH, TX 

TOMPKINSVILLE, KY WILMINGTON, NC

BIRMINGHAM, AL VIRGINIA BEACH, VA

GLOUCESTER, VA BLACKSBURG, VA 

QUANTICO, VA FORT DETRICK, MD 

ANNAPOLIS, MD HOLDEN, MA

NATICK, MA

WHERE WE ARE

A Look at Defense Logistics Agency Field Activities Locations Around the World

DLA ENERGY

HQ – FORT BELVOIR, VA

DLA ENERGY 

AEROSPACE ENERGY:

SAN ANTONIO, TX 

SAN PEDRO, CA

Primary-Level Field Activity 

4FDPOEBSZSites

DLA Disposition Services 

Field Offices
Loglines O November - December 2015 15

DLA AVIATION

HQ – RICHMOND, VA

CHERRY POINT, NC

HUNTSVILLE, AL

JACKSONVILLE, FL

OGDEN, UT

OKLAHOMA CITY, OK

PHILADELPHIA, PA

SAN DIEGO, CA

WARNER ROBINS, GA

DLA DISPOSITION SERVICES

HQ – BATTLE CREEK, MI 

FORT LEWIS, WA RED RIVER, TX

SAN JOAQUIN, CA SAN ANTONIO, TX

BARSTOW, CA EGLIN AFB, FL

CAMP PENDLETON, CA JACKSONVILLE, FL

NELLIS AFB, NV COLUMBUS, OH

HILL AFB, UT WARNER ROBINS, GA

TUCSON, AZ FORT BRAGG, NC

COLORADO SPRINGS, CO NORFOLK, VA

FORT MEADE, MD SUSQUEHANNA, PA

FORT RILEY, KS

DLA DISTRIBUTION

HQ – NEW CUMBERLAND, PA 

ALBANY, GA WARNER ROBINS, GA

ANNISTON, AL CHERRY POINT, NC

CORPUS CHRISTI, TX RED RIVER, TX

HILL AFB, UT JACKSONVILLE, FL

NORFOLK, VA RICHMOND, VA

OKLAHOMA CITY, OK PUGET SOUND, WA

SAN DIEGO, CA SAN JOAQUIN, CA

BARSTOW, CA SUSQUEHANNA, PA

TOBYHANNA, PA 

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PACIFIC

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KOREA

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DLA TROOP SUPPORT

EUROPE AND AFRICA

GERMANY 

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For a more detailed look at DLA Primary-Level Field Activities

 visit www.dla.mil.

DLA ENERGY 

MIDDLE EAST:

HQ – TAMPA, FL

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16 www.dla.mil

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Story by Emily Tsambiras, DLA Distribution

SMART

STORAGE

Air Force Tech. Sgt. Joseph Swafford

DLA DISTRIBUTION

An Air Force F-16 Fighting Falcon aircraft assigned to the 555th Expeditionary Fighter Squadron takes 

off on a combat sortie from Bagram Air Field, Afghanistan. The F-16 is fitted with the F-100 series engine 

by General Electric, now stored and delivered for select Air Force maintenance customers out of the DLA 

Distribution site in Oklahoma City, Oklahoma.
Loglines O November - December 2015 17

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Defense Logistics Agency Distribution Oklahoma City, Oklahoma, is now supporting the storage and distribution of General 

Electric F-100 series engines. Photo courtesy of General Electric Aviation

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“The goal is to establish 

a single storage and 

distribution belly button 

for customers.”

— Joe Faris
18 www.dla.mil

A Conversation with . . . Mikia Muhammad

You’ve been in the military for 

more than 30 years and have held 

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leadership position, from squad 

leader to command sergeant 

major. What are some of the 

biggest changes you’ve seen during 

your career?

Probably the biggest change is 

in the quality of our military and 

civilian workforce. They continually 

impress me – from the soldier and 

day laborers to our strategic leaders 

and thinkers. Throughout my career, 

they’ve grown and developed into 

a better educated and experienced 

workforce. Also, I believe the advancement and use of technology assisted 

in developing our future workforce 

by making education more accessible 

while gaining valuable experience. 

Army Command Sgt. 

The Defense Logistics Agency senior enlisted leader talks about his role at DLA.

Another change is the 

development and support of people 

and their families. I’ll use DLA as an 

example. Our number two goal [in 

the DLA Strategic Plan] is “People 

and Culture,” and if you ask me, 

throughout my career, we didn’t put a 

lot of emphasis on it. 

A third change is the paradigm 

shift toward more innovation and 

changing our status quo mindset to 

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coming up through the ranks of my 

career, I don’t recall anyone saying, 

“Hey, let’s think innovation; let’s 

think in the future.” We just kind of 

stumbled through the process.

 I’m real impressed with DLA. 

We have a strategic plan in place; 

we’re talking 2015 to 2022. And 

that’s what I mean by paradigm 

shift. Now we’re telling our 

civilian workforce and our service 

members, “I want you to think; I 

want you to innovate.”

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approach to your leadership role?

Quite frankly, it doesn’t. From 

my perspective, I just have to adapt 

to a change in environment, but 

not my leadership style. To me, to 

be a great leader, you need to be 

an adaptive leader in this complex 

environment to be able to do well 

and be exceptional.

You served as the senior enlisted 

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the commander of International 

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What lessons are you bringing 

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I think the one that stands 

out is the importance of strategic 

engagements and relationships with 

our multi-national partners. Also, I 

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tactical experience, because in almost 

everything I do, I always think about 

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with me is a focus on team building 

and collaboration.

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leadership style?

I can say it in one sentence: I 

treat others with dignity and respect. 

I also want that to become my legacy 

when I leave the military. I got my 

Defense Logistics Agency Senior Enlisted Leader Army Command Sgt. Maj. Charles Tobin, right, 

shakes hands with an employee at DeRossi & Son in Vineland, New Jersey, during a visit to the 

DLA Clothing and Textiles vendor’s facility.
DLA Public Affairs

Loglines O November - December 2015 19

Maj. Charles Tobin

leadership style from my mother 

because she was a humble person 

in the way she treated others. She 

is also my mentor. Growing up, she 

never took credit for anything; she 

always gave credit where credit was 

due, to other folks.

Also, I measure my success 

by what I do for others. Every 

single award that I receive, I 

always have a name beside it 

that belongs to a soldier, sailor, 

airman or Marine that has done 

the mission out there.

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My interaction was from a 

tactical, operational and strategic 

level because we’re so dispersed 

around the world. At various points 

in my career, I associated with DLA 

because of the positions I’d held, and 

when I was down in the tactical level, 

I knew there were DLA folks out 

there that I could depend on.

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DLA is an organization that the 

services can depend on anywhere 

and anytime. There are DLA 

representatives throughout the 

world and folks need to reach out if 

they need help. What I’ve learned, 

serving on my past experience, 

a lot of the challenges we have is 

because we don’t communicate or 

[the military services] don’t have 

the knowledge and education. 

We have [customer support 

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we have great people that want 

to do great things. But the only 

reason we’re not is because [the 

services] don’t know that and it 

goes back to the education piece.

DLA folks are nested in, 

they’re embedded, into almost 

every [combatant command] 

and component command. And 

that’s been part of my outreach. 

I’ve visited each of the service’s 

senior enlisted leaders, including 

the senior enlisted advisor to the 

chairman of the Joint Chiefs of 

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relationships so each one of 

them feels comfortable to call 

DLA if needed.

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It’s hard to narrow it down to 

three. To me, personally, the No. 

1 is to remember that you are a 

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and third is resilience. Readiness 

includes several things because to 

be the best logistician, you have to 

make sure you are ready to deploy 

with no notice.

Resilience includes emotional, 

physical and spiritual health, as 

well as your family. I can give you a 

mission, but if you have problems at 

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to carry out that mission.

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I would probably tell them to 

share their ideas, because most 

of our great ideas come from the 

bottom up. To me, they are the future 

leaders and the next great generation. 

Also, I’d tell them to be adaptive 

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their career.

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It’s an awesome responsibility 

to be the senior enlisted leader 

and an honor to serve in America’s 

combat logistics support agency. 

The highest honor of my life is 

serving with the talented men and 

women in the civilian workforce of 

DLA. And I’m not here to change 

anything. This agency already has a 

phenomenal reputation throughout 

the world.

My greatest satisfaction is 

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their full potential. We’re in the 

“people” business. They are the 

most important part of this agency 

and it goes back to my leadership 

style to treat them with dignity and 

respect. I also want to express my 

appreciation to our workforce for 

their hard work. Throughout all of 

my travels so far in DLA, I’ve seen 

a lot of hard work and dedication in 

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As I travel throughout our 

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I would ask everyone to read and 

understand our DLA Strategic 

Plan. It talks about our vision, our 

mission, our values, our goals. I 

want this to go all the way down 

to the person on the assembly line 

so they know, “Hey, here’s how 

important you are and here’s how 

important what you do is.” It’s our 
20 www.dla.mil

deliveryman from XYZ Company attempted to 

enter a Defense Logistics Agency installation 

without a common access card this summer. Police 

at the scene ran the guy’s civilian ID through the 

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they discovered was alarming. His name was on the FBI’s 

Terrorist Watch List.

This story is true. It’s also why DLA created the Mission 

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the agency’s critical functions during events such as terrorist 

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DLA Human Resources. 

“The MAWG strives to develop a workplace 

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means DLA can continue to deliver sustained 

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from the 2009 shooting that left 13 people dead 

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related to protection programs. 

“The MAWG harmonizes the risk management process 

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activities and resources to ensure information sharing and 

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critical infrastructure protection.

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threats and crimes is one of the MAWG’s 

primary goals. By knowing what to do and how 

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director of security and emergency services for 

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We must serve as ‘partners in protection.’ 

Leaders and employees at all levels must 

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The DLA Insider Threat Working Group is one of many 

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the events that occurred at Fort Hood and the Washington Navy 

Yard shooting in 2013. 

Story by Christine Born, DLA Public Affairs

PARTNERS IN 

PROTECTION

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Loglines O November - December 2015 21

“The group’s recommendations and processes continue to 

mitigate potential threats and improve the agency’s security 

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DLA’s physical access control system. 

DLA police have scanned more than 4 million credentials 

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or stolen credentials since the system was implemented at 

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Wright said. “While many of these incidents are likely 

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stopping an individual who is intent on causing harm to a 

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The MAWG has also provided opportunities for the 

agency to test and evaluate its protection programs through 

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he continued. 

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allows the agency to reach employees with timely and accurate 

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Logistics Operations’ continuity of operations manager. 

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he said. “AtHoc can send information and alerts to the 

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do. Employees are encouraged to add personal contact 

information to the system to ensure they get information 

TXLFNO\HYHQLIWKH\DUHRXWRIWKHEXLOGLQJ ́

10 PILLARS OF MAWG

ANTITERRORISM —

 Defensive measures used to reduce the vulnerability of 

individuals and property to terrorist acts.

PHYSICAL SECURITY —

 Procedures and physical measures designed to 

safeguard personnel, property and operations to prevent 

unauthorized access to equipment, installations, 

facilities, material and information; and to protect 

against espionage, terrorism, sabotage, damage, misuse 

and theft. 

FIRST RESPONDERS — 

(DLA Police and local fire and emergency services) 

 Emergency related services.

EMERGENCY MANAGEMENT —

 Prepares for, and mitigates the potential effects from 

emergencies caused by natural or man-made disasters 

that impact DLA installations and employees. 

CHEMICAL, BIOLOGICAL, RADIOLOGICAL, 

NUCLEAR AND EXPLOSIVES —

 Mitigate, prepare for, respond to and recover from 

CBRNE/Weapons of Mass Destruction events.

OPERATIONS SECURITY —

 Identifies critical information and analyzes data that can 

be used by adversaries against DLA. 

INFORMATION SECURITY — 

 A system of policies, procedures and requirements 

established to protect information that, if subjected to 

unauthorized disclosure, could reasonably be expected 

to cause damage to national security.

INFORMATION ASSURANCE — 

(CYBER SECURITY)

 Measures that protect and defend information and 

information systems to ensure its availability, integrity, 

authentication, confidentiality and validity at all times.

CONTINUITY OF OPERATIONS — 

(OR COOP)

 Policies, plans, procedures and capabilities that provide 

for the continued execution of DLA critical missions and 

functions across a wide range of potential emergencies, 

including localized acts of nature, accidents, 

technological and/or attack-related emergencies.

CRITICAL INFRASTRUCTURE PROTECTION — 

 Ensures the availability of defense critical infrastructure 

through the identification, assessment and security 

enhancement of Department of Defense and non-DoD 

assets essential for executing DLA missions.
22 www.dla.mil

‘STORY OF US’ VIDEO CELEBRATES 

DLA’S EMPLOYEES, MISSIONS

From acquisition to disposition, Defense 

Logistics Agency employees work hard to 

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military customers around the globe. A sevenminute video produced by the DLA Public 

Affairs Video Team shows how everyone in 

the agency is connected and brings something 

to the mission.

Called “The Story of Us,” the video shows 

employees how important they are to the 

agency, to each other and to DLA’s customers, 

DLA Director Air Force Lt. Gen. Andy Busch 

wrote in an Aug. 17 blog post.

“It gives the big picture – factory to 

foxhole – and the steps we take to ‘Deliver the 

right solution on time, every time,’” he wrote. 

As a big agency with a global mission, 

DLA wouldn’t be successful without its 

more than 25,000 civilian and military 

professionals in 48 states and 28 countries, 

the video explains. DLA employees manage 

nearly 6 million items, nine supply chains, 

2,400 weapon systems and 24 distribution 

centers worldwide. On average, they process 

nearly 9,000 contract actions a day; support 

federal, state and local agencies with logistics 

support; and provide humanitarian assistance 

at home and abroad when needed.

 – Amanda Neumann 

DLA ENERGY PROVIDES HELIUM FOR UNIVERSITY RESEARCH

NEW CONTINGENCY CONTRACTING OFFICERS READYING FOR 

POSSIBLE DEPLOYMENT

A Defense Logistics Agency Energy 

pilot program that provides academic 

researchers with helium for use in 

federally funded research has helped 

several universities save money. 

DLA Energy partnered with the 

American Physical Society and the 

American Chemical Society for a 

proof of concept program to supply 

seven universities with an affordable 

and reliable liquid helium source for 

academic research. 

“On average, we saved between 14 

and 16 percent versus what the universities 

A new group of contingency contracting 

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and provide expeditionary contracting 

support during the initial stages of future 

disaster and contingency operations.

The Joint Contingency Acquisition 

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Agency Logistics Operations, created 

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seeking volunteers from the agency’s 

contracting community early this year.

were getting their product for, and in once 

instance, we saved 27 percent,” said Doug 

Smith, chief of the DLA Energy Aerospace 

Energy Supplier Division. “The best news 

is this savings was inclusive of our costrecovery rate, or overhead, so DLA has 

recouped our costs and the customer is 

realizing that per-unit savings.”

The helium is primarily used to cool 

down analytical equipment like nuclear 

magnetic resonance machines and can also 

be used in superconducting experiments. 

– Christopher Goulait

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are dedicated to deploy anywhere 

in the world, wherever they’re 

needed,” said Charmaine Camper, 

director of JCASO’s Expeditionary 

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have played a major role in the early 

stages of disaster support and contingency 

operations for decades, but DLA created 

Use this link to view the new DLA video: 

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Loglines O November - December 2015 23

Compiled by Beth Reece

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“During military operations, there’s 

a gap in between the phases of operation 

where you need people right away to start 

standing things up. That’s where DLA 

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We can get things started using working 

capital funds and then turn it over to the 

services,” Camper added. 

– Beth Reece

REVERSE ENGINEERING INITIATIVE 

MAY REDUCE COSTS, SPEED 

DELIVERY OF AVIATION PARTS

Customers may soon be able to acquire 

some parts managed by Defense Logistics 

Agency Aviation faster and at lower prices, as 

a result of the Reverse Engineering Technical 

Data Initiative. The activity will use reverse 

engineering, a process of disassembling an 

item and analyzing its components to create 

technical data packages that include drawings 

and descriptive information needed to build 

the item.

“By creating the potential for DLA 

to own the data rights to these parts, the 

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can be planned for without the additional 

expense incurred by contracting for original 

equipment manufacturer parts at OEM 

prices,” said Jodi Beard, an acquisition 

specialist for DLA Aviation’s Strategic 

Acquisition Programs Directorate. 

The initiative will also help the agency 

increase competition among suppliers and 

prevent problems with limited manufacturing 

resources for particular items. 

– Bonnie Koenig

SUBSISTENCE EMPLOYEES SEE FIELD FEEDING OUTSIDE THE OFFICE

Those responsible for supplying food and cooking equipment to military food 

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Guard soldiers supporting Pope Francis’ visit to the United States in September. 

More than 50 Defense Logistics Agency Troop Support Subsistence employees visited 

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smaller group saw breakfast being made in the morning. The food service equipment used 

included a containerized kitchen, an assault kitchen and a sanitation tent.

“It was a perfect opportunity for our personnel to be able to see their items in action, 

in a real-life environment,” said Rich Faso, customer operations director for subsistence.

,WZDVWKHÀUVWWLPH7LP'OXJRNHFNLFKLHIRIWKHDFTXLVLWLRQDQGDQDO\VLVEUDQFKVDZ

a small, mobile kitchen being used to feed more than 600 soldiers.

“I realized the coordination that they need to do,” he said. “For example, getting up 

at 2 a.m. to start making pancakes, to have enough to start serving at 6 a.m.” 

– Alex Siemiatkowski 

Margarita Rivera-Juarez and Hector Madrigal pack firefighting equipment needed to fight fires in 

California at DLA Distribution San Joaquin. Several DLA activities, including DLA Troop Support, 

rushed to provide direly needed firefighting equipment as fast-moving wildfires spread from 

Alaska to California this summer. — Photo by Nutan Chada

Margarita Rivera-Juarez and Hector Madrigal pack firefighting equipment needed to fight fires in Alex Siemiatkowski 
24 www.dla.mil

mployees at every level and location of the Defense 

Logistics Agency are hearing the phrase “process 

excellence” as they work toward perfecting the 

agency’s operations. 

It’s not a new slogan, nor a complicated 

concept. Instead, it’s about simplifying and streamlining 

DLA’s processes from beginning to end, then standardizing 

those processes throughout the enterprise where it makes 

sense, said Angie Evans, chief of DLA Strategic Plans and 

Policy’s Enterprise Process Integration Division.

“Every day our employees take a series of steps to 

produce a service or product for our customers. It generally 

starts when the customer sends us a requirement, at which 

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with acquisition rules and regulations in mind,” she said.

Other processes, or end-to-ends, that require multiple 

steps include product delivery, property disposal and 

employee hiring. In many cases, those processes require 

coordinated input from employees who work in 

separate functional areas ranging from 

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processes that consistently deliver those 

three outcomes are exactly the ones DLA 

wants to preserve and spread. 

DLA Director Air Force Lt. Gen. Andy 

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goal in DLA’s Strategic Plan for 2015-2022. 

“Process excellence encourages 

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helps DLA better achieve the outcomes 

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It includes implementing proven, repeatable 

E processes and strategies to maintain cost savings and audit 

sustainment, increase speed and improve quality, he added. 

It also includes the management of processes by which new 

ideas are discovered, evaluated and implemented.

The agency’s approach to enterprise process management 

is based on process reengineering concepts by Michael 

Hammer and Lisa Hershman, authors of “Faster, Cheaper, 

Better: The 9 Levers for Transforming How Work Gets 

Done.” Their research indicates that most people want to do 

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lost in fragmented processes that they never truly understand 

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purpose. That changes when employees think beyond their 

own work and consider the numerous tasks that make up the 

entire process. 

“Some companies explain it to their people with the phrase 

‘look left, look right.’ That is, don’t just pay attention to your 

own job, but think about the work that comes before you and 

the work that comes after you; think about the 

totality of work that is creating value for 

customers,” Hammer and Hershman wrote. 

DLA Strategic Plans and Policy 

is leading the enterprise process 

management initiative and has partnered 

with Hershman to provide processmanagement training to employees 

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“EPM 101” course is also being developed 

for future training. 

Because it doesn’t own any of DLA’s 

business cycles or functional processes, the 

Story by Beth Reece

ENTERPRISE PROCESS MANAGEMENT:

DRIVING QUALITY

AND RELIABILITY

cesses require

ork i

H

K

2. 

DQ

ble

own job, but thin

the 

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k in 



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the

b

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DLA’s approach to enterprise process management 

is based on process reengineering concepts by 

Michael Hammer and Lisa Hershman, authors 

of “Faster, Cheaper, Better: The 9 Levers for 

Transforming How Work Gets Done.”
Loglines O November - December 2015 25

headquarters-level directorate can enable positive interaction 

and collaboration among key stakeholders, Evans said. Also, 

specialties such as risk assessment, policy management and 

continuous process improvement already fall under DLA 

Strategic Plans and Policy and can be seamlessly integrated 

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As employees throughout the agency evaluate processes in 

their own work areas and develop suggestions for innovation or 

improvement, the Supply Chain Integration Council will assess 

potential impacts to other functional areas that also have a role 

in process completion. The group, which comprises leaders 

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directorates, will evaluate and recommend approval for process 

changes before they’re presented to executive-level leaders. 

“The council provides us with a routine methodology by 

which we can manage process change, measure success and 

integrate multiple end-to-ends with all the key players and 

stakeholders,” Evans said. “Usually there is a lot of dialogue that 

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recommended and how that change will take place. The Supply 

Chain Integration Council will help ensure there’s a smooth 

recommendation for the way ahead by the time process changes 

are presented to senior executives.” 

The agency already has four DLA director-endorsed 

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to improve and sustain its current performance. The 

on-time delivery project will ensure supplier contract 

terms and conditions are met 100 percent of the time 

and contract closeouts occur within 120 days of receipt. 

A disposition and distribution project is expected 

to eliminate double handling of material, decrease 

transportation requirements and reduce infrastructure at 

17 locations. 

The reject resolution lead time project will reduce the 

amount of time it takes to complete a purchase request that 

was rejected for reasons such as pricing or a lack of bids. 

And a project on workload management and prioritization 

will develop standard enterprise processes and tools to 

ensure priorities are synced across the enterprise and 

provide optimal outcomes for customers. 

The formal CPI tools and techniques in these projects give 

employees a structured process for mapping, measuring and 

managing process change, said Heather Vickers, a senior CPI 

analyst for DLA Strategic Plans and Policy. 

“CPI provides DLA with methodologies to create 

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enterprise process management, CPI helps to create a 

culture of improvement to build and maintain process 

excellence, fostering a sense of process ownership and 

innovation,” she said. 
26 www.dla.mil

QUARTERMASTER

AT WAR:

n September 1961, Army Lt. Gen. 

Andrew T. McNamara was named 

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0 1

I

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+,6725<+,*+/,*+76

Story by Harold Raugh,

DLA Chief Historian

McNamara in

North Africa

A medical supply tent during World War II.
Loglines O November - December 2015 27

DLA HISTORY PROGRAM

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American troops aboard a Landing Craft Assault 

head into Oran, Algeria, November 1942.
28 www.dla.mil

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Specially designed landing ships were first 

employed in Operation Torch, the allied 

operation to invade North Africa in 1942.
Loglines O November - December 2015cover3

Don’t miss the opportunity to be part of the premier 

military and commercial maintenance event of this year!

www.sae.org/dod

Administrative support provided by SAE INTERNATIONAL 

under contract with the U.S. Department of Defense

2015 Department of Defense 

Maintenance Symposium

December 7-10, 2015

Phoenix Convention Center

Phoenix, Arizona, USA

Achieving Uncommon Results Through 

Innovation, Collaboration, and Leadership

P150904
I AM

My name is:

Betty Brock

I am:

A transportation officer with DLA Distribution in Barstow, California.

Describe your job in a sentence:

I serve as the subject matter expert in the transportation division for DLA 

Distribution in Barstow. I oversee Barstow’s service provider in the transportation 

area and certify all freight payments for transportation services.

How long have you worked for DLA? 

I started with DLA in 1992 and have worked for the government for a total of 32 

years, all in the local Barstow area.

What is your favorite thing about working for DLA?

My favorite thing about DLA is the opportunity to work with our customers to 

ensure they get what they need, when they need it, at the best cost and in the 

best possible timeframe.

What are your best memories of working here?

My best memories are all about doing what it takes to get the shipments to our 

customers. During Operation Iraqi Freedom, I worked for 20 hours straight, doing 

shipping documentation and coordinating trucks for movement of concertina wire 

to Kuwait. I also remember arranging commercial airlift to meet an installation 

requirement for an oversized propeller shaft for 

a dry-docked nuclear submarine in Israel. It’s all 

about working with a team of professionals who 

know what it takes to get the job done and serve 

our customers.

,ŽǁĚŽLJŽƵŵĂŬĞĂĚŝīĞƌĞŶĐĞ͍

I make a difference by understanding the only 

reason I have a job is because of the service 

members in the field. I do whatever it takes to 

ensure they get the material and information they 

need to continue to do their jobs with no delays at 

the best possible cost.

Betty Brock