Defense Logistics Agency

Fiscal Year 2021 Historical Report

The Nation’s Combat Logistics Support Agency

DLA History Program
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Defense Logistics Agency

Table of Contents

Fiscal Year 2021 Historical Report

Message from the Director 3

Agency Historians 4

Executive Summary 5

DLA Troop Support 7

DLA Land and Maritime 30

DLA Aviation 37

DLA Energy 47

DLA Disposition Services 60

DLA Distribution 74

DLA Human Resources (J1) 94

DLA Logistics Operations (J3) 105

DLA Information Operations (J6) 129

DLA Acquisition (J7) 144

DLA Finance (J8) 163

DLA Joint Reserve Force (J9) 174

DLA Inspector General (DA) 185

DLA Small Business Programs (DB) 192

DLA General Counsel (DG) 198

DLA Chaplain (DH) 204

DLA Intelligence (DI) 205

DLA Legislative Affairs (DL) 215

DLA Installation Management (DM) 224

DLA Equal Employment Opportunity (DO) 235

DLA Public Affairs (DP) 241

DLA Transformation (DT) 244
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Defense Logistics Agency

Message from the Director

Fiscal Year 2021 Historical Report

The transition to Fiscal Year 2022 was a special milestone, as it marked the 60th anniversary of 

the Defense Logistics Agency. On Oct. 1, 1961, Army Lt. Gen. Andrew T. McNamara reported 

for duty as the first director of what was then the Defense Supply Agency. From there he laid the 

foundation for six decades of quality, proactive, global logistics for our warfighters and our 

nation by this great agency. 

In my first full year in the director’s seat, I was pleased with the teamwork and vision of DLA 

senior leaders in the development of a new 5-year DLA Strategic Plan. Aligned to DoD 

guidance, the plan emphasizes acquisition modernization management; trust-building with our 

customers; a deliberate, enterprise approach to whole of government support; the way ahead for 

employees and the workplace; and above all, warfighter support and readiness.

While the nation and the world remained in the grip of the COVID-19 pandemic, the 

introduction of vaccines gave hope for light at the end of the tunnel. By the close of the fiscal 

year, DLA had executed more than 30,000 contract actions totaling more than $4.5 billion in 

obligations for COVID-related medical supplies and pharmaceuticals over the course of the 

pandemic. That includes contracts for more than 832,000 vaccine doses delivered to 92 military 

treatment facilities in 37 countries.

DLA supported responses to non-COVID-19 events as well, including the Colonial Pipeline 

cyber-attack, an earthquake in Haiti, an arctic storm affecting the power grid in Texas, damage 

from Hurricane Ida in Louisiana, and some of the largest Western wildfires in recent memory. In 

addition, DLA provided food, medicine, and equipment in support of Operations ALLIES 

REFUGE and ALLIES WELCOME, supporting the withdrawal from the 20-year war in 

Afghanistan. 

These are just a few of DLA’s FY 2021 activities and accomplishments described here in detail. 

For 60 years, generations of DLA employees have served our warfighters and our nation with 

unparalleled professionalism and dedication. Today’s DLA team is part of a long line of patriotic 

Americans, committed to excellence and the steadfast support of our important customers. It is 

my hope that this document be used in the future as a valuable reference, and that it will preserve 

the rich and proud legacy of this great agency and its people.

Warfighter Always!
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Defense Logistics Agency

Agency Historians

Fiscal Year 2021 Historical Report

DLA Historian Dr. Colin Williams

DLA Troop Support Mr. Christian DeLuca

DLA Land and Maritime Mr. James Harless

DLA Aviation Ms. Natalie Skelton, Ms. 

Cathy Hopkins

DLA Energy Ms. Irene Smith

DLA Disposition Services Mr. Jake Joy

DLA Distribution Ms. Brianne Binder

DLA Human Resources Ms. Kathy Rhem

DLA Logistics Operations Mr. Jacob Boyer, Ms. Helen 

Shansby

DLA Information Operations Ms. Pati Barnhart, Mr. Bill 

Dasch

DLA Acquisition Ms. Kim Villarreal

DLA Finance Ms. Carol O’Leary, Ms. 

Maryann Gaudio

DLA Joint Reserve Force Mr. Luis Carrion

DLA Inspector General Mr. Andrew “Dutch” 

Duszynski 

DLA Small Business Programs Ms. Vicki Hahn

DLA General Counsel Ms. Michele Pavlak 

DLA Chaplain COL Christopher G. Archer

DLA Intelligence Ms. Linda Uehling 

DLA Legislative Affairs Dr. Cordell Francis 

DLA Installation Management Mr. Shawn Carpenter

DLA Equal Employment 

Opportunity Dr. Angela Curtis

DLA Public Affairs Dr. Colin Williams 

DLA Transformation Mr. Thomas Doyle 

 
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Defense Logistics Agency

Executive Summary

Fiscal Year 2021 Historical Report

FY 2020 saw the Defense Logistics Agency step away from COVID-19 support and return to its 

traditional mission of providing commodities and logistics services to military customers. While 

DLA Troop Support refilled the Department of Health and Human Service’s Strategic National 

Stockpile and DLA Distribution delivered life-saving vaccines, warfighter support increasingly 

drove missions. 

Leading DLA throughout the fiscal year was its twentieth director, Navy Vice Adm. Michelle C. 

Skubic. Taking command in July 2020, Skubic inherited not only a robust COVID-19 response 

but also a supply chain realignment accelerated due to the pandemic and national security

missions, such as distributing F-35 Lightning II parts, which it could not stop. Believing changed

conditions required refined focus, she led the agency in rewriting its strategic plan.

COVID-19 missions continued as the strategy took form. First Quarter began with the agency

obtaining 138 million rapid antigen tests to be delivered to 4,500 public testing sites in twenty 

states and one territory. It ended with and the Defense Department instructing DLA to distribute 

Moderna’s COVID-19 vaccine to overseas service members and the deployed fleet.

Unpredicted events characterized Second Quarter. After a mob stormed the Capitol, DLA

supported the national guard troops called to protect the building by delivering 17,000 cases of 

bottled water within twenty-four hours and providing fuel for vehicles and heaters. Next, Texas

suffered an artic storm. Unexpected cold froze pipelines and left residents without electricity. 

DLA Energy provided FEMA with 72,000 gallons of diesel and 33,000 gallons of gasoline. 

A new presidential administration dictated actions during Third Quarter. In April, the agency 

received a White House mandate to deliver 30,900,000 cloth facemasks to 1,400 health care 

centers and 200 foodbanks. DLA Troop Support and DLA Distribution then coordinated the 

transfer of 15 million N95 masks, 1 million rapid test kits, and 159 oxygen concentrators to 

India. The agency also abided by Deputy Defense Secretary Kathleen H. Hicks’s new data 

policy, received designation as the military’s integrated manager for document services, and 

updated exercise plans to support joint staff priorities. 

The end of the U.S. mission in Afghanistan dominated Fourth Quarter. Withdrawal started

smoothly thanks to DLA Disposition Services processing material, DLA Troop Support closing 

its subsistence prime vendor contract, and DLA Energy drawing down Defense Fuel Point 

Kabul. Even as the Taliban took control of the country, DLA fueled planes evacuating refugees 

and provided protective equipment, vaccines, food, and water to temporary holding facilities.
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With the evacuation ongoing, DLA responded to weather events and realized success with its 

customer support. Weather events began with forest fires over the summer and continued into 

Fourth Quarter when a 7.2 magnitude earthquake shook Haiti and Hurricane Ida struck 

Louisiana. Customer support included DLA Aviation working with Fleet Readiness Center East 

to beat the standard for depot-level maintenance on a presidential V-22 aircraft by 28 days and 

the Army realizing the agency could perform its acquisition activities in Warren, Michigan, more 

efficiently. The year ended with the agency completing its supply chain realignment early and 

beginning its sixtieth anniversary celebration.
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Defense Logistics Agency

DLA Troop Support

Fiscal Year 2021 Historical Report
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1. Introduction

The Defense Logistics Agency (DLA) Troop Support FY 21 Annual Historical Report outlines 

actions taken across Troop Support’s five supply chains – Subsistence, Clothing & Textiles, 

Construction & Equipment, Medical, and Industrial Hardware – as well as the Product Test 

Center Analytical during FY 21 to support our customers around the globe.

DLA Troop Support collaborates with military services, Combatant Commanders, and a

multitude of industry partners to balance Service requirements with industry capabilities in order 

to meet warfighters’ demands.

In addition to direct customer support, DLA Troop Support actively supported the agency’s goals 

to reduce inventory, decrease operating and material costs, improve customer service, and 

achieve audit readiness.

a. Mission

DLA Troop Support delivers optimal, global supply chain solutions to enable ready, 

lethal Warfighters and our other valued partners.

b. Vision

A world-class organization and trusted industry partner that provides innovative, 

responsive and fiscally sustainable supply chain solutions.

c. Values

Leadership, professionalism, and technical knowledge through dedication to duty, 

integrity, ethics, honor, courage and loyalty. 

2. Organization and Total Personnel

DLA Troop Support is one of six DLA major subordinate commands and operates five separate 

and distinct supply chains: Subsistence, Clothing & Textiles, Construction & Equipment, 

Medical, and Industrial Hardware. Sales for FY 21 totaled $21.4 billion, accounting for 

approximately 54% of all DLA sales. Staffing includes 2,186 civilians and 64 active duty 

military personnel.

DLA Troop Support provides a wide variety of essential items to members of the armed forces, 

including utility and dress uniforms, headgear, footwear, personal protective equipment, 

heraldics, tents and shelters, operational rations and fresh foods, force protection items, diving 

gear, safety and rescue equipment, fire and emergency equipment, storage, HVAC, plumbing, 

heavy equipment, metals and lumber, targets for training, pharmaceuticals, medical surgical and 

equipment items, medical capital equipment, and consumable repair parts.

Using long-term contracts, tailored logistics support programs, prime vendor relationships, and 
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traditional contracts, DLA Troop Support procures products needed to meet the requirements of 

warfighters around the globe. The Philadelphia-based MSC also oversees two forward-based 

commands, DLA Troop Support Europe & Africa and DLA Troop Support Indo-Pacific, 

headquartered in Kaiserslautern, Germany and Pearl Harbor, Hawaii, respectively, as well as 

forward-based offices throughout the continental United States. Through this forward presence, 

DLA Troop Support embeds employees in the continental U.S. and overseas with customers and

key industry partners to personally ensure we meet or exceed the needs of our service members.

3. Key Personnel

a. Headquarters

(1) Brigadier General Eric Shirley, USA, Commander: Jun 2021-present

(2) Mr. Richard A. Ellis, Deputy Commander: Jul 2010-present

(3) Mr. William J. Kenny, Executive Director, Contracting & Acquisition 

Management: Aug 2010-present

(4) Mr. Robert A. Ratner, Chief of Staff: Jul 2010-present

b. Supply Chains

(1) Subsistence

Col. Larry Dean, USA Director: Jul 2021-present

Gary Shifton Deputy Director: Aug 2021-present

Lourdes Valentin Supplier Operations Director: Nov 2018-present

John Sheehan Customer Operations Director: Jul 2016-present

(2) Clothing & Textiles

Col. Matthew Harnly, USAF Director: Jul 2021-present

Dave Johns Deputy Director: Sep 2021-present

Steven Merch Supplier Operations Director: Aug 2016-present

Bruce Carson Customer Operations Director: Jul 2019-present

(3) Construction & Equipment

CAPT Jacqueline Meyer, USN Director: Jun 2019-present

Thomas Grace Deputy Director: Apr 2016-present

Marko Graham Supplier Operations Director: Jul 2018-present

Howard Page Customer Operations Director: Jul 2016-present

(4) Medical

COL Matthew Voyles, USA Director, Medical: Jun 2018-present

Beth McMaster Deputy Director: Aug 2019-present

Nora Steigerwalt Customer Operations Director: Aug 2016-present
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Dan Keefe Supplier Operations Director: May 2016-present

(5) Industrial Hardware

Col. Adrian Crowley, USAF Director: Aug 2017-Oct 2021

Jessica Wallis Deputy Director: Aug 2021-Oct 2021

Gary Shifton Supplier Operations Director: Feb 2014-Aug 2021

b. Key Staff Elements

(1) Procurement Process Support

Tina Pitriowski Director: Jul 2021-present

John Fafara Deputy Director: Aug 2018-present

(2) J3/J5 Operations and Plans

CAPT Jason Warner, USN Director: Jun 2021-present

Patrick Owens Deputy Director: Dec 2018-present

(3) Product Test Center Analytical

Jamie Hieber Director: Jul 2014-present

4. DLA Troop Support FY 2021 Command Accomplishments

a. Awards and other Recognition

The Medical supply chain obtained the Office of Management and Budget 

Best-In-Class designation for a fourth medical acquisition program, Medical/Surgical 

Prime Vendor.

(1) 2021 Troop Support Hall of Fame Inductees

Every year, former Troop Support employees are nominated for induction into the 

DLA Troop Support Hall of Fame based on their long-term contributions, outstanding customer 

service, and exemplary work ethic. Inductees must be at least two years removed from the 

organization, and no more than 10 years separated.

(a) Thomas Daley was inducted into the DLA Troop Support Hall of 

Fame, Class of 2020, for his outstanding mission support from 1980 through 2016. Throughout 

his federal career of 36 years, Mr. Daley was a visionary leader whose acquisition and supplier 

relations expertise made him an excellent steward of taxpayers’ dollars and impacted the 

organization.

(b) Joan T. Hewes was inducted into the DLA Troop Support Hall of 

Fame, Class of 2020, for outstanding mission support from 1980 through 2016. Mrs. Hewes left 
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an indelible impact on DLA as she provided superior customer service to the nation’s warfighters 

for 36 years. 

(c) Colonel Donald Buchwald, USA, Retired, was inducted into the DLA 

Troop Support Hall of Fame, Class of 2020, for outstanding mission support within a military

capacity from 2001 to 2005, and as a civilian from 2009 to 2016. Mr. Buchwald’s innovative 

leadership shaped the present and future of the Medical supply chain.

(2) Public Affairs Community Relations

(a) Many of Troop Support’s community relations programs were put on 

hold due to COVID-19 restrictions

(b) Adopt-A-School Program - Provided videos of our military reading 

books in support of 2021 Read Across America event.

5. DLA Troop Support Supply Chain FY 2021 Accomplishments

a. Subsistence

(1) The Subsistence supply chain hosted the Fall 2020 Joint Subsistence Policy 

Board and Class I Global Summit at the DLA Headquarters from Oct 13 to 15.

(2) Fresh shell eggs became available to 28 more Native American tribes thanks 

to a fresh produce program administered by U.S. Department of Agriculture and DLA Troop 

Support. A total of 88 tribes can now order eggs through the USDA’s fresh fruits and vegetable 

program. 

(3) The final shipment supporting the Navy’s Counter-Transnational Criminal 

Organizations mission in Panama was delivered. The shipment contained 34 pallets of dry and 

frozen subsistence. It supported three Navy ships and one Coast Guard ship. 

(4) The Culinary Outpost Kiosk at Ft Bragg opened on Oct 2021. The kiosk 

initiative is part of the Army’s food modernization program. It provides carry-out, self-serve 

products to soldiers who want to eat on-the-go. Ten more Kiosks are open with another (Ft. 

Bliss) to open in Jan 2022.

(5) Eleven Food Trucks are open; another 10 will be delivered in FY22.

(6) Subsistence contracted for more than 860,000 shelf-stable meals to provide 

disaster relieve through two food banks in Louisiana during Hurricane Laura. Total value: $3.9 

million.

(7) Thanksgiving was different for service men and women throughout the world. 

Meals were grab-and-go instead of large gatherings in dining facilities. Subsistence made sure 

warfighters everywhere were able to have a home-cooked meal with all the trimmings. Service 

members around the world received an estimated: 9,000 whole turkeys, 51,000 pounds of roasted 

turkeys, 74,000 pounds of beef, 21,000 pounds of ham, 67,000 pounds of shrimp, 16,000 pounds 

of sweet potatoes, 19,000 pounds of pies and cakes, and 7,000 gallons of eggnog.

(8) The U.S. Department of Agriculture approved states’ requests to switch their 

commodity funds to the DoD Fresh program. The funds for this program are over $400 million 

for the year. During the week of Nov 25, Subsistence processed more than 20,000 school orders, 

more than ever in one week. Locally-grown produce accounts for up to 15% of monthly produce 
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purchases.

(9) Thousands of service men and women around the world had Christmas dinner 

in time due to the Troop Support Subsistence team, which had been planning this important meal 

since spring. Service members around the world received an estimated: 9,000 whole turkeys, 

51,000 pounds of roasted turkeys, 74,000 pounds of beef, 21,000 pounds of ham, 67,000 pounds 

of shrimp, 16,000 pounds of sweet potatoes, 19,000 pounds of pies and cakes, 7,000 gallons of 

eggnog and many other holiday treats.

(10) A ribbon cutting ceremony was held Jan 28 for the Army Outpost food kiosk 

at Ft Campbell in Kentucky. DLA Troop Support worked with the Army’s Joint Culinary Center 

of Excellence and prime vendors to establish the kiosk. Customers will be able to get fresh, 

ready-to-go items, including sandwiches, salads, and heat-and-go entrées. A total of 152 patrons 

visited the kiosk on its first day. This is the eighth kiosk to open as part of the Army’s food 

modernization project, which also includes a fleet of food trucks stationed in the U.S. and around 

the world.

(11) The District of Columbia National Guard sent Subsistence an urgent request 

for bottled water to support troops deployed to protect the Capitol after the Jan 6 riot. The 

request required joint calls with multiple parties, and resulted in 16,666 cases being delivered, 

with the first shipments due on Jan 19. By noon that day, approximately 17,000 cases were 

procured and delivered to Joint Base Anacostia Bolling. The balance was delivered by Jan 20, 

with an additional 30,000 cases delivered Jan 21-23.

(12) The Garrison Feeding Northeast Team received a short fuse request on Feb 

20 to supply 400 cases of bottled water for an Army special exercise in West Virginia, which 

was not a part of the prime vendor or Market Fresh program. To meet the request, the Market

Fresh contracting team reached out to Crook Brothers, the West Virginia produce contractor, 

who was able to procure the water and make the delivery by noon on Feb 16. 

(13) Subsistence received multiple emails, phone calls, texts, and tickets to 

accommodate changes to distribution caused by snowstorms and frigid weather in the mid-west 

and southern states. The extreme weather caused many schools to close. Communications 

between schools, vendors, and DLA specialists ensured all pending orders were accounted for. 

Deliveries continued, where needed and pending safe road conditions.

(14) A request for delivery in Texas initially stated for Feb 17 by the 7th Logistics 

Readiness Squadron, Dyess Air Force Base, for service members and employees affected by the 

power outages and broken pipes caused by the severe winter weather in Texas. The Subsistence 

customer and contracting teams jumped into action by contacting SYSCO Central Texas who, 

although initially affected by the ban on highway trailers, was able to support 270 cases of 

bottled water as soon as the Texas Department of Transportation opened the roads. First delivery 

was made on Feb 20 and the second delivery was made on Feb 22.

(15) Subsistence received an emergency order for 332 cases of bottled water in 

support of an exercise for the 1st Battalion, 6th Marines at Camp Lejune, North Carolina. The 

water had to be delivered to a new location on the Marine Corps base. A tailored vendor logistics 

specialist activated a new MILSTRIP to get the water to the correct location. The correct size 

and case count was not available on the Pepsi cans and bottles contract, and with the quick 

turnaround requirement for this water, the team coordinated with the North Carolina subsistence 

prime vendor, Sysco Raleigh, to ensure delivery in full by the requested delivery date of Mar 1. 

(16) A tailored vendor logistics specialist and DLA contracting facilitated an 

order for bottled water to supplement their tactical potable water containers with bottled water to 
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remote sites who have no access to potable water. The requirement was for 2,604 cases of water 

to be delivered over four weeks, from Mar 29 to Apr 19. In coordination with the exercise 

planner, contracting, and US Foods La Mirada, Miller worked closely with MCAS Yuma, 

Arizona, for MILSTRIP preparation, product availability, and vendor delivery capability. 

(17) Subsistence Food Service Equipment team received notice on Feb 25 of a 

USS Ross casualty reports document for Griddle Assembly, a "made to order" item. FSE team 

worked diligently, in conjunction with manufacturing (vendor), distribution and USN partners, to 

manufacture and expedite delivery to Charleston AFB with onward MILAIR delivery to USS 

Ross in Rota Spain on Mar 18. The request was awarded, manufactured, and delivered to Rota, 

Spain within three weeks.

(18) Allocations for the DoD Fresh program are at a record $500 million, as 

Subsistence works with its suppliers to distribute produce to U.S. Department of Agriculture 

customers. This is an increase from the $371 million allocated to the program last year, and half 

of this year’s funding is already spent. Many schools switched to boxed meals and grab-and-go 

lunches during the COVID-19 pandemic, and schools required more pre-packaged and 

individually wrapped items.

(19) DLA Troop Support made sure warfighters all over the world had the 

religious items and food they needed to mark the Passover and Easter holidays. Subsistence 

helped ship almost 60,000 pounds of holiday food around the world.

(20) Training for the auto-receipt pilot was held on Apr 13-14 at Ft Stewart, 

Georgia. The pilot began on April 19. This program falls under the Subsistence Visibility 

Research and Development Project.

(21) Subsistence provisioned the Operation Guardian Response training exercise

at Camp Atterbury, Indiana from Apr 12 to May 8. This exercise trained and evaluated the 

chemical, biological, radiological, and nuclear defense response in a realistic and live training 

environment. 

(22) The Ft Benning Recovery Center requested 588 cases of bottled water to 

support soldiers recovering from COVID-19. The request was met in time for the requested 

delivery date of May 21.

(23) Joint Subsistence Advisory Board met on May 19. The attendees were 

briefed on the latest regarding the Afghan drawdown. Other topics included future demands for 

Unitized Group Ration-Es, the “item add” process and updated policies on how customer profiles 

are established in Subsistence Total Order and Receipt Electronic System. Action items from the 

previous Joint Subsistence Policy Board were also discussed.

(24) The Subsistence team hosted the new Joint Culinary Center of Excellence 

Director, MAJ(P) Kimberly Page, and members of her staff on Jun 2 at DLA Troop Support. 

Several topics were discussed including operational rations, war reserve, national kiosk 

solicitation, food safety, future CONUS subsistence prime vendor acquisition strategy, and range 

and depth of future Class 1 summits and GO/FO SES meetings. 

(25) The Southwest team, Supplier Operations and the SPV supported Navy 

accelerated load outs with less than two weeks’ notice in San Diego. There were 38 purchase 

orders (82,779 cases) valued at $3.2M with no delivery or quality issues reported. 

(26) The Northeast team worked with the USS TRUMAN and Fleet Logistics 

Center Norfolk in managing $2.5M in urgent orders placed and delivered within three days over 

a holiday weekend. Orders were placed on May 28 with a delivery date of Jun 2. Extra 

coordination was required due to the size of the order, available equipment pier-side, the number 
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of trucks, SYSCO system constraints, along with recurring industry issues with suppliers, 

warehouse workers and drivers. TVLS, Larry Munoz, worked to ensure the orders were filled to 

the maximum extent to meet the ship’s short timeframe. SYSCO Hampton Roads also made 

deliveries of 10,880 cases of product to the TRUMAN and 10 other ships on June 2.

(27) The monthly Joint Subsistence Advisory Board met via teleconference on 

Jun 16. The main agenda topic was a briefing by one of our small business partners, TurnAround 

Factor Inc., participating in the Subsistence Network Small Business Innovation Research 

projects. This project’s goal is to develop a deployable and scalable group rations platform for 

kitting unitized group rations that can be quickly deployed in response to emerging missions. 

(28) During the fourth quarter, the Subsistence Team worked mission critical 

issues related to Operation Allies Welcome while ensuring uninterrupted Class I support to 

warfighters worldwide. Support provided to numerous locations including Ft Lee, Ft McCoy, Ft 

Bliss, Ft Pickett, Camp Atterbury, Quantico/Upshur, Camp As Sayliyah Qatar, Al Udeid Air 

Base Qatar, ISA AB, Bahrain, Ramstein AFB, and Rhine Ordnance Barracks. DLA Troop 

Support personnel have been communicating with vendors and customers to keep up with the 

increasing requirements, including new items with a focus on halal-certified items. Subsistence 

surged from 5 to over 25 halal vendors. 

(29) Subsistence worked with the Federal Emergency Management Agency to 

provide 806,000 meals to five food banks in Louisiana in support of those still in need after the 

effects of Hurricane Ida.

(30) COVID-19 support – Labor shortages in the food service industry, from 

drivers to warehouse operations for distributors and manufacturers, have led to challenges. 

Higher freight rates are reflected in the cost of goods, which is passed on to end users. 

Manufacturers have cut back on the number and volume of the items they produce, and are 

focusing on items that generate more revenue. This is leading to higher prices and less 

availability of items. This is expected to continue in the short term.

(31) School districts in Alabama became able to receive deliveries on July 5. The 

previous method for deliveries was using warehouse issue points. 

(32) The CONUS Prime Vendor division implemented two contracts, one with 

Renzi Foodservice for customers in New York and New Jersey including West Point and Joint 

Base McGuire-Dix-Lakehurst, and with Sysco Syracuse for Fort Drum, New York.

(33) Provided $3.5M in support to the Fire Service for the FY 21 fire season.

b. Clothing & Textiles (C&T)

(1) Executed contracts for 30 million face masks to support a White House 

initiative to provide protection against the spread of COVID-19 for adults and adolescents 

visiting Federally Qualified Health Clinics, USDA Feeding America Food Banks, and various 

other support organizations.

(2) The C&T Customer Support Division participated in daily conference calls on 

the coordination and planning of Health and Human Services’ personal protective equipment 

being stored/released from 3PL Travis Warehouse. Teleconferences included personnel from 

contracting, technical, finance, distribution, and systems. Customer Support provided inputs on 

the topics of needed data, manual requisition, and efficient release of material. In Octr 2020, 

137,394,000 (98%) of the 140,184,000 disposable masks shipped from the 3PL warehouse & 

116,658,000 (83%) arrived at final HHS sites. 
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(3) C&T awarded contracts for 9,312,288 reusable gowns, and 72,544,770 

disposable gowns for a total 81,857,058 gowns, sent to the Department of Health and Human 

Services (HHS) locations in Utah, Mississippi, Kentucky, and Indiana. C&T facilitated daily 

communication with customer account specialists, procurement, and the 3PL to ensure all parties 

were updated with pertinent information, to include order tracking. 

(4) FEMA Tranche 2, isolation surgical gowns. C&T awarded five surgical gown 

contracts on 28 Jan 21 (Hilo, Odell, At Ease, Abel, Seaich).

(5) FEMA Tranche 3, disposable coveralls (aka Tyvek Suits). A fixed quantity 

contract valued at $7.5M for 1,894,075 each (75,763 cases) of commercial disposable protective 

coveralls was awarded to Innovative Federal Operations Group (IFOG), a service-disabled small 

business located in Carlsbad, California. FEMA greatly reduced their requirement from 

1,663,525 to 159,400 coveralls. FEMA fully understood the impact of this decision, (i.e. timing 

of delivery impact, etc). C&T utilized a firm fixed price/quantity contract and worked with the 

vendor to determine the minimum quantity they can produce and at what place of performance. 

C&T modified the contract and deliveried approximately 160,000 coveralls in May 2021.

(6) C&T continued supporting the receipt and shipment of disposable surgical 

gowns for FEMA. A total of 1,051,776 gowns were shipped by Jul 15.

(7) All 140 million disposable masks were shipped from the 3PL warehouse & 

arrived at final HHS sites.

(8) C&T worked with the DLA National Account Managers to prioritize colored 

masks. C&T processed 9,758 cases (9,758,000 each), including light grey, coyote brown, hunter 

green, and black. C&T received deliveries from Outdoor Research, Aurora, Propel and BISM to 

support demands from the military services and 4th Estate. C&T also supported requests for 

white Hanes masks for Demand Surge Site Only. DLA Troop Support released 36,862 cases 

(18,441,000 masks). C&T provided 431 cases (215,500 each) of an alternate mask for the white 

Hanes mask which is the Low-Cost Mask. In support of various Surge Testing Site C&T released 

a total of 6,294 CS (3,147,000 masks).

(9) C&T Individual Equipment Division awarded a long-term (base year with four

one-year options) competitive firm-fixed price, indefinite delivery contract for the Modular 

General Purpose Tent System, plus components (total maximum value of $192,026,234), to 

Outdoor Venture Corporation, Stearns, Kentucky, on Nov 5, 2020. Outdoor Venture Corporation 

is a small business in a Historically Underutilized Business (HUB) zone. This buy encompasses 

six size/color tents and fourteen separate components. The components are used by the Army, 

Navy, Air Force and Marine Corps and are considered go-to-war tent items. 

(10) C&T awarded a Neck Gaiter contract on Jan 20, 2021 to Meke Corp. in East 

Earl, Pennsylvania. Contract for a fixed quantity of 99,960 each, total dollar value $229,908.

(11) For the first time since the establishment of the Marine Corps, female recruits 

began training at Recruit Depot San Diego, California, Jan 25, 2021. San Diego welcomed about 

60 female recruits. C&T facilitated this change by determining stock levels for this initial class 

and prepositioning items.

(12) A new fixed quantity contract for 9,300 non-ballistic body shields worth 

$1,255,500 was awarded to Aardvark Tactical by the original equipment manufacturer, Paulson 

Manufacturing. The non-ballistic body shield is a commercial off-the-shelf item used by law 

enforcement personnel for non-ballistic personal protection. This acquisition combined 10 

customer direct purchase requests, including 4 priority 02 requisitions, for direct support to 

Army National Guard units in Camp Murray, Washington, and Richmond, Kentucky.
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(13) A long-term contract for a new item to support the Marine Corps, the 

Pullover Grid Fleece Flame Resistant Shirt, was awarded to Peckham Vocational Industries in 

Lansing, Michigan. This award is for three years, one base year and two option years. The value 

of this contract is approximately $11.7M. The monthly delivery capacity is 5,555 per month. The 

government will be obligated to order the guaranteed minimum of 10 thousand during the 

ordering period and can order up to 150 thousand. 

(14) The Commercial Item Pilot Program assisted US Army Tank-automotive and 

Armaments Command (TACOM) in providing 3,000 pair of Extreme cold Weather Mittens to 

the Indian Army for combat operations near the Sino-Indian Border. These 3,000 mittens were 

redirected from other US Army Orders and replenished March 2021.

(15) C&T collaborated with U.S. Space Force on its organizational and general 

officer flags. The DLA Flag Room produced 23 flags in support of this mission. C&T awarded a 

contract to stock these items. Service heraldry points of contact were advised of flag availability 

and ordering procedures. C&T continues to monitor ordering and customer requirements.

(16) A contract was awarded Mar 9 for the Unisex and Female Improved Hot 

Weather Combat Uniform Coats to M&M Manufacturing. M&M is a small business in Lajas, 

Puerto Rico. The contract is for a 24-month base period and one 24-month exercisable 

option. This contract was awarded to continue support to the Army after it added the Unisex 

Improved Hot Weather Combat Uniform to the recruit issue bag. Fielding began on schedule in 

Aug at Ft Benning and Ft Sill with no reported issues. Ft Leonard Wood began fielding Sep 

2021. Ft Jackson is projected to go-live on 1 Oct, with stock positioning planned for Sep.

(17) Mar 12, a new fixed quantity contract for riot control face shields valued at 

$686,600 was awarded to Aardvark (La Verne, California) for 9,800 shields from the Original 

Equipment Manufacturer, Paulson Manufacturing. The riot control face shield is a commercialoff-the-shelf item used by law enforcement for personal protection. This acquisition combines 21

customer direct purchase requests, including 20 (priority 13) requisitions, in support of the 

National Guard and 1 (priority 2) requisition in support of the U.S. Army North, a component of 

U.S. Northern Command. 

(18) A new long-term contract for Flyers Kit Bag with a total maximum dollar 

value of $3.3M was awarded to National Industries for the Blind. The manufacturing agencies 

are Alabama Industries for the Blind, Westmoreland County Blind Association, Blind Industries 

& Services of Maryland, and Winston-Salem Industries for the Blind. The award is for a threeyear ordering period with tiered pricing and no options with initial deliveries beginning in Jun 

2021. The contract ensures consistent influx of inventory to support customer requirements. The 

Flyers Kit Bag is designed to support airmen by accommodating their flying kit onto their 

aircraft for missions.

(19) The footwear team awarded a long-term contract for Boot, Extreme Cold 

Weather (Bunny Boot) to a Canadian Commercial Corporation Mar 23, 2021. This is a life and 

limb item used in extreme cold weather environments. It will be manufactured by Airboss 

Defense of Quebec, Canada, an experienced manufacturer of this item. The estimated maximum 

value is $15,169,707. The contract is for three years with tiered pricing included for the second 

and third years. The minimum quantity is 4,000 pairs, with a maximum of 56,700. 

(20) On 25 Mar 21, C&T concluded its Palm/Passover mission by delivering 

100% of items ordered. C&T received 203 orders for 913 pieces of material. This was the most 

ever received. Customers have expressed their gratitude for our hard work and customer service.

(21) C&T provided face coverings to federal health centers, food banks, and tribal 
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organizations. C&T awarded three awards, one (Lot 1) award unrestricted amongst all business 

types and two (Lot 2 & Lot 3) for small business. Each contract is for a third of the quantity 

(approximately 8.9 million cloth masks per contract). C&T and Dr. Brooks at the CDC reviewed 

filtration test reports, vendor labeling and samples. Both parties agreed all three vendors have 

met standards and are cleared for production and subsequent shipping. As 1 Jul, C&T closed out 

the effort to provide 30.9 million cloth face coverings to Federally Qualified Health Centers 

(FQHCs) and food banks. 

(22) A new $16.6 million long-term contract for Black Cap, Synthetic Fleece and 

Green Microfleece Cap was awarded to Seneca Cayuga, a Source America Non-Profit Agency in

Waterloo, New York. The award is a five-year contract with monthly delivery capacity of 44,000

units. The Government is obligated to order the guaranteed minimum quantity of 104,000 and 

can order up to 529,200 yearly. These items are used by the Army and Air Force.

(23) On May 13, Bluewater Defense, Inc., Small Business/HUBZone certified, 

was awarded a maximum $35,505,993 firm-fixed-price, indefinite-delivery/indefinite-quantity 

contract for Coverall, Mechanics, Operational Camouflage Print (OCP), Type IV. This was a 

competitive acquisition with three offers received. This is a one-year base contract with four oneyear option periods with the ability to order 534,240 coveralls over the life of the contract. 

Location of performance is in Corozol, Puerto Rico. Using customers are Army and Air Force.

(24) On Friday, May 28, a new contract was awarded to Peckham Vocational

Industries, Lansing, Michigan, for the Navy and Coast Guard Storage and Warehouse 

Facility. The focus is on items in clothing bags for new Navy and Coast Guard recruits along 

with support to the Government Furnished Material and Non- Government Furnished Material 

(GFM) program. Peckham was issued a one-year base with three one-year options under the new 

contract. Total contract maximum dollar value was $40,400,000. This is a follow-on award to the 

current contract that expired May 31, 2021 providing seamless warehousing and distribution 

support to the Warfighter and Whole of Government.

(25) On Jun 21, 2021, a new fixed quantity contract for four components for the 

Optimized Top Owl (OTO) helmet system, with a value of $3,162,025 was awarded to Thales 

Defense & Security, Inc (TDSI), Clarksburg, Maryland. The items are all part numbered from 

TDSI but are imported from Thales Avionics located in France. The OTO is a Helmet Mounted 

Sight and Display (HMSD) system for the Marine Corps’ H-1 attack and utility helicopter pilots 

that is a 24-hour day/night all weather helmet-mounted binocular that provides the pilot with a 

three-dimensional virtual image of the world around the helicopter, even in adverse weather 

conditions. Deliveries of these components are scheduled to begin in Jun 2022. 

(26) The Tentage and Shelters Team awarded a new contract to Weatherhaven 

Resources, Inc., headquartered in Blaine, Washington. Contracts awarded under this solicitation 

are long term (base year plus four option years) and have a maximum value of $800 million 

($200 million per year). This is the first award for Weatherhaven Resources, Inc. under the C&T 

COTS Tent Program. Delivery Orders will be competed amongst the other contract holders.

(27) A long-term contract for self-inflating sleeping mats valued at $17.6 million

was awarded to Vinyl Technology, a small business located in Monrovia, California. This award 

has a four year ordering period that will extend support to all branches of the military until 2025. 

Vinyl Technology is successfully manufacturing this item under the current contract. Vinyl 

Technology plans to submit its first article testing samples well ahead of schedule and the first 

delivery is scheduled for Jan 2022. This new award will assist in reducing backorders and 

providing better support to DLA’s customers. 
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(28) C&T’s Air Force Organizational Clothing and Individual Equipment (OCIE) 

Cell coordinated with Procurement and Product Services to satisfy Air Force Enhanced Small 

Arms Protective Inserts (ESAPI) unfilled ordering using National Institute for Justice (NIJ) 

certified laboratories. This project was initiated to expedite support of non-Army requirements, 

which are not required to be tested at Aberdeen Testing Center. The project was completed in 

early Jun 2021 and a total of 39,842 ESAPI Plates have been delivered for a total value of 

$24,881,727.

(29) C&T’s Air Force Organizational Clothing and Individual Equipment Cell 

coordinated a release schedule for the Pacific Air Force Fire Resistant – Advanced Combat 

Uniform (FR-ACU) ensemble. On Jun 30, the team began releasing FR-ACU Coats, FR-ACU 

Trousers, and Advanced Combat Shirts. Total delivery of 174,011 assets valued at $12,780,439.

(30) C&T fulfilled a backorder by releasing 139,000 Coyote temperate weather 

boots for the Afghanistan program. Combined Security Transition Command – Afghanistan 

(CSTC-A), now Deputy Chief of Staff Security Assistance (DCOS SA), and U.S. Army Security 

Assistance Command (USASAC) approved the action to fill the immediate need. The 

replacement boots effectively eliminates the need for a 15-month lead time including 

implementing a new contract vehicle and provides the Afghans a safety net and reserves while 

they put into operation their own self-sustaining facilities. Furthermore, this helps C&T move 

closer to finishing out Afghan cases as no other orders for OCIE are projected. The Coyote Boot 

is no longer an Army Bag Item and therefore action taken reduces big Army’s residual bill by 

$14.5 million. 

(31) On Aug 31, 2021, the Tentage and Shelters Team awarded a contract for the 

Lightweight Maintenance Enclosure Tent, Green and Tan, and respective components. Award 

was made to Camel Manufacturing in Pioneer, Tennessee. Award was for a base year and four 

option periods, for a maximum value of $50,522,512 million. 

(32) DLA successfully modified the Army Aircrew Combat Uniform coat and 

trouser contract to include a female variant. Female users expressed concern over unisex sizing, 

which decreased effectiveness and, in specific cases, introduced safety concerns. The Female 

A2CU, coat and trouser is needed by the U.S. Army and U.S. Air Force to incorporate an 

efficient tailored cut and fit. A Supply Request Package was received by the Air Force and 

accepted in Jul 2021. In order to expedite Air Force requisitions, the Coverall/Special Purpose 

Contracting Team worked with the current A2CU contractor, Aurora, to add the Female Coat 

and Trouser to the current A2CU production. The modification allows female ordering capability 

through Jan 2023. 

(33) The Tentage and Shelters Team awarded a delivery order to HDT Global 

(Solon, Ohio) on 26 Aug for thirteen Base-X Model 305 Shelter in support of Afghan Refugees 

in Kuwait. While this shelter is not stocked and typically has a 180-day production lead-time, the 

Contracting Team was able to work with HDT in committing to having all thirteen shelters 

completed and ready for shipment by 31 August meeting the Army’s expedited deadline. The 

Contracting Team also coordinated with Customer Operations to upgrade to Priority 2 prior to 

issuing the order. 

(34) TechTextil North America 2021 Symposium – A C&T industrial specialist 

represented DLA at Techtextil North America, an industry trade show and symposium, on Aug 

23-25 in Raleigh, North Carolina. Companies in attendance represented all levels of the value 

chain in the textile industry. The symposium gathered the leading experts of the textile industry 

to discuss topics such as supply chain disruptions, the new ASTM F3502 Face barrier covering 
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standard, and challenges the industry is addressing around the COVID-19 pandemic.

(c) Construction and Equipment

(1) C&E continued to play a prominent role in COVID-19 support with ongoing 

Strategic National Stockpile glove replenishment and close out of other critical PPE support 

efforts to include Nursing Home PPE, Army PPE, FEMA PPE, and the Battelle 

Decontamination. FY 21 COVID-19 sales were $1.03 billion. The C&E Acquisition Planning 

branch awarded an urgently required Definite Quantity Contract on Oct 6, 2020, for a Disk Drive 

Unit to DRS Network and Imaging Systems, a large business located in Florida. This is a Fixed 

Quantity contract with a contract award value of $3.4 million.

(2) Special-operations equipment remains the C&E flagship tailored logistics 

program. New generation contracts awarded during FY 21 with Contract Term of five years and 

a maximum value of $33 billion and a reduction of six bridge contracts. With over $4.35 billion 

in FY 21 sales, this program is contributing more than 60% of overall C&E sales which hit an 

all-time high of $7.1 billion in FY 21. As a small business set-aside, it also leads the way in 

supporting the Agency’s Small Business goals. A two-year Indefinite Delivery Purchase order 

was awarded on Oct 8, 2020. The item is an Aircraft Cockpit Light awarded to Triman 

Industries. The acquisition will support this high demand C&E item and the KC-135 Aircraft for 

the foreseeable future.

(3) C&E awarded a competitive TLSP Multiple Award Indefinite 

Delivery/Indefinite Quantity (IDIQ) contract to Metals USA, TW Metals and Supply Core. The 

Contract Term is for five years, with a total maximum value of $900 million. This effort 

eliminates four bridge contracts.

(4) C&E issued awards under a new Ability One Base Supply Center TLSP to 16 

Ability One Non-Profit Agencies. This pilot program supporting the 150 Base Supply Centers 

throughout the United States supplying Office Products, Cleaning and Janitorial Supplies, Food 

Service Supplies for Office Use, Hardware and Tools, Workplace Safety Items, Individual 

Equipment, and Special Orders. The Contract Term is five years, and the maximum value is 

$150 million.

(5) The Heavy Equipment Procurement Program (HEPP) team awarded a delivery 

order to Polaris Sales, Inc. for quantity for 60 MRZR-D4 Utility Vehicles, with Spare Parts 

Package in the amount of $2,605,095, delivery of 180 days to support Army TACOM Foreign 

Military Sales (FMS) for the Country of Lebanon. 

(6) An award was expedited for an FSG80 customer-direct item so the V-22 

Osprey could be kept operational. A purchase request for rain coating kit was awarded quickly to 

AMS Network (6PVX3) with a 30-day delivery. The quick award will satisfy a high priority 

requisition in support of OCNOUS forces located at Al Udeid AB, Qatar.

(7) 200 military cots orders have been released in support of COVID-19 from 

depot DLA Distribution Hill, Utah (DDHU). The cots were ordered for the state of South Dakota 

Department of Corrections. They are being shipped to three prison locations to be used for 

quarantining inmates for COVID-19.

(8) C&E accepted a MIPR from the U.S. Coast Guard (USCG) at the end of FY

2020 to support IT requirements for their recruit training center. Since then, C&E has been 

participating in meetings with USCG, Clothing & Textile as well as DLA J6 to define 
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requirements to support this mission. The Technical and Information (Tech & Info) branch has 

awarded a contract with delivery date of Dec 30, 2020 to support IT equipment for this effort, 

including such items as printer, labels, and monitors. 

(9) C&E Participated in IT Modernization program specific calls for Lumber, 

HEPP and containers with the IT Modernization Team. The team is thoroughly mapping out 

each step of the cradle-to-grave process of a requisition from the input of Supplier Ops and the 

TVLS’s associated with each program. We continue to provide job aids, clarification and other 

supporting documentation to the team as requested. There will be more follow-up calls in 

coming weeks, yet to be scheduled.

(10) The solicitation for the Metals Tailored Logistics Support (TLS) renewal 

acquisition closed on Jan 18, 2021. This solicitation represents a change in acquisition strategy 

from a single-award prime vendor model to a multiple-award TLS model to maximize 

competition and obtain the most realistic pricing based on the volatile industry conditions of the 

metals market. The Source Selection Evaluation Board (SSEB) is convening virtually tomorrow 

to begin its evaluation of offers received. The target award date is Jul 24, 2021.

(11) On Mar 12, 2021, the Lighting and Hardware Division awarded a firm fixedprice, indefinite-quantity contract, with a two-year base and three-one year option terms, with a 

maximum value of $45 million. The contract was awarded to DCM Clean Air Products Inc. for 

the supply and delivery of 272 parts that are assigned to various HEPA Air Vacuum Systems, 

Parts and Accessories, used by the military services during corrosion control and nuclear 

abatement operations. The negotiated cost avoidance on this commercial acquisition is 

$3,445,262. These NSNs represent a significant portion of C&E’s backorder increase within the 

last year. The award of this contract will assist in satisfying existing backorders for C&E’s items.

(12) The Heavy Equipment Procurement Program (HEPP) team awarded a 

delivery order to Pierce Manufacturing for 6 each -Structural Pumper, fire trucks in the amount 

of $3,533,100 with a delivery of 365 days to support the USMC, Camp Pendleton, California;

Barstow, California; Twenty-Nine Palms, California; Albany, Georgia; Camp Lejeune, North 

Carolina and Miramar, California Fire and Emergency Services.

(13) The Heavy Equipment Procurement Program (HEPP) team awarded a 

requirements contract to Gaithersburg Farmers Supply, Inc. Gaithersburg is a dealer, and the 

contract is for the procurement of the Kawasaki, Kubota, and New Holland (manufacturers) 

Commercial Agricultural Equipment product lines. The contract is for five years. The estimated 

five-year dollar value is $111.3 million, and the five-year maximum is $189.2 million. The 

contract requires Gaithersburg to cover requirements generated that specifically call for 

Agricultural Equipment within the Kawasaki, Kubota and New Holland product line and will be 

competed among the other contractors. 

(14) Sixteen awards for the AbilityOne Base Supply Center program were made 

April 21, 2021. These contracts are for five years with value of $150 million.

(15) On May 27, 2021, the HEPP team awarded a requirements contract to Lake 

Erie Portable Screeners, Inc., for its commercial agricultural equipment line. The contract is for 

five years. Its estimated five-year value is $111.3 million, and its five-year maximum is $189.2 

million. The contract will be competed against other contracts.

(16) On Jul 28, 2021, a long-term contract option was exercised with Snowbird 

Environmental Systems Inc. for an air conditioner used on the Landing Craft Air Cushion 

Assault Craft Unit. This is option year two. Delivery orders totaling $5.7 million have been 

placed with a maximum value of $14 million. This option will ensure continued support for this 
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important C&E item, while strengthening our relationship with a key industry partner.

(17) The Technical & Information Equipment IST awarded a large buy to Charon 

Technologies, LLC, with a 270-day delivery schedule. The award valued at $838,522 was for 

Portable Monitoring Systems used by Naval Criminal Investigative Services (NCIS) to detect 

and locate surveillance threats.

(18) The Metals Tailored Logistics Program went live Sep 23, 2021. This marks 

the transition of a Prime Vendor single-award program to a multiple-award TLSP model to 

improve pricing and lead times on metals items by virtue of competition.

(19) The National Preparedness Level was lowered to 4 as of Sep 20, 2021. 

Nationally 65 large fires have burned over 3.154 million acres with two large new fires recently 

reported. To date, 45,971 wildfires have burned 5,879,222 acres in the United States this year.

d. Medical

(1) During FY 21, Medical filled 15,331 orders valued at $1.47B (FYTD 2021) in 

support of efforts to mitigate COVID-19. Assignments included acquisition of COVID-19 Rapid 

Test Kits for HHS, reconstitution of PPE for DoD and DHA, increase in Warstopper contingency 

stocks and distribution of COVID-19 vaccines to DoD OCONUS locations. 

(2) Meridian Medical Technologies (MMT) achieved FDA approval of several 

lots of Antidote Treatment Nerve Agent Autoinjectors, increasing warfighter stock by thousands 

of units which were previously difficult to produce and acquire.

(3) On 27 and 28 Oct 2020, DLA Troop Support Medical awarded four contracts 

to Siemens Medical Solutions USA, Agfa U.S. Corp., Philips North America and the General 

Electric Company to provide service on radiology systems at all U.S. Air Force Medical 

Treatment Facilities worldwide. The value of the four contracts was $12.3 million. All contracts 

have a one-year period of performance beginning on 1 Nov 2020. 

(4) On 12 Nov 2020, the DLA Troop Support Commander co-chaired the Defense 

Medical Logistics Supply Chain Council with BG Appenzeller from the Defense Health Agency. 

Meeting participants included personnel from DLA Headquarters, DHA, Office of the Joint Staff 

Surgeon General, DoD Military Health Services, and Whole of Government partners. This is a

bi-annual meeting focused primarily on current and future COVID- 19 operations, as well as 

supply chain issues of interest to the Defense Medical Logistics Enterprise. .

(5) On 17 Nov 2020, the DLA Troop Support Medical Surgical Prime Vendor 

(MSPV) Division Chief and Electronic Catalog (ECAT) Branch Chief briefed approximately 100 

members of the Coalition for Government Procurement. Participants were told how to participate 

as either a Prime Vendor, a Distribution and Pricing Agreement Holder, or an ECAT Contract 

Holder. An update was also provided on Veterans Affairs Medical Centers (VAMCs) that have 

transitioned to DLA’s MSPV Program and the impending Inter-Agency Agreement between the 

DLA and VA which will pave the way for all VAMCs to transition to DLA’s MSPV Program in 

the next three to four years.

(6) On Jan 20, 2021, the Boise VA Medical Center went “live” with DLA’s 

Medical Surgical Prime Vendor program providing access to DLA’s Medical materiel electronic 

ordering through MSPV and supporting regional care of veterans through the “Veterans’ 

Integrated Service Network (VISN) 20.” On Feb 24, VAMC Portland went live including VA 

Roseburg Healthcare System and its remote site in Eugene, Oregon. 

(7) During FY 21, the MSPV Program reduced DLA customers’ costs by an 
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additional $15.5 million. Added to previous reductions, the cumulative amount since contract 

inception is now $84.2 million. The new MSPV Generation V contracts provide higher levels of 

service, while lowering the distribution fee for all customers from an average of 4.3% to an 

average of 1.2%.

(8) DLA Troop Support Medical electronically “trapped” more than 23 thousand

MILSTRIP orders and processed them through its Electronic Catalog System, reducing customer 

costs by more than $4.7 millino. More importantly, this process delivered material to the 

customer in 5 to 7 days, versus the 30 to 60 days for traditional Direct Vendor Delivery. . 

(9) DLA Troop Support Medical reduced the cost of pharmaceuticals provided 

through its National and Global Pharmaceutical Prime Vendor programs servicing the Defense 

Health Agency's Pharmaceutical Home Delivery Operation, all CONUS and OCONUS Military 

Treatment Facilities and other DOD customers. These additions bring the total Pharmaceutical 

Prime Vendor savings to $328.8 million in FY 2021 and $2.387 billion since inception of both 

programs.

(10) On 12 Nov 2020, DLA Troop Support Medical awarded a long-term contract 

to Baxter Healthcare under the Medical Equipment Electronic Catalog Program for its

commercial product line of IV Infusion Pumps. The contract has a five-year base period with no 

options. The maximum value of the contract is $40 million.

(11) DLA Troop Support Medical personnel reduced the costs of myriad drugs 

through the National Contracts Program totaling $377.5 million in reduced costs through fiscal 

2021. This reduction results in a total of $1 billion reduction for FY 21, and $2.4 billion since the 

program began in August 2013. 

(12) On 25 Nov 2020, DLA Troop Support Medical have awarded six medical 

consumables and equipment contracts, valued at $491 thousand, that requested by U.S. Southern 

Command to support Suriname. Six product-lines on various contracts were shipped and 

delivered. This request consisted of life-saving equipment such as suction machines, infusion 

pumps, and ventilators along with associated medical consumables that aided in the disaster 

relief and humanitarian assistance.

(13) DLA Troop Support Medical awarded its annual Influenza (Flu) Vaccine 

contracts for the 2021-2022 season on 23 Feb 2021. The requirement for 3.3 million doses was

covered by two separate contracts. One contract was awarded to Seqirus to cover approximately

947 thousand doses, while another was awarded to GSK to cover approximately 2.4 million

doses. The Seqirus contract has a guaranteed minimum value of $11.3 million with a maximum 

potential of $22.6 million. The GSK contract has a guaranteed minimum dollar value of $22.2

million with a maximum potential of $44.5 million. Deliveries are set to commence on 20 Aug 

2021, with Defense Distribution Center Susquehanna as the receiving and forwarding hub. 

(14) The flu vaccine program wrapped up a successful 2020 with the 

manufacturer distributing 3,411,580 doses in support of Medical Readiness. 

(15) Air Force Lt Col Dereck Underhill and Vincent Valinotti completed 

deployments as the Commander and Deputy Commander of DST-EA in support of the Joint 

Task Force – Horn of Africa and other Class I, II, IV, VIII and IX customers in the region. 

(16) On Jan 26, 2021, DLA Troop Support Medical awarded an indefinite 

delivery, indefinite-quantity contract with a maximum $49.5 million fixed price, with economic 

price adjustment, to Genesis Vision, doing business as Rochester Optical. This was a competitive 

acquisition with one response received. The DLA Troop Support Electronic Catalog system will 

be the sole means by which orders will be placed, confirmed, and invoiced. Customers include 
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U.S. Army, U.S. Navy, U.S. Air Force, U.S. Marine Corps, and federal civilian agencies.

(17) DLA Troop Support Medical managed the Joint Special Operations 

Command’s requirement for Medical Equipment, Forward Resuscitative and Surgical Team kits

made-to-order kits. The three kits encompass durable, expendable, and non-expendable items. 

The contract for the kits was awarded to LC Industries and valued at over $2.2 million. The 

vendor delivered the kits to Ft. Bragg in early Jan 2021.

(18) On 25 Jan 2021, DLA Troop Support Medical awarded a contract to 

FedMedical under the Medical Equipment Electronic Catalog program. FedMedical is a small 

business distributor providing Nonin Medical Pulse Oximeters. The contract has a five-year base 

period with no options and a maximum value of $30 million. 

(19) On 11 Feb 2021, DLA Troop Support Medical awarded a contract valued at 

$61 thousand for five ultra-low freezers to allow Guyana to store COVID-19 vaccines. 

(20) Medical Collective Customer Operations Division provided initial Electronic 

Catalog (ECAT) training to six Bureau of Prisons (BOP) higher-level contracting officials. BOP 

is initiating a pilot program with Troop Support Medical, bringing in some of its major medical 

facilities onto DLA’s ECAT application. In addition, the BOP requested Fedearl Mall training to 

six high-level BOP contracting officials.

(21) On 12 Feb 2021, DLA Troop Support Medical awarded a new five-year 

indefinite-delivery/indefinite-quantity Medical Surgical ECAT contract to Lovell Government 

Services, LLC with a maximum value of $9,653,838.

(22) On 9 Feb 2021, DLA Troop Support Medical awarded a new five-year 

indefinite-delivery/indefinite-quantity laboratory ECAT contract to Abbot Rapid, doing business 

as Alere, with a maximum value of $48,750,000. Abbot is a manufacturer of laboratory items 

including COVID-19 test kits.

(23) On 10 Feb 2021, DLA Troop Support Medical exercised its seventh option 

with Sklar Corporation. There are currently 665-line items on contract. Contract maximum is 

$41.4 million; remaining maximum is $38.5 million.

(24) On 9 Feb 2021, DLA Troop Support Medical awarded an Electronic Catalog 

contract to Metro Medical Equipment and Supply, a woman-owned small business. The contract 

for a five-year period with a maximum value of $42 million. The final pricing reflects discounts 

that range from 2.20% to 67% off the manufacturer’s commercial list price.

(25) On 26 Feb 2021, DLA Troop Support Medical fulfilled three, urgent Federal 

Emergency Management Agency (FEMA) Mission Assignment (MA) requests for 41,600 

individual COVID-19 test kits valued at $304 thousand using depot stock allocation. The Abbott 

BinaxNOW Test Kits supported New York, New Jersey and the U.S. Virgin Islands. On 1 Mar 

2021, the BinaxNOW test kits were delivered to Colts Neck, New Jersey and St. Croix, U.S. 

Virgin Islands, as destination facilities.

(26) On 1 Mar 2021 DLA Troop Support Medical awarded a contract to Atlantic 

Diving Supply (ADS), Inc. under the Patient Monitoring and Capital Equipment (PMCE) 

program. ADS is a small business distributor providing the commercial product line of Getinge 

Heart/Lung Machines. The contract has a five-year base period with a five-year option. The 

maximum value of the contract is $100 million. 

(27) On 27 Apr 2021, DLA Troop Support Medical used the established First 

Nation Group Medical Equipment ECAT contract to issue three orders totaling $776.5 thousand

for the U.S. Agency for International Development to help mitigate the COVID-19 crisis in 

India. Troop Support facilitated the rapid purchase of 704 Philips Respironics Oxygen 
24

Concentrators to assist in the effort and coordinated an expedited delivery of the units to Travis 

Air Force Base for subsequent shipment to India.

(28) On 25 Mar 2021, DLA Troop Support Medical awarded an Electronic 

Catalog contract to 3T Federal Solutions LLC, a Veteran Owned Disadvantaged Small Business. 

The contract period is five-year with a maximum value of the $35 million. The final pricing 

reflects discounts that range from 12% to 29% off the manufacturers’ commercial list price. 

(29) On 4 Apr 2021, DLA Troop Support Medical awarded an Electronic Catalog 

contract to Hypothermia Devices LLC, doing business as Kelvi, a minority-owned small 

business. The vendor manufactures Cryo/Thermotherapy products. The contract is for five years

with a maximum value of $5 million. The final pricing reflects 10% off the commercial list price. 

(30) On 9 Aug 2021, a Court of Federal Claims (COFC) public opinion was 

released based on its ruling that the transfer of requirements from the Department of Veterans 

Affairs (VA) Medical Surgical Prime Vendor (MSPV) 2.0 program to the DLA Troop Support 

MSPV was unlawful and must stop. Pilot program facilities, including Veterans Integrated 

Service Network 20 facilities in the Pacific Northwest and the Capt. James A. Lovell Federal 

Healthcare Center in Chicago, Illinois, would remain under the DLA program. 

(31) On 15 Apr 2021, DLA Troop Support Medical awarded a contract to Salus 

Medical under the Radiology and Imaging Systems program. Salus Medical is a woman-owned 

small business distributor. This is a five-year base contract with one firve-year option period and 

a maximum value of $100 million. This is a joint contract with the Veterans Administration. 

(32) On 20 Apr 2021, DLA Troop Support Medical awarded a contract to Masimo 

Corporation under the Patient Monitoring and Capital Equipment program. This is a five-year 

base contract with one five-year option period and a maximum value of $100 million. 

(33) On 4 Jun 2021, DLA Troop Support Medical awarded a contract to 

Nuvasive, Inc. for its spinal product line. This was a sole-source acquisition using justification 

10 U.S.C. 2304 (c)(1), as stated in Federal Acquisition Regulation 6.302-1. This is a one-year 

base contract with four one-year option periods. The DLA Troop Support Electronic Catalog 

System will be the sole means by which orders will be placed, confirmed, and invoiced. 

Customers include the U.S. Army, U.S. Navy, U.S. Air Force, U.S. Marine Corps, and federal 

civilian agencies. The contract covers the Continental United States, as well as Alaska, Hawaii, 

and Puerto Rico with a contract maximum of $136.9 million.

(34) On 7 Jun 2021, DLA Troop Support Medical entered into a contract with

Philips North America to provide the Madigan Army Medical Center at Ft. Lewis, Washington, 

with a patient monitoring and telemetry system. The value of the contract is $2.3 million. This 

was an urgent requirement needed to replace the unsafe equipment in five clinical departments. 

(35) On 11 Jun 2021, DLA Troop Support Medical awarded a purchase order to 

ESSEX for two liquid oxygen storage and distribution units. These units provide an

uninterrupted supply of therapeutic oxygen.

(36) On Jun 2, 2021, DLA Troop Support Medical awarded an indefinite purchase 

order to Scott Med for thermometer covers. The contract is for three years with a maximum 

amount of $250 thousand. 

(37) On Jun 2, 2021, DLA Troop Support Medical awarded a delivery order to the 

Lighthouse for the Blind for folding litters. The order was for $1.7 million. 

(38) On 9 and 10 Jun 2021, DLA Troop Support Medical awarded contracts to 

GE Healthcare to provide maintenance of GE Healthcare radiology systems at Tripler Army 

Medical Center, Honolulu, Hawaii; Madigan Army Medical Center, Ft. Lewis, Washington; and 
25

the Dwight David Eisenhower Army Medical Center, Ft. Gordon, Georgia. The total value is 

$2.5 million. 

(39) In Sep 2021, Medical awarded six contracts with a combined maximum 

value of just over $2.78 billion for up to 150 million at-home and 400 milion point-of-care 

COVID-19 test kits funded by the Department of Health and Human Service in support of White 

House initiatives to defeat COVID-19.

(40) In Sep 2021, Medical awarded a contract worth $34.3 million with an 18-

month order period to Fisher Scientific Co., LLC, for nucleic acid amplification COVID-19 test 

supplies in support of CBP sector stations and associated facilities, emergency intake shelters, 

Office of Refugee Resettlement shelters and other federally funded customers. 

e. Industrial Hardware (IH)

(1) On Mar 4, 2020, DLA Troop Support Commander Army Brig. Gen. Gavin 

Lawrence and IH Director Air Force Col. Adrian Crowley announced the HQ DLA Class IX 

Supply Chain Realignment Initiative decision to divest the Class IX mission from DLA Troop 

Support to DLA Aviation and Land & Maritime in an effort to increase they efficiency and 

effectiveness of Class IX support and to realize $4-7 billion in agency growth over the three-year 

phased mission transition. The decision will yield benefits to agency composite Cost Recovery 

Rates and result in no negative impact to the DLA Troop Support Philadelphia workforce. The 

realignment, originally targeted for completion in Oct 2022 or until all items and personnel had 

successfully transitioned from IH, was accelerated in May 2021 to complete 100% transition of 

IH workload and workforce by Sep 30, 2021. A small contingent of personnel remaining at DLA 

Troop Support in Philadelphia will be assigned to the “Class IX Support Function (CSF).”

(2) Orchestrated the largest and most complex transfer of NSN ownership in 

recent DLA history. Synchronized all three Class IX MSCs and HQ elements to ensure the 

smooth transfer of 914 thousand NSNs from Troop Support IH to DLA Aviation and DLA Land 

& Maritime while keeping the highest levels of materiel availability for the warfighter. Project 

also saves DLA 77 full-time equivalent positions. Completed a three-year schedule in 1.5 years! 

Successfully met all key commitments to nearly 500 IH employees.

(3) During the transfer, IH maintained 38 of 46 original personnel detailed for up 

to 120 days for COVID-19 relief surge efforts with five in C&E, eighteen in Medical, and fifteen

in C&T. 

(4) IH Nuclear Item Support: Critical Item backorders for a B-52 part resolved 

through industry partnership and collaboration.

(5) The IH Strategic Materiel Sourcing Group awarded three contracts for the 

FSC 5340 Fully Competitive Hinges Renewal Project covering 14 items with an annual demand 

value of $48,755 and achieving $3,024 in negotiation savings. 
26

(6) Medical Strategic Materiel Sourcing Group (SMSG) awarded eight contracts 

for the FSC 5340 Miscellaneous Items Renewal Project covering 38 items with an annual 

demand value of $406,059 with the potential to add an additional 2,320 items via the add/delete 

clause if demand warrants and cleared nine small purchase PRs in the process. 

(7) IH participated in the HQ DLA J3-led core team tasked to investigate the 

circumstances surrounding the DLA part involved in a high-profile USMC CH-53E mishap. The 

cross-functional team provided DLA J3 updates via regular staff huddles twice a week. Due to 

law-enforcement sensitive components, updates were forwarded under separate correspondence 

and otherwise unavailable. 

(8) On Sep 30, 2021, a ceremony was held to celebrate the disestablishment of the 

IH supply chain where BG Eric P. Shirley, DLA Troop Support Commander officiated a flag 

retirement ceremony attended by IH Director USAF Col. Adrian Crowley as well as past and

present IH leaders and employees. 

f. Product Test Center Analytics

Quarters 1 2 3 4 FY 21 Total

Total Reports 

Completed 2011 1464 1683

Shade 1427 1197 751

Verification 43 47 55

Source 516 528 751

Other 1 3 16

Proficiency 0 3 3

Certifications 20 17 21

Source 

Untested 5 3 3

g. FY 21 Sales Breakdown: DLA Troop Support sales for FY 21 totaled $21.4 billion. 

Sales by supply chain breakdown as follows:

(1) Subsistence: $2.6 billion 

(2) Clothing & Textiles: $2.4 billion

(3) Construction & Equipment: $7 billion 

(4) Medical: $9.1 billion

(5) Industrial Hardware: $210 million

h. Process Compliance

(1) Continuous Process Improvements (CPI): completed seven out of nine postproject validations with $1,579,288 in cost offsets. Completed two new projects: new-to-DLA 

Hiring Phase I onboarding and PTC Equipment Calibration.

(2) CPI Training: delivered two courses managing curriculum and testing for forty
27

DLA Troop Support students, pivoting to on-line only delivery for first time. Provided virtual 

project management training to forty-eight Troop Support students and received Applied Statistic 

Training for nine DLA Troop Support CPI analysts from the HQ Master Black Belt contractor.

i. Audit Readiness

(1) Completed 10 of 13 process control memorandum revalidation reviews

(2) Developed two additional process control memorandums.

(3) TOD/TOE completed on four PCMs – In progress on 5 – 1 requires no testing

(4) Developed two corrective action plans for failed key controls

(5) Assessable Unit Identification – Aligned 286 end-to-end processes 

(6) Provided by Client Requests (PBC) – Submitted 101 PBCs timely – 100% 

(7) Two business process walkthroughs completed with Ernst & Young with 

positive results. Twenty-eight due outs – 31 documents submitted.

j. Support to Small Business

(1) Overall awards to small businesses were $7.5 billion, including $520 million 

to small businesses located in Historically Underutilized Business Zones (HUBZones).

(2) Awards to small disadvantaged and small women-owned businesses totaled 

$1.6 billion.

(3) Awards to veteran-owned small businesses totaled more than $555 million.

(4) Other related socioeconomic programs include awarding contracts to nonprofit agencies such as those under the AbilityOne Program – National Industries for the Blind 

(NIB) and SourceAmerica which employ individuals who are blind or have other severe 

disabilities. DLA Troop Support continued to be a major supporter to these organizations in FY 

2021 awarding $420 million to AbilityOne entities. DLA Troop Support awarded over $102 

million in contracts to Federal Prison Industries in FY 2021.

k. Pricing Division

(1) Pricing

(a) Processed 359 pricing cases in FY 21

(b) Subsistence - 35%; C&T - 28%; C&E - 20%; Medical - 17% 

(2) CompAd

(a) Processed 104 Justifications and Approvals in FY 21 (4th qtr)

(b) Med and C&E = approx. 79% of actions

(c) Bridge contracts active at the end of FY: C&E - 14; Subsistence – 9

l. Compliance Division (BPB)

(1) Performed Internal Procurement Management Reviews and the new Internal 

Acquisition Process Management in response to HQ Agency Management Reviews (AMRs).
28 

(2) Performed Special Interest reviews on command directed topics 

(3) Performed intense acquisition & pricing reviews on a representative sample of 

work for each DLA Troop Support contracting officer 

(4) Trained contracting staff on reviews and findings (Acquisition Stand-Down 

Day DLA Pacific. 

Program Metric (plan per year) Est Actions/Reviews

Contract Quality Reviews

(CQR) LG/SM/Mod

690 per year FY 21 Goal

Completed 719 FY 21

Price Challenges 80 per year

Biennial Warrant Reviews 460 KOs over 2yrs.

IPMRs/IAMRs 4-5 each over 2yrs. 

m. Special Projects Team

(1) COVID-19 Support 

Procurement Process Support coordinated with supply chains to provide DLA 

Troop Support and DLA J7 a report on vendor shut down/impact information by state. The report 

has been a joint effort with the command, supply chains and procurement all ensuring the status 

of vendors is current and any issues are immediately addressed. 

(2) ULO (Unliquidated orders) (as of Aug 2021) 

Status Line Count Dollar Value

Valid 54786 $263,051,752.77

Manual 144270 $796,623,909.78

Total 199056 $1,059,675,662.55

(3) Government Purchase Card (GPC) 

(a) DLA Troop Support GPC Web page established: Government 

Purchase Card (GPC) Program (dps.mil)

(b) 25 Billing/Alternate Billing Officials and 18 Cardholders

(c) All training is up to date for BO/CH

(d) Transactions have decreased due to COVID-19 and 100% telework. 
29 

(4) Monthly Compliance: 

n. Contract Review Division (BPP) 

(1) Reviewed high dollar value complex Acquisition Plans, Solicitations, PreNegotiation Objectives, Competitive Range Determinations, Price Negotiation Memos, and 

Source Selection Decisions

(2) Number of cases reviewed by Supply Chain: 

Supply Chain/Region Cases 

Reviewed

Medical 78

Subsistence 86

Construction and Equipment 41

Clothing and Textiles 69

Europe and Africa 8

Industrial Hardware 1

TOTAL 283

o. Systems & Procedures Division (BPS) 

(1) 100 hours of specific topic training related to 

Policy/ECC/EProcurement/External Systems

(2) Customer Service – more than 5,000 email, Skype and phone requests for 

Policy/ECC/EProcurement/External Systems assistance

(3) Policy Guidance issued to the Procurement Community. 

(a) 9 Contracting Broadcast News (CBNs) 

(b) 2 Contract Policy Memorandum (CP Memos) 

(c) 5 Clause Change Notices (CCNs)

(d) 10 Procurement Letter Summaries 

DLA Troop Support Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 YTD

Compliance Conformance Rating: 86% 82% 89% 88% 100% 86% 100% 83% 86% 75% 89% #DIV/0! 88%

Total Transactions 17 25 35 21 28 23 43 19 21 24 36 0 292

Number of Sample Transactions Reviewed 7 11 9 8 7 7 12 6 7 8 9 0 91

Number of Compliant Transactions 6 9 8 7 7 6 12 5 6 6 8 0 80
30

Defense Logistics Agency

DLA Land and Maritime

Fiscal Year 2021 Historical Report
31

1. Introduction:

Logistics demands change rapidly whether responding to real world military operational 

requirements or supporting immediate demands for humanitarian assistance. It is DLA Land 

and Maritime’s mission to fulfill those needs by efficiently and effectively providing worldwide 

logistical support. DLA Land and Maritime primarily supports U.S. military services through 

dedicated customer relations, while working with numerous suppliers to fulfill requirements for 

assigned stock classes. Additionally, we provide logistical services to Navy shipyards and 

Army and Marine Corps industrial sites. Successful accomplishment of the Land and Maritime 

mission requires a trained, diverse workforce and a professional culture that supports high 

expectations. 

a. DLA Mission: Deliver readiness and lethality to the Warfighter Always and support 

our Nation through quality, proactive global logistics.

b. DLA Vision: As the Nation’s Combat Logistics Support Agency and valued partner, 

we are innovative, adaptable, agile, and accountable – focused on the Warfighter Always.

c. DLA Why: To serve the Warfighter and our Nation!

d. Core Values: Leadership, Professionalism, and Technical Knowledge through 

Dedication to Duty, Integrity, Ethics, Honor, Courage, and Loyalty.

e. The DLA Land and Maritime Way: We provide Warfighter Logistics Excellence 

through Accountability, Teamwork, Urgency, Agility and Innovation built upon a Commitment 

to Integrity, Diversity, and Mutual Trust and Respect.

2. Organization

WARFIGHTER ALWAYS

Chief of Staff

DLA Land 

Warren

DLA Mari�me

Mechanicsburg

DLA Mari�me

Norfolk

Naval Shipyard

DLA Mari�me

Puget Sound

Naval Shipyard & IMF

DLA Land

Aberdeen

DLA Mari�me

Pearl Harbor

Naval Shipyard & IMF

DLA Mari�me

Portsmouth

Naval Shipyard

DLA Land and Maritime

Organization Chart

COMMANDER Deputy 

Commander

Mari�me

Customer

Ops

Land Customer

Ops

Mari�me

Supplier

Ops

Land

Supplier

Ops

Strategic

Acquisi�on

Programs

Human 

Resources

Installa�on

Services

Informa�on 

Opera�ons

Financial

Procurement

Process

Support

Execu�ve

Programs

Office

Small

Business

Equal 

Opportunity

Employment

Business

Process

Support

Engineering

& Technical

Support

Counsel

Acquisi�on 

Execu�ve

Internal

Review

People & 

Culture

DLA

Europe

DLA

Central

DLA

Pacific

COMMANDER 

DLA Joint 

Regional 

Support (J3)

Assigned to DLA L&M

Opera�onalized Support

Supported Regional Command

Coordina�ng Authority

19

Director of Opera�ons
32

3. Key Personnel

a. Commander: Navy Rear Adm. Kristen Fabry Jul 2020 – present

b. Deputy Commander: Mr. Kenneth Watson, SES Oct 2019- Present

c. Acquisition Executive: Mr. Mark Brown, SES Mar 2018- Present

d. Chief of Staff

(1) Air Force Col. Christopher Tooman, USAF Aug 2021 – Present

(2) Col. Tooman replaced Navy Capt. Dinis Pimentel as Chief of Staff

e. Director of Operations: Griff Warren, May 2018 - Present
33 

4. Total Personnel: 

5. Historical Narrative

a. Warfighter Always

Defense Logistics Agency Land and Maritime improved overall readiness and cost 

effectiveness in FY 21 by creating solutions that improved relationships with industry partners 

and customers. Perhaps the greatest example of this was the expansion of its Electronics Product 

Test Center (PTC) with the grand opening of a new in-house battery testing facility Oct 26. 

Created over 10 months, the new facility is the tangible result of teams working to improve 

operational efficiency and save money. 

Motivated by the FY19/20 DoD Defense Wide Review, DLA Land and Maritime 

leveraged its Engineering and Technical Support Directorate to evaluate opportunities for

reducing engineering and testing costs. The team chose testing military-grade batteries from 

several options. In particular, it focused on the BA-5590U, the U.S. Army’s legacy 'workhorse' 

WARFIGHTER ALWAYS WARFIGHTER ALWAYS

DLA Land and Maritime 

FY21 Business Profile

Depot Level Reparables

Sector

Warren • People: 86

• Contracts: 274 • Spend: $173M 

• Sy stems: Wheeled, Tracked Veh, MHE,

Mechanicsburg • People: 34

• Contracts: 2,596 • Spend: $327M

• Sy stems: Surf ace & 

Submarine

Aberdeen • People: 34

• Contracts: 207 • Spend: $486.98M 

• Sy stems: C5ISR

Albany • People: 3

• Contracts: 102 • Spend: $19.6M

• Sy stems: LAV, AAV,COM Equipment

Shipyard

Sector

Norfolk NSY • People: 107

• Serv ices: CVN, LA, VA

Class

• Inv entory : $32M • Av ailabilities: 6

Portsmouth NSY • People: 139

• Serv ices: LA & VA 

Class

• Inv entory : $12M • Av ailabilities: 7

Puget Sound NSY • People: 104

• Serv ices: CVN, LA & 

SEAWOLFClass

• Inv entory : $22M • Av ailabilities: 6

Pearl Harbor NSY • People: 61

• Serv ices: LA & VA 

Class

• Inv entory : $24M • Av ailabilities: 6

Consumables

Sector

Land Maritime

Supplier Focus Customer Focus Supplier Focus Customer Focus

• People: 501

• Items: 752K • Spend: $1.202B

• People: 155

• Customers: 21.0K • Requisitions: 6.5M

• Worth: $5.8B

• People: 561

• Items: 1.6M • Spend: $1.633B

• People: 94

• Customers: 2.7K • Requisitions: 3.2M

• Worth: $4.3B

Land & Maritime Snapshot

• People : 2.6K • Contracts: 332K • Obligations: $2.37B • Sales: $3.9B • Locations: 30 • Detachments: 8

Science &

Technology

Sector

• People: 236

• Test Labs: 2

• DNA Marked Parts: 80-

100K/YR (pre-COVID); 12- 15K/YR (during COVID)

• Value Engineering Sav ings: $47.3M/YR

• DMSMS: >14K Obsolete 

NSNs in Inv entory

Forward

Execution

Sector

Land Maritime

• CSRs: 7

• CLSSs: 19

• CSRs: 2

• CLSSs: 8
34 

battery. Transferring testing to the PTC improved DLA Land and Maritime’s ability to control 

costs. The command created detailed testing procedures to support product compliance, and inhouse testing allows us to update testing capabilities as necessary. Additional benefits include 

reduced physical distance from the testing facility, seamless procedures, and reduced cultural 

differences between customer operations and the contractually required testing location. 

Performance that impressive translated into across-the-board readiness improvements for 

our national defense customers. Maritime’s power projection activities included superb 

management of the DoD’s Nuclear Reactor program. Always a dependable resource for the 

nation’s vital nuclear deterrent, DLA Land and Maritime operations sustained superior logistical 

support above the agencies stated goal for 166 consecutive months and continues that streak as 

of the close of FY 21. Key logistics support initiatives like these enable the world’s most lethal 

and efficient military to protect America’s interests during this era of global power competition. 

DLA Land and Maritime built upon this commitment by continuing its support of the 

Navy submarine mission in Portsmouth. DLA Maritime Portsmouth completed construction of a 

29,000-square-foot addition to its maintenance facility. The new Consolidated Global Warehouse 

facility replaced an older facility that was incapable of meeting mission needs. Its construction 

completed an $18.5 million upgrade that provides added servicing capability for U.S. Navy 

submarines requiring needed maintenance repairs. 

b. Support to the Nation 

DLA Land and Maritime exemplified DLA’s overall scope, scale and skills in the 

acquisition, storage, distribution and surge capabilities in FY 21 with its response to the COVID19 vaccine distribution. On Mar 30, Land and Maritime personnel at Defense Supply Center 

Columbus, in partnership with Wright Patterson Air Force Base and Ohio Army National Guard 

began on-site COVID-19 vaccinations for DSCC personnel. First doses of the Moderna and 

Pfizer vaccines were administered to associates desiring the vaccine. Volunteers from DLA and 

DSCC tenant organization workforces assisted with the administrative functions needed to 

support the vaccination effort. 

As the initial public vaccine demand increased, DSCC associates were confronted with 

the challenging task of navigating public vaccination options for those deciding to receive them. 

The ability of DLA Land and Maritime, working with our partners to offer the vaccine on site 

was crucial to providing a safe environment for our workforce. The DSCC vaccination site 

completed its final day of operations on May 25 after vaccinating 1,148 members of the 

workforce. 

c. Trusted Mission Partner 

DLA Land and Maritime leveraged collaboration with its industry partnerships during FY 

21. These efforts required the command and its industrial partners to exercise creativity in 

developing procurement procedures to support the nation’s military services. These partnerships 

have proven beneficial for both, reinvigorating the nation’s industrial base while measurably 

improving our operational efficiency.

In FY 21, DLA Land and Maritime provided greater financial transparency through 

improved cooperation with industry and military decision makers, generating strategic activities 

that helped America’s warfighters realize readiness improvements. 
35

Additionally, DLA Land and Maritime accelerated the FY20-22 project to add ~450

thousand national stock numbers to its managing inventory (approximately 200 thousand

additional in FY 21) from Industrial Hardware by moving the transfer of FSC 5340 (160

thousand items) a year early as a result of completing the hiring, onboarding, and training of 

approximately 200 new associates. 

Always seeking to collaborate closer with our industry partners, DLA Land and Maritime 

hosted a successful, COVID-19 compliant, Industry Round Table on Aug 24 in our building 20 

auditorium. Forty-six attendees representing 26 vendors were on site. The event was by 

invitation only. Vendors were selected by their status as an Alliance partner or having significant 

spend with DLA Land and Maritime. We were pleased with the robust discussion and interaction 

following presentations. Forecasting, funding and the requirements future outlook for 

sustainment were the topics that garnered the most discussion.

As we continued to mitigate risk to our supply chains, on Sep 24, the Defense Criminal 

Investigative Service recognized DLA Land and Maritime’s Counterfeit Material and 

Unauthorized Product Substitutions (CM/UPS) Team, to include our very own Carol Matheke, 

for its exceptional work in the Nov 2020 conviction of Robert Klein. Mr. Klein was found guilty 

of two decades of wire fraud totaling $1.6 million in lost DoD contracts and $640,000 of unpaid 

taxes. The Special Agent in Charge (SAC) of the Northeast Region traveled from Boston, 

Massachusetts, to make the presentation at the local U.S. Attorney’s Office for the Southern 

District of Ohio. The DLA Land and Maritime deputy commander and DLA Land and Maritime

chief of staff were also in attendance. DCIS recognized the CM/UPS team as the standard bearer 

across DoD for fraud detection and mitigation. Attorney Carol Matheke received individual 

recognition for her personal efforts extending over a period of 20 years, including 19 separate 

debarment actions against Mr. Klein and his various businesses. Attorney Matheke’s determined 

pursuit to hold Mr. Klein accountable for his criminal conduct enabled the U.S. Attorney’s 

Office for the Southern District of Ohio to succeed where others had failed. This presentation 

provided a great opportunity for DLA Land and Maritime’s Command to witness first-hand the 

collaboration between the CM/UPS team, DCIS, and the U.S. Attorney’s Office, and the 

significant impact this teamwork is making across DoD. 

d. Modernize Acquisition and Supply Chain Management

As stewards of American taxpayer money, DLA Land and Maritime strived to employ 

results-driven fiscal practices that demonstrated strategic resource management. Integrating 

efficient procurement practices enhances the readiness of our military services, positioning them 

to deploy superior lethality.

DLA Land and Maritime incorporated DLA’s Automated Indefinite Delivery Contract 

(AIDC) tool in FY20 as an additional cost reduction initiative. AIDC produced two-fold results, 

both strengthening industry procurement partnerships and supporting improved military 

readiness. Merging AIDC into logistics operations, DLA Land and Maritime documented an 

initial 30% increase in auto award rates, with another 25% awarded with minimal buyer 

assistance. Leading the efforts in AIDC usage, DLA Land and Maritime awarded nearly 15,000 

AIDC awards since the program’s inception, 5,250 of which have been fully automated.
36

e. Future of Work

DLA worked with the Marine Corps to complete the third leg of a 2005 Base 

Realignment and Closure directive requiring the military services to transfer supply, storage, and 

distribution functions to DLA. DLA Land and Maritime led an industrial supply integration 

initiative with Marine Corps industrial sites that improved demand planning and forecasting as 

well as streamlining processes.

On May 6, DLA Land and Maritime awarded a contract to BAE for an End-of-Life 

Common GPS Module procurement on behalf of the Office of Secretary of Defense. CGMs are 

used in GPS receivers across multiple weapon systems. The acquisition was for 404,501 with an 

option for an additional 393,501 to be awarded in FY22, subject to the availability of funds. If all 

options are exercised, performance will end in 2030 with a valuation of more than $646 million. 

Under the contract, BAE Systems will provide equipment to DoD and U.S. allies through 

2030. BAE will manufacture the hardware and manage the inventory on behalf of DLA. 
37 

Defense Logistics Agency

DLA Aviation

Fiscal Year 2021 Historical Report
38 

1. Introduction 

DLA Aviation had over $5 billion in sales, processed 3.9 million customer orders, and conducted 

business with 3,400 suppliers in support of 12,287 customers during fiscal 2021. 

We provide aviation weapons systems and environmental logistics support to the defense 

aviation community, other federal agencies and partners, and allied nations. This support played 

a pivotal role in delivering weapons systems solutions and environmental support to our soldiers, 

Marines, sailors, airmen, guardians, coast guardsmen and other customers.

Headquartered in Richmond, Virginia, DLA Aviation operates at 18 geographically separated 

sites across the U.S. The team is comprised of more than 4,000 civilian, military, and contract 

personnel supporting more than 1,879 weapons systems. We are DoD's integrated material 

manager for more than 1.7 million national stock number items, industrial retail supply, and 

depot-level reparable acquisitions. DLA Aviation is responsible for supply at six major industrial 

maintenance, repair, and overhaul facilities for the Air Force and Navy, and for storage 

operations at three of the sites. 

DLA Aviation also operates the federal government’s only industrial plant equipment 

maintenance, repair, and overhaul facility at Mechanicsburg, Pennsylvania. 

Our major product lines and services are: 

Turbine engine components Cables

Airframe structural parts Hardware

Flight safety equipment Maps (digital, and print)

Electrical components Green products

Aviation lighting Chemicals, and petroleum products

Bearings Industrial gases

Commodities Industrial plant equipment

DLA Aviation - a proud member of the nation’s combat logistics support agency. 
39

2. Organization

3. Key Personnel, and Organizational Changes 

a. DLA Aviation Commander Air Force Brig Gen David Sanford was appointed deputy 

director of the Supply Chain Task Force as of Apr 11, 2020, serving as the as part of the White 

House Task Force for the COVID-19 Response. He returned to Richmond full time Jun 1, 2021, 

after a 420-plus-day temporary assignment. He would have rotated out for his next assignment in 

Jun 2021, but the Air Force extended his assignment at DLA Aviation through Jun 2022.

b. Air Force Col Brian Mayer assumed command of DLA Aviation at Warner Robins, 

Jun 21, 2021. He replaced Air Force Col. Todd Bean.

c. Air Force Col Jason Kalin assumed command of DLA Aviation at Oklahoma City Aug 

13, 2021. He replaced Air Force Col. James Malec, Jr.

d. Steve Kinskie left the position of director of planning to accept an assignment with 

DLA Headquarters. Kent Ennis is now the director of planning. 

e. Kent Ennis left the position of director of business process support to accept the 

position of director of planning. Spencer Shaffer is now the director of business process support. 

f. Calvin Lee retired as deputy director of engineering Dec 2020. Taylor Frazier is the 

new deputy director. 

WARFIGHTER ALWAYS

Commander

Brig Gen DavidJ. Sanford

Customer 

Operations

Director (QA) 

Col Daniel Willison

J8R Director

Mr. Chuck Smith

DHRS Customer J6 BRM

Account Manager

Ms. Theresa Wolfe

Oklahoma City, OK

Warner Robins, GA

Ms. Frances Evans

Ogden, UT

Mr. Mark Strawn

Huntsville, AL

Mr. George Scheers

Engineering 

Director (V)

Mr. Floyd Moore

Mr. Martin Steiner

Deputy Commander

Mr. Charlie Lilli

Planning Programs 

Director (PA)

Mr. Kent Ennis

Audit and Process 

Compliance Director 

(DR)

Mr. Steve Mason

Jacksonville, FL

Director 

CDR Curtis Ceaser

Ogden, UT

Commander

Col Christopher Carmichael

Warner Robins, GA

Commander

Col Brian Mayer

North Island, CA

Director CDR Maxine Gardner

Procurement Process 

Support Director (BP)

Ms. Martha Tuck

Counsel Director

Mr. Stephen Davis

Installation Operations 

Director Mr. David Gibson

Strategic Acquisition 

Programs Director (A)

Mr. Christopher Davis

Business Process 

Support Director (BA)

Mr. Spencer Shaffer

AcquisitionExecutive

Contracting and Acquisition 

Management 

Ms. Cathy Contreras

DLA Aviation Leadership

Chief of Staff 

Command Support Director (DO)

Ms. Tanya Hill

Cherry Point, NC

Director

CDR Isaac May

Oklahoma City, OK

Commander

Col Jason Kalin .

Philadelphia, PA

Mr. Chris Mosher

Depot Level Reparable (DLR) Procurement

Industrial Support Activity (ISA) Leaders

Supplier Operations 

OEM,

Director (FM)

Mr. Travis Beasley

Supplier Operations 

Commodities,

Director (FA)

Ms. Daniele Kurze

Joint Reserve 

Force

Col Rebecca

Schultz
40

g. Kathie Rowland retired as the deputy chief of staff for DLA Aviation Jun 2020. Nancy 

Calvao became the new deputy chief of staff in September. 

h. Air Force Col John Waggoner retired as Director of Customer Operations in Oct. 2021. 

Air Force Col Daniel Willison, Jr. is the new director.

i. DLA Aviation reorganized under General Order 08-20, signed Nov 10, 2020. 

(1) Industrial support activities supporting Air Force air logistics complexes, and 

Navy fleet readiness centers were realigned and established as directorates, reporting to the DLA 

Aviation commander to improve the effectiveness of industrial operations.

(2) DLA Aviation Procurement Process Support stood up a training division, 

separating the procurement training requirements from the policy division. The new division is 

responsible for training procurement DLA Pathway to Career Excellence employees, interns, and 

the existing procurement workforce.

j. DLA Aviation reorganized under General Order 09-20, signed Jan 26, 2021. 

(1) DLA Aviation Audit, Process Compliance and Risk Management Directorate 

was established to oversee and execute the audit remediation and sustainment, continuous 

process improvement, risk management and internal controls programs. 

(2) The Career Development and Project Support Division was realigned to the 

Business Process Support Directorate to create supply functional training efficiencies and the 

Strategic Business Analytics Division was established to centralize data analysis support. 

k. In 2020, DSCR awarded a $98 million DLA Aviation Operations Center Phase 2 

military construction project to modernize the installation into a state-of the-art facility capable 

of supporting the mission needs of the modern warfighter. Demolition of Building 33 on Defense 

Supply Center Richmond, Virginia was completed this summer as part of Phase 2 for the 

Defense Logistics Aviation Operations Center. The Phase 2 building, when completed, will be a 

281,064 square-foot facility. The project completion is planned for Dec 2023. These efforts 

contributed to the installation winning the Commander’s-in-Chief Award for 2020.

4. Total Personnel 

a. DLA. Aviation has 3, 883 civilians, 63 active-duty military, 25 reservists, and 171 

contractors

b. DLA Aviation headquarters at Richmond, Virginia, has 2,055 civilians, 48 active-duty 

military, and 79 contractors

c. Aviation employees at 18 geographically separated sites include 1,828 civilians, 15 

active-duty military, and 92 contractors

5. Historical Narrative

Over the past year, DLA Aviation responded with agility and commitment to sustain 

critical support despite challenges posed by the COVID-19 pandemic. Employees, and leaders 

embraced new methods, and processes to continue providing weapons systems support while 

working from remote locations and in new collaborative fora.
41

a. Modernized Acquisition, and Supply Chain Management

Supply chain logistics is a rapidly evolving environment, and we work closely with our 

industry partners, and military customers to streamline our acquisitions, and business processes 

to deliver increased readiness. We continually look at processes to analyze data to make 

informed, risk-based decisions, and develop actionable solutions.

(1) This past year, we focused our modernization efforts on inventory 

optimization at DLA Aviation at Jacksonville to prevent excess and dormant retail from creating 

unfilled orders. The initiative, now shared among all DLA Aviation Navy industrial support 

activities, validated 26,453 national item identification numbers; this resulted in 307 unique 

NIINs, valued at $2.4 million, being set aside to fill DLA enterprise requirements.

(2) Our Business Process Directorate fielded new tools in its Center of Parts 

Activity to anticipate, and overcome potential support issues. The Materiel Supportability 

Analysis tool, multiple automated dashboards, and retail support metric driver trees fielded 

during 2021 guided customer support, and sustainment specialists to direct root cause actions. 

(3) Partnering with the DLA enterprise Robotic Process Automation program, 

DLA Aviation Procurement Process Support Directorate collaborated with agency activities and 

major subordinate commands to improve business processes, increase responsiveness, and 

manage costs. Management and employees trained two procurement analysts as functional 

designers and two more as automation developers with enhanced skills in preparing technical 

design documents and writing system code to automate processes. They worked with internal 

aviation customers from our supplier operations’ directorates to create an automated process they 

called “Cancel System Generated Quality Notification, and Option Post Award Requests 

automation to production.” This automated process, BOT, identifies post award requests where 

no further action is required, and cancels the PARs, reducing hundreds of hours of post award 

administrator workload. DLA Aviation analysts are working with the enterprise RPA program to 

explore expanding this BOT’s capability agencywide. 

(4) The Aviation Forging and Casting Assistance Team was able to assist 

manufacturers in overcoming manufacturing issues using innovative tools, and techniques. 

Following a report of high casting scrap rates at an important aviation cast parts supplier, 

AFCAT performed an investigation into potential causes. The team discovered this foundry, and 

many other DLA suppliers, were not permitted to perform In-Process Weld Rework on castings. 

AFCAT, and the American Metal Casting Consortium published a Casting Quality Tip outlining 

how using I-PWR in the production of weldable defense castings can eliminate the high cost, and 

delays of scrapping repairable, conforming cast metal components. As a result of this 

endorsement, a DoD prime contractor authorized its aluminum casting supplier to allow I-PWR 

enabling them to rapidly deliver high quality, cost-effective cast metal components that 

contribute to warfighter readiness. The success of this effort was highlighted in the Winter 2020 

Newsletter of the American Metal Casting Consortium.

b. Warfighter Always

(1) The enterprise supply chain realignment effort transferred industrial hardware 

management from DLA Troop Support to DLA Aviation and DLA Land and Maritime. Items 
42

moved to Aviation included seven federal supply classes under Federal Supply Group 53: 

Hardware, and Abrasives. Approximately 420,000 national stock numbers transferred as well as 

management of DLA’s Navy industrial product-support vendor and Corpus Christi Army Depot 

IPV strategic contracts. DLA Aviation used a combination of methods to absorb the additional 

workload: current employees, internal management reassignments, and new hires. Aviation 

directorates also assembled a cross functional oversight team to ensure proactive measures were 

in place before, and after workload transfers. Experience from each transfer shows 

approximately six months after each transfer was realized, the workload was brought into 

alignment as a steady state metric alignment with Aviation existing metrics.

(2) General Services Administration discontinued its support of compressed gases 

to Marine Corps bases and stations in Aug 2021. Support transitioned to DLA Aviation Aug 1, 

2021, through its privatized contract with Hudson Technologies Company that includes coverage 

for approximately 700 NSNs in FSGs 6830 (Industrial Compressed Gases), and 8120 

(Cylinders). The $399 million long-term contract provides worldwide support.

(3) Working with our Air Force customers, and General Electric, we signed a 

contract to construct, and evaluate an engine part, a sump pump cover, for airworthiness 

produced using additive manufacturing processes. The cover is now an approved part alternative, 

and a first for a DoD entity for a metal additive manufactured part to be qualified.

(4) Defense Logistics Agency Aviation at Ogden contracted with Collins 

Aerospace to refurbish, and reuse carbon heat stacks. The heat stacks are a critical component of 

the brake systems on Air Force F-16 Fighting Falcon and C-130 Hercules aircraft, but they are 

also costly. Due to significant cost savings while maintaining 100% warfighter support, Collins 

Aerospace, the Air Force, and DLA received the 2020 Secretary of Defense Performance Based 

Logistics Award at the subsystem level. 

(5) DLA Aviation at San Diego improved E-2D Advanced Hawkeye aircraft 

support turnaround time to 220 days. With the E-2D being a new aircraft, and as a single piece 

flow product line, we estimated the turnaround time at 319 days, but by refining processes, and 

clearing aged work-in-process throughout fiscal 2021, we shortened turnaround time to 220 days. 

(6) DLA Aviation aggressively worked to reduce aged backorders in support of 

the nuclear enterprise this year, focusing on BOs greater than two years old. The baseline at the 

beginning of fiscal 2021 was 117 NSNs/338 lines with a targeted 60% reduction based off 

current contract delivery dates. To date, we have achieved a 63.3% reduction. 

(7) DLA Aviation’s Breakout Engineering Team explored noncompetitive parts to 

reduce costs and increase competition. This year they successfully reviewed available technical 

data for a F-16 wiring harness and were able to obtain engineering support activity approval 

from the military service to change the part procurement to full, and open competition. Increased 

competition resulted in a 55% cost reduction, and $438,000 in savings from the approved 

procurement award. The team continues to seek overpriced, noncompetitive parts to breakout, 

thereby lowering cost, and providing more value for every warfighter dollar spent. The value 

engineering savings-to-date for the first three quarters of fiscal 2021 is $28,932,826.

(8) The Navy recently purchased 22 F-5 aircraft and 44 engines from the Swiss 

Government. Aircraft and engines should arrive in Oct/Nov 2021 and will undergo 

reconfiguration, depot level rework, and modifications prior to being placed into inventory. To 

support this effort, the Navy is working on providing future depot and operational requirements.

For Depot requirements, DLA is working with Fleet Readiness Center, Jacksonville, Florida to 

ensure the bill of materials is updated and new requirements are loaded to the gross demand plan. 
43

(9) This year the Air Force identified a requirement for a 100% replacement of the 

center nacelles in the A-10 aircraft. Nacelles are a safety of flight structures that secures engines 

to the aircraft. The Air Force invested more than $3 million to ensure available inventory for the 

replacement, and DLA Aviation is working with our Air Force partners to ensure short-, and 

long-term support plans are in place. 

c. Support to the Nation

(1) When the COVID-19 global pandemic began sweeping through the United 

States in Mar 2020, Defense Logistics Agency Aviation Commander Air Force Brig Gen David 

Sanford headed to the nation’s capital to serve as the deputy director of the Supply Chain Task 

Force as part of the White House Task Force for COVID-19 Response. Sanford returned to 

Richmond full time on Jun 1, 2021, after a 420-plus day temporary assignment.

(2) DLA Aviation’s Blue Team member participated as a Universal customer 

account specialist on DLA’s Global Response Force Rapid Deployment Team in an exercise in 

Korea to support the United States Forces Korea’s Combined Command Post Training Event 21-

2. They were deployed from Aug 7-21, 2021, as the liaison officer for 7th Air Force. DLA 

Aviation is also prepared to support the agency’s GRF RDT with an RDT customer account 

specialist in support of disaster relief during hurricane or wildfire seasons.

(3) DLA Aviation’s DLA Support team ensured a seamless transition of personnel 

across the globe in support of the agency deployment support teams despite quarantine, and 

travel restrictions during the pandemic. We prepared fifteen civilian, and two military personnel 

for global deployment or redeployment. Deployment locations included Kuwait, Afghanistan, 

Africa, and Romania.

(4) Humanitarian Assistance: 28 Aviation employees volunteered to be detailed in 

support of the Department of Health, and Human Services (HHS) Unaccompanied Children 

program based on a USA Jobs announcement in Apr 2021. HHS has put a hold on sending any 

volunteers to support this effort as of Jun 2021.

d. Trusted Mission Partner

(1) Working with the Army’s Combined Arms Support Command, we outlined 

mutual benefits, and details of how a career broadening program would work for Army 

noncommissioned officer logisticians at Aviation in late 2019 for a program start in 2020. The 

program enhances Army/DLA relationships by preparing, and training Army logisticians, 

allowing senior NCOs to work in the Army Customer Facing Division, and other DLA Aviation 

directorates. The first Army NCO broadener served with us for nine months of 2020, and the 

memorandum of agreement between Army, and DLA Aviation was renewed in Dec 2020 to 

extend the program permanently and make it a full 12-month assignment. This program has 

potential to extend to other DLA MSCs and Army positions within DLA.

(2) DLA Aviation’s Army Customer Facing Division worked with Army Materiel 

Command (AMC) to increase sources through additive manufacturing. Discussions are ongoing 

to develop business cases and determine feasibility on parts DLA Aviation provided to AMC HQ 

as candidate population. Identifying parts for additive manufacturing will help offset diminishing 

manufacturing sources, and material shortages for weapon systems currently supported. The goal 

of the collaboration is to develop approved additive manufacturing technical data packages that 
44

can be uploaded into an enterprise AM repository called the “Additive Manufacturing Digital 

Thread.”

e. DLA Critical Capabilities 

(1) People, and Culture

(a) The Wheel program serves as a junior leadership consortium granting 

new supervisors’ exposure to processes outside of their areas of technical expertise. It also shows 

how their technical areas impact other areas in DLA Aviation. There were five offerings of the 

Wheel held in fiscal 2021, with 113 participants completing the training. During fiscal 2021, The 

Wheel was changed from a two week in-person training to a four-day long virtual program 

because of social distancing restrictions associated with the global pandemic. The goal of the 

Wheel is to show new supervisors how all the disciplines (the spokes) are attached to the 

strategic plan (the hub), and supported by areas such as the Command Support, Business, and 

Procurement Process Support Directorates, and Human Resources (the tires).

(b) DLA Avation’s Flash Mentoring program offered an opportunity for 

junior or apprentice employees to discuss career goals, gain developmental opportunities, and 

receive guidance on enhancing knowledge and the and skills most critical to career. Flash 

mentoring was held once a quarter during fiscal 2021, with approximately 100 mentees and 

mentors participating. Because of the COVID-19, sessions were moved to a virtual group forum 

setting this year. Although lacking the privacy of the face-to-face, one-on-one sessions, virtual 

mentoring energized the program, allowing mentors and mentees to feed off of one another. 

(c) DLA Aviation held seven New Employee Orientations for more than 

380 employees in fiscal 2021. According to surveys, new employees overwhelmingly agreed 

training should be required for every new employee. The course gave employees overviews, 

frames-of-reference, and real-time information regarding DLA policies, plans, and programs.

(d) The DLA Aviation Executive Mentoring programs (Grades GS-11/12 

(Tier II), and GS-13/14 Tier III) developed leadership traits. Mentee-driven individuals learned 

how to collaborate effectively with mentors, benefiting both mentees and mentors. Despite 

continuing challenges with COVID-19, 22 mentees graduated from Tier II this year; there are 

currently 12 mentees in the Tier III programs. One-hundred percent of participants agreed the 

program facilitated growth and development. Participants have reported the program gave them 

more exposure in DLA and put them in touch with people they would not have met otherwise.

(e) DLA Aviation’s commitment to investing in its future workforce 

through training and recruitment was evident this year as the activity budgeted $250,000 to 

development programs, college tuition assistance programs, professional development, career 

enhancing courses, and an internal rotational program. DLA Aviation trained more than 60 

Defense Logistic Agency’s Pathways to Career Excellence program pacers, more than 150 new 

direct hires, and hired 37 college-level interns. 

(f) Fifty-two percent of DLA Aviation’s employees completed the 2020 

DLA Climate Culture survey. For the first time since the agency began using the Denison 

Organizational Model 20 years ago, we filled in the color wheel, improving in all 12 quadrants

and registering an average 10-point increase. We initiated action plans to sustain the current 

cultural success while focusing on improvement in strategic direction, and intent, customer 

focus, capability development, and consistency of cross functional coordination, and knowledge.
45

(2) Community Relations

(a) The global pandemic, and related social distancing, required out of the 

box thinking to support our communities and employees. DLA Aviation Public Affairs worked 

with DLA Installation Management Richmond’s Fire Department and DLA Information

Operations Richmond to host a Virtual Angel Tree this past year. DLA employees sponsored 128 

angels from local community elementary and high schools. 

(b) On Aug 24, 2021, DLA Aviation’s commander signed a letter of 

support to the Secretary of Veterans and Defense Affairs, Richmond office, joining DLA 

Aviation and DLA Installation Management Richmond to Virginia Security Corridor Sentinel. 

This program reestablished a positive relationship with the Commonwealth’s military liaison 

office, and established a relationship with the Sentinel Landscape Federal Coordinating 

Committee. The Virginia Security Corridor Sentinel Landscape is part of the DoD Readiness and 

Environmental Protection Integration (REPI) program which deals with encroachment issues, 

resilience, land-use conflicts near installations, and regulatory restrictions to military activity. 

There are areas on Defense Supply Center Richmond that would fall within the Virginia Security 

Corridor Sentinel Landscape such as: maintaining/enhancing the visual buffer between the North 

Gate and Strathmore Road, minimizing/restricting development along the eastern edge of NoName Creek where we currently have an easement to test for groundwater contamination, and 

minimizing/restricting development along the southern bank of Kingsland Creek. 

(3) The Equal Employment Opportunity, and Diversity (EEOD): 

(a) Bi-annual EEO Training was conducted at DLA Aviation Cherry Point 

where 101 employees and 10 managers participated. The instructor-led training focused on the 

EEO complaint process, prevention of sexual harassment, and sexual assault. 

(b) EEOD conducted Employment Learning Innovations Civil Treatment 

training for 48 managers in one Aviation directorate. Aviation EEOD presented interactive 

vignettes focused on changing employee behaviors in regard to employment law and Title VII of 
46

the Civil Rights Act of 1964, as amended. Topics included workplace bullying, unlawful 

discrimination, protected categories, respectful workplace, disability awareness, and retaliation.

(c) EEOD participated in DLA Pathways to Career Excellence program 

Intern and New Employee Orientations, as well as conducting Prevention of Sexual Harassment, 

Workplace Harassment, and Hostile Work Environment training. 

(d) EEOD conducted training with the Office of Counsel for compliance 

of a EEO settlement for DLA Aviation Leadership, and leadership at DLA Philadelphia.

6. Summary: statement with eye toward the future

Brig Gen Sanford’s assignment as commander of DLA Aviation has been extended through Jun 

2022. Moving forward, the general’s one priority is reconstituting the workforce back into the 

workplace after a long period of being under an DLA enterprise-wide maximum telework 

mandate due to COVID-19. We have incorporated lessons learned through virtual work going 

forward as we work to bring the workforce back together and working in person. 

DLA Aviation will also continue to promote a more diversified senior workforce through 

training and promoting greater awareness of available opportunities.

Budget constraints will be a challenge moving forward but we will continue to look for 

opportunities to lower costs while minimizing impacts to readiness.
47

Defense Logistics Agency

DLA Energy

Fiscal Year 2021 Historical Report
48

1. Introduction

Operating in a contested environment was the hallmark of 2021. Despite COVID-19, natural 

disasters, and the cyber-attack of a key U.S. pipeline around the globe, DLA Energy personnel 

exhibited dedication, flexibility, and teamwork in supporting the Warfighter and Whole of 

Government. We led several engagements to help build partnerships and proactively tell our 

story through the Institute for Defense Government Advancement’s 14th Annual Operational 

Energy Summit and our first virtual Installation Planning and Review Board over secure means 

with participants from around the world.

As pandemic conditions improve, DLA Energy took a strong lead in reintegration initiatives to 

prepare employees to return to the workplace safely and professionally. To help improve 

communication within our major subordinate command, we introduced “Coffee with the 

Commander” and “Donuts with the Deputy” sessions offering monthly opportunities for DLA 

Energy employees to participate in virtual chats with their Commander or Deputy Commander. 

We also started publishing a bi-weekly newsletter (The Energy Connection) to keep our team 

connected and help preserve some of the culture that may atrophy in this time of teleworking.

To better prepare our incoming commanders for their upcoming challenges, we hosted a PreCommand Orientation for five regional commanders on 6-7 May. The orientation focused on an 

introduction to the different directorates, commands, and their lines of efforts, as well as face-toface interaction with current regional commanders and other senior leaders from Energy. The 

orientation culminated in a group mentoring session diving into the art of command. 

For over seven and a half decades, DLA Energy has played a major role supporting Warfighters 

around the world. As years went by, our organization continued to transform as we took on new 

missions to meet our customer’s needs. DLA Energy celebrated its 76th Birthday in coordination 

with DLA’s 60th anniversary.

2. Key Personnel

a. Commander: Brig Gen Jimmy R. Canlas, USAF

b. Deputy Commander: Mr. David Kless, SES

c. Chief of Staff: COL Robert R. Rochon, USA

d. Strategic Communications Group: Col Jim Wilkie, USAF 

e. Director, Customer Operations: Col Eric Haler, USAF

f. Director, Facility Sustainment Directorate: CAPT Jay Hamilton

g. Director, Business Process Support: Mr. Tom Turets

h. Director, Procurement Process Support: Mr. Bruce Blank

i. Director, Strategic Programs & Initiatives: Ms. Regina Gray

j. Director, Quality Technical Directorate: Ms. Patricia Wilkins

k. Director, Supplier Operations: Ms. Gabriella Earhardt

l. Commander, DLA Energy Americas: COL Raphael Heflin, USA

m. Commander, DLA Energy Americas East: LTC Christopher Masson, USA

n. Commander, DLA Energy Americas West: CDR Frank Kim, USN

o. Commander, DLA Energy Americas North: Maj Barton Land, USAF
49 

p. Commander, DLA Energy Middle East: LTC Albert Cordova, USA 

q. Commander, DLA Energy Europe & Africa: LTC Benverren Fortune, USA 

r. Commander, DLA Energy South-West Pacific: CDR Christopher Radke, USN

s. Commander, DLA Energy Hawaii: CDR William M. Jakubowicz, USN 

t. Commander, DLA Energy Japan: Maj Charles Coffman, USAF 

u. Commander, DLA Energy Korea: LTC Jose Medina, USA 

v. Commander, DLA Energy Okinawa: Maj Anthony S. Anderson, USAF 

3. Total Personnel 

As of Sep 30, 2021, DLA Energy had 1,139 employees (1,093 Civilian and 46 Military). 

4. Historical Narrative 

A historic winter outbreak that occurred in Feb on Valentine's Week 2021 brought not only 

snow, sleet, and freezing rain to Southeast Texas, but also extreme cold temperatures that lasted 

for several days. This was one of the most impactful winter events that brought multiday road 

closures, power outages, loss of heat, broken pipes, and other societal impacts for the region. 

DLA Energy Americas East responded to the Federal Emergency Management Agency’s call for 

help providing a total of 140,000 gallons of fuel – 70,000 gallons of winterized diesel and 70,000 

gallons of gasoline – to three locations in Dallas, Austin, and San Antonio. In addition, FEMA 

issued three distribution orders to set up fueling points in Ennis, Tyler and Commerce, Texas. 

On May 7th, a ransomware cyber-attack caused the Colonial Pipeline to halt operations to 

contain the threat. The incident exacerbated an existing nationwide fuel truck shortage and 

created issues securing trucks for scheduled ground deliveries. During the Colonial Pipeline 

cyberattack and shutdown, DLA Energy maintained sufficient marine and jet fuel stocks to 

prevent any impacts to the Warfighter and leaned forward to address truck delivery concerns 

successfully mitigating all challenges. Following the incident, an after-action meeting was held 

with personnel from Office of the Under Secretary of Defense for Acquisition & Sustainment, 

Office of the Under Secretary of Defense for Policy, North American Aerospace Defense 

Command & U.S. Northern Command, DLA, and DLA Energy. DLA Energy’s take-away was 

to recommend installations assess ground fuel requirements and days of supply and increase 

storage capacity to strengthen fuel resiliency during national emergencies, disasters, or Defense 

Support to Civil Authorities events. 

DLA Energy bid farewell to its Deputy Commander, Mr. Eric Smith, when he was selected to 

become the Defense Logistics Agency’s Chief of Staff on May 9, 2021. DLA Director Navy 

Vice Adm. Michelle Skubic selected Executive Director, Operations and Sustainment, DLA 

Logistics Operations (J-3), David Kless to serve as the DLA Energy Deputy Commander. Since 

Feb 2018, Mr. Kless has been responsible for the oversight, management, and control of 

enterprise combat logistics support mission readiness. Ms. Patricia Wilkins, the Director of DLA 

Energy Quality Technical Directorate, served as the acting DLA Energy Deputy Commander 

during the interim between Mr. Smith’s departure and Mr. Kless’s assumption as Deputy 

Commander in Jul. 
50 

In Aug, we saw a significant increase in operational tempo with support to Operation Allies 

Refuge, Haiti Humanitarian Assistance and Disaster Relief, and Hurricanes Henri and Ida 

preparation and response efforts. Hurricanes affected the manufacturing capabilities of our Fuel 

System Icing Inhibitor (FSII) supplier leaving a shortage of inventory. DLA Energy personnel 

diligently worked to ensure continued support to the Warfighter. 

By late Aug 2021, heightened aircraft operational requirements in support of Afghanistan final 

drawdown and the Non-combatant Evacuation Operations of Operation Allies Refuge invoked 

increased demand signals for larger amounts of fuel from DLA Energy Defense Fuel Support 

Points throughout the U.S. Central Command area of responsibility. DLA Energy Middle East 

Supplier Operations took preemptive action by realigning inventory stocks with anticipated fuel 

demands upon DFSP Isa Air Base, Bahrain. The team quickly coordinated with the Royal 

Bahraini Air Force’s Fuel Operations Officer in Charge to increase the levels of JP8 on-hand. 

5. Lines of Effort 

a. Warfighter Always

(1) Fuel System Icing Inhibitor (FSII) Shortage 

In Aug 2021, FSII producer, Dow Chemical temporarily shut down after being hit 

by Hurricane Ida. The shut down substantially impacted DLA Energy’s suppliers’ ability to meet 

FSII demand within the Americas Regions. The team evaluated the on-hand FSII inventory and 

took steps to mitigate any FSII shortfalls by executing critical internal transfers. Director of 

Supplier Operations (DSO) secured additional FSII volume from other sources and deliveries 

were scheduled using a coordinated prioritized list. Swift and decisive action by Americas and 

DSO prevented any operational impact to the warfighters.

(2) Award of Fuel Storage Services at Port of Darwin, Australia 

DLA Energy awarded a contractor owned, contractor operated fuel storage 

contract to U.S. based company, Crowley Government Services, Inc., on Sept 13th. This 

requirement is in support of INDOPACOM and was a collaborative effort from OSD, 

INDOPACOM, and DLA Energy codified through the Australian Department of Defence under 

the Record of Consultation. Total storage capacity is 1.9 million barrels (78.8 million U.S. 

gallons) of Turbine Fuel Aviation, comprised of 1.2 million barrels Grade JP-5 (F-44) and 700 

thousand barrels of Commercial Jet Fuel, Grade Jet A-1 (F35) with the capability to receive by 

tanker/barge, store, protect, and ship by marine tanker/barge or U.S. Navy Vessels, and ship by 

3rd party tank truck for JP-8. The contract has a four-year base performance period, a five-year 

option period, and an extension provision not to exceed six months. The contract value including 

the option period and extensions is $192 million. 

(3) Nationwide Carrier Shortage 

DLA Energy Americas East (AME) experienced carrier shortages due to the 

Texas freeze, the Colonial Pipeline shutdown, and the COVID-19 pandemic. DLA Energy AME 
51

recommended use of pipeline, rail, or barge modes of receipt modes be maximized while 

stocking to higher inventory levels when carrier assets were available. Additionally, two tender 

transportation lanes were transitioned to longer term negotiated tender lanes with guaranteed 

volumes. These actions have helped ensure uninterrupted Warfighter support.

(4) Northern Edge

DLA Energy Americas North successfully supported the largest military exercise 

in Alaska, through the One-Time-Buy program for remote sites of King Salmon, Cold Bay and 

Allen Army Airfield. Joint Base Elmendorf-Richardson, Eielson Air Force Base, and Ft 

Wainwright were supported through the annual Bulk program. The joint exercise hosted by US 

Pacific Air Forces included 250 aircraft, multiple naval vessels, to include the USS Theodore 

Roosevelt Strike Group, and over 15,000 service members. A total of 8,046,010 gallons of Jet A1 with additives were issued during the exercise.

(5) Colonial Pipeline Cyberattack

On May 7th, a ransomware cyber-attack caused the Colonial Pipeline to halt 

operations. Colonial Pipeline restored limited operations on May 12th and resumed full 

operations on May 16th. Defense Fuel Support Points supported by the Colonial Pipeline had 

sufficient marine and jet fuel stocks to prevent impact to the Warfighter. DLA Energy Americas 

East also planned and postured for alternate resupply in the event of an extended shutdown. The 

incident exacerbated an existing nationwide fuel truck shortage and created issues securing 

trucks for scheduled ground deliveries. All challenges were successfully mitigated. 

(6) Space X Falcon 9 Rocket Launch

Space X launched U.S. Air Force’s 5th third-generation navigation satellite for 

the Global Positioning System from Cape Canaveral Space Force Station on Jun 17th. The 

Lockheed Martin built GPS III Space Vehicle 5 satellite will bring new enhanced navigation 

signals for both military and commercial applications. DLA Energy Aerospace provided 1,105 

pounds of high purity hydrazine fuel and 1,950 pounds of dinitrogen tetroxide oxidizer for the 

satellite payload. 

(7) Quartermaster Liquid Logistics Exercise 2021 (QLLEX 21)

DLA Energy Americas supported QLLEX 21 from Jun 14-23, by enabling the 

Army Reserve fuel handlers, transporters, and laboratory specialists to demonstrate their wartime 

skills in support of real-world fuel missions transporting ~2M gallons of fuel from six Defense 

Fuel Support Points to 20 designated DoD installations. 

(8) DLA Energy Okinawa Commissions Multi Buoy mooring via T-5 Tanker

On Jul 26, DLA-Energy Okinawa discharged 1 million gallons of JP-5 from 

SLNC (Schuyler Line Navigation Company) Goodwill. This was the first T-5 size bulk 
52

petroleum tanker to moor successfully to the new system. This provides DLA Energy Okinawa

redundant receipt capabilities. 

(9) Consolidated Replenishment-at-Sea

DLA Energy worked closely with Military Sealift Command and Navy Sixth 

Fleet to arrange three consolidated cargo replenishment-at-sea operations off Norway in the 

Northern Atlantic Ocean. This operation demonstrated the capability to support Warfighter 

contingency requirements within the Atlantic/Europe/Mediterranean area of responsibility. 

(10) Baledogle Military Airfield (BMA) Fuel Sustainment during flooding

DLA Energy Europe and Africa sustained fuel deliveries to BMA after flooding 

caused the primary ground transportation route to become impassible from Oct - Nov 20. DLA 

Energy allowed for commercial one-time buys for Jet A-1 and DF2 in Nov 2020. These 

deliveries combined with AFRICOM’s support allowed BMA to continue operations unhindered. 

(11) Commercial Tanker to Tanker Lightering

DLA Energy’s Tanker Operations Branch worked with Military Sealift Command 

to arrange a commercial tanker to tanker lightering of DLA product at the Port of Ulsan, South 

Korea. This is the first time DLA Energy requested lightering between two, long-term chartered, 

US flagged, commercial vessels. It demonstrated capability to support Warfighter contingencies.

The same branch worked with Military Sealift Command for a similar lightering 

operation of DLA owned product at the Oil Tanking Terminal, Jurong Island, Singapore. M/T 

OVERSEAS BOSTON acting as the mothership, discharging 32,000 barrels F-76 to SLNC PAX 

for delivery to Kwajalein. This is the first time DLA Energy conducted lightering in Singaporean 

waters, expanding the ability to support Warfighter contingency requirements by demonstrating 

lightering at an additional location. 

(12) Delivered Truck Offload Facility to Andersen AFB, Guam

On Jul 15, 2021, DLA Energy completed a new truck offload facility to support 

the growing mission requirements of the 36th Wing and maintain U.S. Indo-Pacific Command’s 

“Fight Tonight” readiness posture. Naval Facilities Engineering Command, Marianas, Guam

executed the project for $23.9 million. The project scope was to construct a fuel track offload 

facility to receive jet fuel (JP-8), capable of offloading six commercial trucks simultaneously. 

The facility provides an auxiliary method for delivering aviation fuel to the Joint Warfighter, 

improving the resiliency of the Class IIIB supply chain in the event of maintenance, malfeasance, 

or contingency operations at one of the DoD’s most strategically important bases in the Pacific.

(13) Sustain, Restoration and Modernization support to the military services

The Facility Sustainment Directorate provided a record $902 million in 

obligations and contract awards in support of the Army, Navy, Air Force and Marine Corps fixed 

fuels infrastructure at 391 installations and 563 different fueling sites across the globe.
53

(14) Strengthening military partnerships

DLA Energy established a long-term fuel agreement between the U.S. Defense 

Department and India Ministry of Defence. In May, Ministry of Defence of the Republic of India 

signed the Fuel Implementing Arrangement (IA) bringing the total number of IAs to forty.

DLA Energy signed a new Fuel Implementing Arrangement with Romania Jan 

19. This first-ever fuel agreement with Romania established the terms and conditions for 

reciprocal fuel sales and purchases between U.S. Defense Department and Romania Ministry of 

National Defense forces.

b. Support to the Nation 

(1) NASA’S Landsat-9 Launch

On Sep 28, 2021, DLA Energy Aerospace Energy supported NASA’s Landsat-9 

launch at Vandenberg SFB, California. DLA Energy provided rocket propellent fuel and liquid 

oxygen for the Atlas V rocket that launched the Landsat-9 satellite, and gaseous nitrogen for 

pressurization and ground operations as well. The Atlas V rocket delivered the Landsat-9 

satellite into a good orbit. The LANDSAT program has provided the longest continuous view of 

Earth since it began in 1972. This imagery helps land managers and policymakers make 

informed decisions about natural resources and the environment. The LANDSAT-9 satellite will 

replace the LANDSAT-7 satellite and continue providing imagery for the foreseeable future. 

LANDSAT is a partnership between NASA and the U.S. Geological Survey.

(2) Hurricane Ida Support to the Federal Emergency Management Agency

On Aug 29, 2021, Hurricane Ida made landfall in Louisiana as a category 4 

hurricane. HC Ida moved across Louisiana, Mississippi, and up the East Coast causing 

significant life-threatening damage. In support of FEMA, the Fuels Contingency Contract was 

activated on Aug 28, 2021. DLA Energy received and executed two Mission Assignments 

totaling $6.05 million to support four Incident Support Base locations. DLA Energy Americas 

deployed Task Force Americas (TFA) to support FEMA Region VI at England Air Park LA, 

Meridian MS, Sherwood Forest LA, and Broussard LA. These initial FEMA fuel orders 

augmented the Louisiana State emergency fuel contractor and resulted in 19 recurring missions. 

In coordination with the FEMA Fuels Ordering Officer (FOO), TFA arranged for the 

contingency fuels contractor to act as a transportation company to haul state-owned diesel from a 

one million USG barge to augment the Louisiana State emergency fuel contractor. TFA also 

arranged for the contingency fuels contractor to bring in gasoline from outside the impacted area 

to augment Louisiana State gasoline inventory posture. 

(3) Agency realignment improves fuel infrastructure support

The 2020 DLA realignment plan merged fuels sustainment, restoration and 

modernization program management and technical expertise under one command and control 

umbrella. The latest improvement is the result of coordination between the leak detection 

program and recurring maintenance program. 
54

c. Trusted Mission Partner 

(1) Fuel Sales to non-DoD Aircraft in Support of Operation Allies Refuge

At the onset of OAR, refueling of non-DoD aircraft on DoD bases required a time 

intensive process (24 hours) for requesting, approving, and paying for fuel sales to support airlift 

missions. This delay impacted ability to process aircraft and stalled mission support. After 

coordination among DLA, JSJ4, DoS, U.S. Transportation Command, and U.S. European 

Command updated policy was pushed out to DoD bases supporting OAR. The improvements 

ensured timely approval and provided an Air Card work-around for aircraft needing refueling 

immediately while the formal request completed the administrative process. 

(2) Support to SOUTHCOM – Haiti Disaster Relief Efforts

On Aug 14, 2021, Haiti was hit by a 7.2 magnitude earthquake. DLA Energy 

worked closely with U.S. Southern Command fuel planners and leadership in support of U.S. 

Agency for International Development relief efforts. Within two hours of Joint Task Force Haiti 

requesting local purchase authority, DLA Energy Direct Delivery Fuels approved and processed 

the request for a Forward Area Refueling Point at the Port-au-Prince International Airport. This 

FARP significantly reduced refueling times and improved the efficient use of rotary wing aircraft 

delivering aid to remote locations. 

(3) Defense Strategies Institute's 2021 DoD Energy and Power Summit

In Jul 2021, DLA Energy briefed the DoD audience on how DLA is working to 

address energy supply chain vulnerabilities while also increasing speed to delivery and more. A 

second event in Jul was a teleconference held with the Deputy Assistant Secretary of Defense for 

Environment & Energy Resilience (the JS4, liaisons from Exxon Mobil, and the National 

Organization for Technology Exploration and Delivery consortium). This discussion focused on 

understanding Exxon Mobil's presence in the Indo-Pacific region and how that may assist with 

the DoD changing footprint

(4) Renewable Energy Buyers Alliance (REBA)

Installation Energy joined will provide access to renewable energy stakeholders. 

Participation will enable DLA Energy-Installation Energy to leverage peer-to-peer expertise to 

position itself to support the Department and WoG procurement efforts in the transition to a 

cleaner zero-carbon, emission free energy future to meet the Administration's clean energy goals. 

(5) Bulk Petroleum Products Inland/East/Gulf Coast Preproposal Conference

DLA Energy hosted the first virtual Pre-Proposal Conference for its IEG annual 

procurement program on May 20, 2021. Twenty-five suppliers, including 13 suppliers with small 

business concerns, attended the event. The PPC allowed DLA Energy to communicate its 

requirements for the upcoming procurement and build strong partnerships through interface with 

potential suppliers. 
55 

(6) Direct Delivery Fuels program as “Best-in-Class”

In May, the Office of Management and Budget designated DLA Energy’s Direct 

Delivery Fuels program as "Best-in-Class." Direct Delivery Fuels is designated as the mandatory 

source for all DoD and federal civilian agency fuel requirements greater than 10,000 gallons per 

year in the continental U.S. and 20,000 gallons per year outside the continental U.S. The 

business unit supplies commercial grade aviation, diesel, gasoline, and heating fuels directly to 

DoD and federal civilian agency customers through three major programs. 

(7) NASA’s Perseverance

Fueled by DLA Energy-supplied liquid oxygen and rocket propellant, NASA’s

rover Perseverance safely touched down on Mars after a seven-month, 292-million-mile journey 

on February 18, 2021. Using thrusters fired with DLA Energy hydrazine, the Perseverance is on 

a two-year mission to find evidence of past life on Mars. As the DoD Integrated Materiel 

Manager for space and space-related products since 2001, DLA Energy provides 28 different 

product sources for a variety of DoD, federal, commercial, and research missions.

(8) National Reconnaissance Office rocket launch

A Delta IV Heavy rocket carrying a national security payload, designed, built, and 

operated by the National Reconnaissance Office, launched from Space Launch Complex-6 at 

Vandenberg Air Force Base, California on Apr 26, 2021. DLA Energy supplied the liquid 

hydrogen and liquid oxygen that powered the three United Launch Alliance rocket engines 

creating a combined total of more than 2.1 million pounds of thrust needed for liftoff. 

(9) DLA Energy Texas Artic Storm Disaster Response

DLA Energy Americas supported the Federal Emergency Management Agency 

Texas Arctic Storm operations with over 140,000 gallons of fuel (diesel and mogas), throughout 

Central/Eastern Texas via TFA and DLA Energy’s contingency fuel contract. FEMA issued two 

fuel Mission Assignments authorizing up to $7.4 million for DLA ground fuels and services 

support. 

(10) Installation Energy Awards Energy Savings Performance Contract (ESPC) 

for Cannon AFB 

Installation Energy awarded a 24-year contract to Ameresco, Inc., in support of 

energy assurance needs at Cannon AFB in Jun 2021. The ESPC includes a 1.9 megawatt solar 

photovoltaic system and five energy conservation measure upgrades to 119 buildings totaling 2.9 

million square feet. The project will reduce annual energy consumption by 77,883 million British 

Thermal Units and an average energy cost savings of $1.2 million per year. 

(11) Exercise African Lion 21 Execution Support 

DLA Energy provided Class IIIB to strengthen relationships with partner nations 

while building U.S. Joint Force Readiness in June 2021. DLA Energy delivered JA1 to Ben 
56

Guerir Air Base and JA1 via AIR Card locations throughout Morocco. Led by Southern 

European Task Force-Africa, African Lion 21 conducted training focused on Humanitarian Civic 

Assistance, Joint Force Entry, Field Training, fighter, tanker, bomber, and airlift operations. 

(12) Army National Guard urgent fuel request for the Presidential Inauguration

DLA Energy Americas received an emergent request on Jan 18, 2021, from the 

Army G-4 to support the Army National Guard with 9,000 gallons of JAA fuel in preparation for 

the Jan 20, 2021 Presidential Inauguration. A HEMMET fueler was identified to cover current 

requirements with an additional 7,500 gallons of fuel being delivered the following day from 

DFSP Baltimore in advance of the Inauguration. 

(13) Fuel Implementing Agreements

DLA Energy and United Kingdom Navy Conclude Scotland Fuel Implementing 

Agreement on Jun 23rd. This is the first agreement supporting Northern tier storage requirements 

and works in concert with the Fuel Exchange Agreement between DLA Energy and the UK 

Navy. This Fuel IA solidifies DLA Energy’s enduring relationship with the UK MoD and 

remains in effect for five years with an automatic five-year extension period.

DLA Energy and Lithuania Ministry of National Defence (MND) Fuel 

Implementing Agreement. On Jan 17, 2021, DLA Energy International Agreements received the 

signed copy of the Fuel IA DLAE-LTU-01 from Lithuania MND. This Fuel IA is operational as 

of Jun 3, 2021, and establishes the terms and conditions for reciprocal fuel sales and purchases 

between U.S. DoD and the Lithuania MND forces around the world.

(14) Industry Connections

A quarterly DLA Energy newsletter was released in Jan to the command’s

suppliers, partners, and industry stakeholders to highlight upcoming procurement opportunities, 

business unit spotlight stories, and demand planning information. These tools are initiatives 

under the DLA Industry Engagement Plan and a result of the supplier feedback survey.

(15) University of Maine

DLA Energy is teaming with the University of Maine to transform forest residues, 

sawmill residues, municipal solid waste, and construction wood wastes into a hydrocarbon fuel 

oil. Since 2016, UMaine has been awarded more than $20 million in additional congressional 

funding through the DLA Energy Readiness program to expand and validate fuel production 

capability using Maine’s sustainably harvested renewable forest resources.

d. Modernized Acquisition and Supply Chain Management.

(1) Alternative Vessel Inspection and Release Procedures (AVIRP) during 

COVID-19 – Energy Regions continued to use Quality Technical protocols for uninterrupted 

operations. Procedures address conditions where pandemic and quarantine prevent Energy 

Quality Assurance Representative access to board vessels and enter facilities. 
57 

 (2) DLA Energy Commander Brig Gen Canlas presided over the ribbon cutting 

ceremony for the Joint Base Elmendorf Richardson, Alaska, petroleum and oil operations 

facility, Apr 26, 2021. The $11.5 million FY 2019 military construction project provides a new 

fuel laboratory, office and administrative space, training rooms, and 35,000 square feet of 

covered refueler parking. The new facility’s location eliminates a 24-mile round trip to refuel 

aircraft and the laboratory replaces the current facility, which is over 60 years old. 

(3) Fuels Manager Defense® 9.3 (FMD) Enhancement. DLA Energy and J62BG 

approved the deployment of Fuels Manager® Defense version 9.3 in February 2021. The 

application represents a significant improvement towards fielding the Electronic Point of Sale 

Device, eliminating security vulnerabilities, and addressing audit issues. 

(4) DLA Energy awarded a $192,375,002 firm-fixed-price contract for a 

contractor-owned, contractor-operated fuel storage facility in Darwin, Australia. Five companies 

competed for a contract consisting of a four-year base with one five-year option and the 

responsibility to receive, store, protect, and ship 1.9 million barrels of aviation grade JP-5 turbine 

fuel and commercial grade Jet A-1 fuel.

(5) DLA Energy partnered with Alder Energy, LLC, a process technology 

company developing intellectual property for upgrading fast pyrolysis oil (PO) to advanced 

pyrolysis oil (APOTM). This proprietary technology enables the efficient conversion of energy 

crops and abundant woody biomass to a green crude oil suitable for conversion by the global 

refinery industry without equipment modification. The resultant renewable jet, gasoline, and 

diesel fuels meet the same ASTM quality and military specifications and performance standards 

of the petroleum products they replace, while reducing lifecycle greenhouse gas emissions by 

over 70%. The company has been awarded $4.8 million in congressional funding through the 

DLA Energy Readiness program to validate commercial scalability of the APO process.

(6) DLA Energy supports several efforts to address climate change in terms of 

reducing lifecycle greenhouse gas emissions and improving sustainability across multiple 

industry sectors. DLA Energy identified relevant barriers to commercialization of sustainable 

alternative fuels along with potential beneficial actions to implement. This information was 

compiled into a “Social Cost of Greenhouse Gasses/Fuel Costing” briefing for Department senior 

leadership in Nov. DLA Energy also supports the Sustainable Aviation Fuels (SAF) Grand 

Challenge issued by the White House and led by the United States Department of Agriculture, 

Department of Energy, and Department of Transportation. This multi-agency and industry effort 

aims to develop a roadmap and associated strategies for reaching a domestic production capacity 

of 3 billion gallons of SAF per year by 2030 and 35 billion per year by 2050. 

(7) DLA Energy became the first MSC to participate in the DoD College 

Acquisition Internship program (DCAIP). DCAIP is a 12 week program designed to assist 

agencies with offering the best up and coming talent the opportunity to begin government service 

as an intern while bringing cutting edge methodologies to the DoD workforce. 

(8) DLA Energy is helping small businesses succeed awarding $1.2 billion in 

contracts in fiscal 2020. For eight consecutive years, DLA Energy has exceeded its small 

business goals awarding on average 28% of contracts to small firms. 

e. Future of Work 

(1) General Order 07-20 realigns 101 DLA Installation Management positions 

under the command and control of DLA Energy Facility Sustainment Directorate improving 
58 

processes and providing “one voice” to customers. The merging of the fuels SRM project 

management, POL engineering and environmental technical expertise, and real property talent 

has yielded over $902 million in funding obligations in direct support of the Warfighter and the 

services fueling missions in 2021. Additionally, the transfer of the Installation Management 

positions to DLA Energy is helping to better support customers and the realignment brings 

together three different DLA Energy funded organizations into a single chain of command 

supporting sustainment, restoration, and modernization efforts for standardized processes.

(2) DLA Energy Quality Technical Directorate rescoped its J22 Maritime 

Confined Spaces Course contract to include a virtual training option. While working with DLA 

J1 Forward Presence, DLA J6 Information Operations and Spec Rescue (contracted training 

provider), a viable virtual course was successfully designed, tested, and fielded within two

months. On Feb 16-18, 2021, DLA Energy Quality Technical Directorate rolled out and hosted 

the first virtual DLA Energy J22 Maritime Confined Space Course. The course was a huge 

success and far exceeded expectation by providing mission-essential training to 25 Quality 

Assurance Representatives (QAR) from CONUS and OCONUS locations - a true testament to 

the flexibility and far-reaching capabilities of virtual training. Since the initial roll out in FY 21, 

there have been three additional Virtual Confined Space Training courses held resulting in 93 

employees trained.

(3) DLA Energy began the tracking of certifications within the Learning 

Management System (LMS). This ensures courses required for the technical quality personnel 

are automatically loaded and tracked. Saving time spent on the previous manual methods and 

resulting in proper training assigned to personnel. 

f. People and Culture 

(1) Unconventional virtual ceremony honors DLA Energy acquisition workforce. 

To recognize the more than 150 employees who had significant career milestones and 

achievements over the past year, DLA Energy held a virtual Acquisition Workforce Honors 

Ceremony, 4 Nov. 

(2) DLA Energy’s workforce participated in the bi-annual culture climate survey 

in the fall. DLA Energy led all commands with a 67.6% participation/response rate. A video 

staring the DLA Energy Commander and Deputy Commander inspired by the "More cowbell" 

Saturday Night Live skit was produced to encourage survey participation. 

http://go.usa.gov/x7KGK 

(3) In Dec 2020, DLA Energy employees won three of the DLA annual employee 

recognition awards. The DLA Energy Installation Energy Team won the Acquisition Workforce 

Team Achievement (Team) Award. 

(4) DLA Energy held a senior-leader strategic offsite, Apr 6-7 to discuss 

resourcing to support G-Invoicing, OCONUS hiring, and the recently released DLA Strategic 

Plan 2021-2026. 

(5) More than 400 DLA Energy acquisition professionals participated in a threeday, virtual acquisition symposium Mar 2-4. DLA’s Energy acquisition specialists make up 

73.5% of the agency’s workforce covering contracting, lifecycle logistics, production, quality, 

and manufacturing. 

(6) For the fifth consecutive year, DLA Energy employees earned Federal Energy 

and Water Management Awards for their contributions to energy and water efficiency within the 
59

federal government. Contracting Officer Jacob Vigil received two awards. He was selected for 

an individual contracting award for his outstanding achievements under our energy savings 

performance contract (ESPC) program while also being recognized as part of the Air Force team 

that executed the winning Misawa AB ESPC effort. DLA Energy was recognized for its 

partnership with the Navy on the Naval Station Guantanamo Bay ESPC effort and the liquefied 

natural gas (LNG) contract. 

(7) DLA Energy achieved 99% of 2020 Combined Federal Campaign goal. DLA 

Energy’s efforts help DLA exceeded its CFC goal of $260,000 by 16%.

(8) In May DLA honored 46 individuals who achieved Defense Acquisition 

Workforce Improvement Act (DAWIA) certifications in contracting; purchasing; production, 

quality and manufacturing; and life cycle logistics. They gained membership in the Defense 

Acquisition Corp and were approved for Contracting Officer Warrants. Likewise, individuals 

who attended the Industry Management Course, University of Virginia, Darden School of 

Business were recognized. 

(9) Maj Charles H. Morton, USAF, DLA Energy Americas, won the DLA-level 

Air Force Field Grade Officer category for the 2020 Individual Logistics Readiness Award. The 

award recognizes those who excelled in performance and made outstanding contributions to the 

AF or DoD Logistics Readiness mission
60 

Defense Logistics Agency

DLA Disposition Services

Fiscal Year 2021 Historical Report
61

1. Introduction

DLA Disposition Services (DS) serves warfighters from more than 60 locations all over the 

world, supported by a leadership and support team in Battle Creek, Michigan. Field sites receive, 

account for, classify, segregate, demilitarize, and dispose of excess material received from 

military units and other customers. Reuse is a customer cost avoidance method that enables them 

to acquire serviceable excess equipment in lieu of purchasing new material. 

In FY 21, material with an estimated acquisition value of $33.7 billion was turned in to DLA DS. 

From that stock, there were 129,602 requisitions for 3.56 million usable items worth $2.54 

billion in original acquisition value. Items were provided to the military services, transferred to 

other federal agencies, or donated to state or local governments and eligible non-profit agencies. 

Public sales in FY 21 generated more than $99.9 million in revenue, which covered a significant 

portion of the military branches’ service-level bills. Although Aqueous Film Forming Foam 

(AFFF) disposal challenges continued, DLA DS processed over $2.2 million of the services’ 

polyfluoroalkyl substance (PFAS) hazardous wastes.

With the input of the armed forces’ logistics leadership, DLA DS began a bold Field Office 

Realignment in FY 21 that will close most of its field offices and move approximately 60 fulltime employee positions to larger, full-service field activities before the end of FY22. The move 

is meant to realign personnel to sites with excess workload. The initiative aligned to DOD budget 

reduction goals while helping shed some infrastructure costs and improving customer wait times. 

The ongoing COVID-19 global pandemic continued to present both challenges and

opportunities, requiring engaged leadership, individual initiative, and constant communication. 

The workforce continued to overcome challenges and meet its objectives through mission focus, 

resiliency, and outstanding teamwork. Specific to COVID-19 response, DLA DS provided over 

4.3 million surplus or reuse items worth $61 million prior to ending response metric tracking.

2. Organization 

The command’s organization continued to rely on a process-centric model adopted in 2019 under 

the Battle Creek Alignment initiative.
62

3. Key Personnel Changes

FY 21 saw fewer key personnel arrive or depart than in FY20. The only significant change was 

Lt. Col. Juan Talamantes replacing Lt. Col. Mark Logan as Central region director.

4. Total Personnel 

The global operations of DLA DS are authorized 1,537 civilians, 13 active-duty military, 119 

local nationals, and six military reserve units manned by 201 service members – all led by one 

appointed Senior Executive Service member. These numbers do not include the 25 members of 

the Law Enforcement Support Office funded by the DoD.

5. Historical Narrative

a. Warfighter Support

(1) Divestiture assistance 
63 

DLA DS began a 5-year divestiture effort assisting the U.S. Army Museum 

Enterprise cull duplicate and excess artifacts from its 580,000-item inventory spanning 150 sites. 

Pilot sites at Virginia’s Fort Belvoir and at Alabama’s Anniston Army Depot took advantage of 

Disposal Service Representative (DSR) support to pave the way for all other sites. Reported 

acquisition numbers for FY 2021 included line items with 5,042 historic pieces. 

(2) Major exercise support

DLA DS planners executed the Contingency Operations Readiness Exercise 2021 

in Guam and Battle Creek, Michigan, that was cancelled in FY20 due to the pandemic. 

Exercise support priority of effort resided in the INDO-PACOM area of 

responsibility, with personnel supporting PACIFIC FURY ‘21, at Camp Smith, Hawaii, and 

Combined Command Post Training at Camp Humphreys, South Korea. During the CCPT 

evolution in South Korea, DLA DS deployed a Rapid Deployment Team - Blue planner to 

provide required training, validate support plans, develop lessons learned, and help achieve 

exercise objectives. 

DLA DS HQ planners coordinated with Disposal Support Directorate Europe and 

Africa (DSD-EA) and developed a concept of support and objectives to support Defender Europe 

21 – a USEUCOM joint-multinational exercise. DSD-EA planned, confirmed, and supported 

removal and disposal requirements of hazardous waste and scrap materials from 43 exercise 

locations in 12 countries – from the Balkans to the Baltic states. DSD-EA also supported other 

exercise requirements, including providing technical and customer assistance during the exercise. 

DSD-EA staff participated in the DLA Europe and Africa planning and execution 

processes, which included participation in daily exercise meetings, submission of reoccurring 

exercise reports, and input to the exercise after-action review (AAR) process. 

(3) AFFF removal

DLA DS provided hazardous waste contract support for military services 

removing and disposing AFFF-related wastes including those generated by system changeouts. 

As an alternative option to thermal destruction via incineration, DLA DS 

modified contracts to allow for disposal at landfills regulated under the Environmental Protection 

Agency (EPA)’s Resource Conservation and Recovery Act. Both dispositions conformed with 

current DoD policy and EPA guidelines, as the hazardous waste industry and public and private 

generators of PFAS await final EPA governing standards specific to these materials.

In FY 21 Q1, DLA DS provided unique PFAS removal support to Volk Field Air 

National Guard Base, Camp Douglas, WI, where their wastewater treatment “biosludge” was 

determined to contain PFAS. The DLA hazardous waste contractor removed 600,000 gallons of 

sludge from the (full) holding pond before the winter freeze at a cost of $930,000. 

The sludge was disposed of at a landfill in Iowa. This enabled the base to keep 

restroom and shower facilities open during a large 500-troop deployment rotation mission. 

Later in the year, a DLA DS hazardous waste disposal contractor removed 

130,000 gallons of AFFF-impacted water (<1 ppm PFAS) from a holding pond at Tyndall Air 

Force Base, Florida, using 29 tanker loads. The water was solidified and landfilled at a RCRA 

Subtitle “C” landfill in Alabama. The work was completed between Jun 14 and Jul 6, 2021, at a 

cost of $340,000. 
64

The command further provided technical support to the DoD PFAS Task Force, 

Freedom of Information Act query responses, and litigation support to the DLA legal team.

(4) Afghanistan Retrograde

A 16-year disposal operation in Afghanistan came to an official close with the 

departure of all DLA DS personnel from the country Jun 24, 2021. At the height of operations, 

DLA DS operated four main sites, with an additional seven Hub-Based Disposal Operations 

manned by 48 DOD civilians, 100 Joint Reserve Team members, and 379 services contractors, 

many of whom were local nationals. Hundreds of civilians and reserve military personnel from 

across the MSC deployed in support of U.S. Forces - Afghanistan warfighters and coalition 

partners during the period. 

Disposal support was methodically reduced over the course of the year, beginning 

with the closure of the disposal site at Forward Operating Base Fenty and followed by the site at 

Kandahar Airfield in Dec. Following the closure of these sites, ongoing customer support was 

provided by several mobile missions to Camp Brown and Camp Dwyer from Feb through Jun to 

address remaining retrograde requirements. 

Finally, the sites at Hamid Karzai International Airport in Kabul and Bagram Air 

Base were closed Jun 12 and 20, 2021, respectively, effectively ending all disposal operations in 

country.

Until the final team members departed, DLA DS received more than 24 million 

pounds of property (nearly 40,000 line items) that were rendered into scrap and released. 

Additionally, 745 rolling stock items were either mutilated or demilitarized. DLA DS personnel 

packaged and removed 970,000 pounds of hazardous waste from Bagram Airfield in accordance 

with the Basel Convention agreement.

Over $4 million worth of DLA equipment and supplies were relocated from 

Afghanistan and reset within DSD Central to support future operations and augment regional 

capabilities. 

(5) Field Office Realignment

DLA DS began closing most of its property disposal field offices. Warfighter 

support services continued unabated, and an overall reduction of customer wait time is expected. 

Larger field activities saw capability increases as 60 full-time employee positions shift to 

enhance under-resourced locations and Fort Campbell expands into a full-service small field site.

The following property disposal sites were marked for permanent closure:

Aberdeen Proving Ground

Marine Corps Logistics Base Albany

Ft Benning

Ft Bliss

Blue Grass Army Depot

Naval Base Kitsap

Patrick Space Force Base

Joint Base Charleston

Marine Corps Air Station Cherry Point
65

Naval Air Station Corpus Christi *

Ft Dix

Ft Drum

Dyess Air Force Base

Malmstrom Air Force Base

Marine Corps Base Quantico

Naval Station Great Lakes

Naval Construction Training Center Gulfport

Redstone Arsenal

Ft Jackson

Kirtland Air Force Base

Ft Knox

Nellis Air Force Base

Offutt Air Force Base

Tinker Air Force Base *

Ft Polk

Pease Air National Guard Base

Rock Island Arsenal

Ft Snelling

Ft McCoy

Ft Stewart

Tobyhanna Army Depot

Vandenberg Air Force Base

Watervliet Arsenal

Wright-Patterson Air Force Base

(Sites denoted with * will retain agency environmental specialists only)

The realignment of reverse logisticians from field offices to larger field activities 

was the result of extensive analyses showing that field offices handled just 2.8% of the network’s 

total workload while consuming about 13% of the command’s labor costs. The repositioning of 

manpower is expected to save nearly $2 million over a two-year period while lowering customer 

wait time by almost a full day on average and increasing annual property receipts by about 

125,000 items.

Six field offices remained open to cover a critical geographic or operational gap. 

The DLA DS director briefed logistics leaders from each of the armed services and sought 

military customer feedback before enacting the plan. The DLA director approved the plan in 

early Apr and employees at affected sites were notified of impending closures after consultation 

with employee union representatives in late spring.

DLA-DS needed to shrink, as its expected contribution to DLA’s overall budget 

reduction goals was equivalent to losing nearly 20 full-time field positions. Leadership 

determined that losing customer-facing jobs would diminish the command’s ability to deliver the 

level of help and expertise warfighters have come to expect.

Site closures began occurring on a case-by-case basis during the FY. Site and 

regional personnel engaged customers to help them understand timelines for local closure and 
66 

how to continue turning in property, screen excess equipment, deal with scrap and hazardous 

materials and schedule transportation. 

(6) Ship Recycling 

DLA DS provided sales contracting support to Navy Sea Systems Command in 

the recycling of five former Navy ships. The ex-Groves, ex-Barry, ex-Hawes, ex-Ticonderoga, 

and ex-Adams were towed from Navy Yard, Philadelphia, Pennsylvania, to the contractor’s 

facility in Brownsville, Texas, where recycling and scrapping operations are under way. 

NAVSEA provides primary contract oversight in conjunction with DLA DS. This 

contract represents $20 million in cost avoidance to the Navy and $240 million in revenue. 

b. Global Posture 

(1) Field Site Improvements and Expansions 

In FY 21, several DLA DS site locations received noteworthy expansions and 

improvements. The DLA DS site in San Joaquin, California, is receiving a new warehouse and 

updates currently on track for completion by Jan 2022. 

The new warehouse is 160,000 square feet, with the potential to allow DLA-DS 

employees to process between 100,000 and 120,000 line items per year with greater efficiency 

than the current warehouse. The newly acquired outside storage yard is approximately 13 acres. 

An additional upgrade is scheduled for FY22 that will provide a consolidated space for 

conducting operations. 

A new warehouse was acquired at the DLA DS site in Barstow, California, 

through the Warehouse Utilization program that stemmed from a Non-Tactical Warehouse 

Initiative conducted by the Office of the Secretary of Defense. 

The newly acquired warehouse is approximately 130,000 square feet, which 

doubles the space of the vacated warehouse. The 35% initial design review by the U.S. Army 

Corps of Engineers was accomplished in Aug. This will provide DLA DS the opportunity to 

process approximately 100,000 to 120,000 lines per year in support of the warfighter. 

The site at Ft Riley, Kansas, underwent a 95% design review in Aug that will 

facilitate an expansion and renovation of the main warehouse, upgrade and movement of the 

administrative office, upgrade outside storage to include the addition of multiple three-sided 

sheds, and provide a new radiation monitor and truck scale. 

The main site warehouse in Richmond, Virginia, undertook a 95% design review 

in August to facilitate rework and reflow. A new outside storage yard is currently awaiting its 

initial design technical collaboration session. The new outside storage yard is approximately 

eight acres and increases the footprint 12-fold from what the yard originally offered. 

Site renovation and reflow of the entire location in Fort Hood, Texas, was 

solicited in Sep 2021, with construction expected to begin in Jan or Feb 2022. The project will 

include the rework of both warehouses, a new truck scale and radiation monitor, multiple threesided sheds for property storage, a new Material-Handling Equipment (MHE) shed, and new 

paving work. 
67 

The Columbus, Ohio, site is scheduled to become a “super-sized” location, with 

the former Long-Term Storage warehouse undergoing conversion to process normal property 

streams. Initial review of the project was accomplished by USACE in July. 

(2) AOR Sales Contractual Support 

DLA DS had three sales contactors provide scrap removals at Bagram, Kandahar, 

HKIA, and FOB Fenty. These contracts ended Jun 30. The contracts resulted in the removal of 

more than 72 million pounds of scrap material in Afghanistan, generating $4.6 million in revenue 

during the FY. 

The Operational Contracting Division awarded and administered a contract to 

provide operational support in Afghanistan. The firm Delta 9 was responsible for assisting DLA 

DS in redistributing excess property to other DOD activities, transferring excess property to 

other federal agencies, performing demilitarization services per regulation, and selling excess 

property to the public as required by Federal Property Management Regulation. Delta 9 provided 

direct support to the warfighter while on site. In June, the contractor assisted DLA DS personnel 

in closing operations and successfully demobilized all personnel.

In April, the Hazardous Waste Disposal Contracting Division awarded a contract 

to Sud Mull GMBH for removal and disposal of military-generated hazardous waste in 

Afghanistan in support of the troop drawdown. In Jun, the contractor removed 32 shipping 

containers with approximately 970,000 pounds of waste from Bagram Airfield for transport to a 

commercial interim storage facility in Kabul, Afghanistan prior to the closing of the base. 

c. Accountability 

The Public Sales division awarded two major sales contracts for e-Recycling and surplus 

term sales in CONUS. The e-Recycling sales contract was a follow-on contract replacing an 

original contract awarded in Dec. The original contractor won the current contract covering 

electronics from CONUS, Puerto Rico, Guam, and Hawaii, to be transported by the contractor 

for demilitarization and disposal at three facilities located in Arizona, Georgia, and Ohio. 

DLA-DS embedded personnel at the contractors’ facilities to provide contract oversight. 

This contract is expected to produce $58.5 million in revenue during a three-year base period.

The Public Sales division generated $99.9 million in FY 21, offsetting a significant 

portion of service-level billing incurred by the armed forces. The Public Sales division sells 

surplus property as well as scrap at both CONUS and OCONUS locations. 

Commodity QTY ($)

Surplus Property Sales 102, 650 DTIDs $17.1 million

Useable Items 193,155 DTIDs $26.1 million

Rolling Stock 3,723 pieces $15.8 million

Hazardous Material Sales 563 DTIDs $9.3 million

Scrap 345.5 million lbs. $13.8 million 

Electronic Scrap 28.3 million lbs. $17.8 million
68 

The Surplus Term Sales contracts were awarded in Jun, replacing the previous 

commercial venture sales contracts for usable property and rolling stock. STS combined rolling 

and non-rolling stock into these contracts and are expected to produce $96 million in revenue 

during the two-year base period. 

d. Strong Partnerships 

(1) Small Business Goals

DLA DS surpassed expectations the past four years in its successful effort to use 

small business contractors to the greatest practical extent. FY 21 is the fifth consecutive year that 

Historically Underutilized Business Zone percentages have declined across the board for DLA in 

FY 21; DS fell short of its 3% goal this FY.

Category: Goal Actual

Small Business: 54.00% 76.24%

SDB: 5.00% 25.98%

WOSB: 5.00% 33.73%

SDVOSB: 3.00% 3.88%

HUBZone: 3.00% 1.28%

To help employees and vendors successfully navigate the process of awarding or 

competing for DS contracts numerous events were conducted. The events included the Virtual 

Small Business Training Week, new Contracting 1102 employee training and Small Business 

Administration-hosted webinars on various program/topics to assist with their forays into 

competing for our contracts. DS also participated in two virtual Coffee & Contracting outreach 

events with the Michigan-based Procurement Technical Assistance Center. 

The Small Business program received 100% passing rating on an Agency 

Management Review (AMR). Additionally, numerous high-dollar contract awards were made to 

small businesses during FY 21, most notably: South Florida HW Removal/Disposal ($5.1 

million); Bragg/Lejeune HW Removal/Disposal ($7.9 million); Wright Patterson HW 

Removal/Disposal ($2.4 million); Guam Scrap DEMIL ($2.4 million); and Worldwide Customer 

Interaction Center (CIC) ($7.4 million). 

The results of the AMR and high-dollar contract awards are noteworthy success 

stories, given the challenging environment for small business concerns during the year. 

Regulatory compliance continues to have impact on DLA DS’ ability to award contracts to small 

business concerns. 

Despite this friction point, DLA DS contracting officers diligently sought and 

exploited every opening to ensure small businesses were considered for and awarded as many 

eligible contracts as possible. Their dedication to the mission and the nation are laudable and, in 

conjunction with the exemplary efforts of the buying staff and the DLA DS Associate Director of 
69 

Small Business, have been the primary factor leading to another successful year of exceeding 

small business expectations. 

(2) Reuse, Transfer and Donation 

In fiscal 2021, 129,602 requisitions were made by qualified customers for 3.56 

million usable items worth $2.54 billion in original acquisition value. 

The items were provided for reuse by the military services, transfers to other 

federal agencies or donations to state and local governments and eligible non-profit agencies. 

Reuse by the armed services and other entities is broken out in the following graphs. 

Numbers Requisition

Monthly 

Average Req Each Acq Val

Army 13764 1147 485939 $255,885,003

Navy 9056 755 167018 $68,451,214

Air Force 7453 621 149178 $1,204,949,778

Marines 2723 227 35829 $232,841,385

Coast Guard 28 2 282 $97,043

Armed Services 33024 2752 838246 $1,762,224,423

DLA 40353 3363 1542373 $88,690,972

Transfers 5172 431 82979 $55,911,971

Donations 20255 1688 391355 $222,468,162

Law Enforcement 16642 1387 194176 $216,908,700

Firefighter program 3753 313 67530 $98,125,871

CFL/VA/HAP 5983 1841 264927 $18,958,715

Other DOD Agencies 441 37 10545 $3,834,207

Foreign Mil. Sales 3979 332 166565 $67,735,420

Computers/Learning 338 28 3945 $2,964,123

Veterans Affairs 5142 429 244366 $12,028,426

Humanitarian Aid 503 1385 16616 $3,966,164

FY Total 129602 601 3558696 $2,534,858,445
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e. Whole of Government

(1) Problematic Property

A partnership was developed with the U.S. Army Corps of Engineers Engineering 

Research and Development Center to research technologies for disposing of problematic 

property. Other partners participating in the effort included DLA R&D, Construction 

Engineering Research Laboratory (CERL), DLA Distribution, and the Air Force Aviation 

Energy Logistics and Sustainment Policy Division. The group conducted multiple roundtable 

discussions on tires, PFAS, construction debris, and pyrolysis/Thermolyzer technologies. 

The roundtable discussions provided a wealth of information on technologies that 

are currently available and those still in the development stage. The next step is to narrow topics 

down to the most relevant to DLA-DS and the military services and to conduct a large-scale 

symposium that introduces the concepts to senior leaders. The expectation is that DLA can work 

with the armed services to develop a plan to integrate these emerging technologies to dispose of 

problematic property streams in an environmentally responsible way.

(2) Pandemic response and impact

In FY 21, DLA DS provided $34.1 million in excess and surplus supplies to 

customers in support of COVID-19 relief. Approximately 4,754 requisitions were placed for 1.3 

million items. DLA DS continues to monitor critical list items to support customer requests.

(3) Special programs

(a) Computers for Learning

Services

$1,762,224,423.66

69%

DLA

$88,690,972.45

3%

Transfer

$55,911,971.46

2%

Donation

$222,468,162.56

9%

LESO

$216,908,700.37

9%

Fire Fighter

$98,125,871.02

4%

CFL/VA/HAP

$18,958,715.27

1%

Other DOD Agencies

$3,834,207.77

0%

FMS

$67,735,420.91

3%

FY21 RTD Customer Group Acquisition Value

Services DLA Transfer Donation LESO Fire Fighter CFL/VA/HAP Other DOD Agencies FMS
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DLA DS managed DoD Computers for Learning. The program transfers 

excess information technology assets to pre-kindergarten through 12th grade schools and 

educational non-profit entities. 

An example of the many success stories from the program in FY 21

included the Mart Independent School District in Mart, Texas, with 517 students. The district 

received 144 working tablet computers and two network servers from the disposition site at Red 

River, Texas. Overall, 301 requisitions were placed for 3,310 items worth $2,582,887.49.

(b) Law Enforcement Support Office

DLA DS continues to manage the DoD Law Enforcement Support Office, 

facilitating transfer of excess military property to law enforcement agencies across the U.S. and 

its territories via 1033 authority. Transfers allow greater return on investment for taxpayers, 

especially in the case of controlled items like tactical vehicles that would otherwise be destroyed. 

Currently, more than 8,700 federal, state, and local law enforcement 

agencies have enrolled in the program. In FY 21, LESO reported reutilization of 198,532 excess 

DOD items with an acquisition value of $195 million.

In FY 21, three new requirements were added to Section 1053 of the 

NDAA and made changes to Title 10 U.S.C. § 2576a. They include adding preference for 

property transfers for disaster-related emergency preparedness activities; additional training 

requirements for recipients, to include respecting for the Constitutional rights of citizens, and deescalation of force; and the prohibition against transferring bayonets, grenades (other than stun 

and flash-bang grenades), weaponized tracked combat vehicles, and weaponized drones. DLA 

successfully implemented all requirements within the DLA Memorandum of Agreement set forth 

in section 1053 of the NDAA in FY 21.

(c) Firefighter support

DLA DS supported the U.S. Forest Service’s Federal Excess Personal 

Property program. It offered Forest Service-owned property on loan to state foresters for 

wildland and rural firefighting. The property is excess DoD equipment transferred to the Forest 

Service by DLA. It is loaned to state coordinators by the Forest Service, who then loan it to local 

departments to improve fire programs. In FY 21, there were 3,593 requisitions asking for 66,414

pieces originally worth $95.2 million.

f. People and Culture

(1) Workforce General Safety

During FY 21, Installation Management instituted safety modernization initiatives 

and drafted a DLA DS safety manual. The modernization focused on mishap 

investigation/reporting, inspections, and hazard management and training. 

Risk assessments of internal processes were conducted, as well as deliberate risk 

assessment worksheets created for all processes. 
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Another area of high focus was to ensure DLA DS and the Hart-Doyle-Inouye 

Federal Center (HDIFC) maintained a high level of vigilance regarding all COVID-19 related 

updates and related internal risk management. Installation Management worked directly with 

facilities management, General Services Administration and DLA DS key leaders to conduct 

hazard analysis and risk management assessments throughout all phases of recovery.

Installation Management at DLA DS headquarters continued preparing for 

Voluntary Protection program (VPP) “Star” status recertification scheduled for late 2022. The 

marketing/video committee also developed various safety educational videos.

The MSC headquarters at the HDIFC in Battle Creek, Michigan, conducted 

regular meetings of the Return to Work Working Group, comprised of representatives from all 

HDIFC tenants to include DLA DS headquarters leadership. During these ongoing meetings, the 

Centers for Disease Control and State of Michigan COVID-19 data was discussed in detail. Each 

week a report of current data including Stay at Home Orders, 14-Day COVID-19 trends, hospital 

medical care capabilities and total positive COVID-19 cases were presented. The status of 

cleaning and disinfecting supplies on hand was also regularly reported. 

Discussions included mitigation of the threat to people contracting the virus on or 

off-site and an emphasis placed on recommended safety measures; wearing of cloth face 

coverings as directed by local policies, social distancing, hand washing, and other recommended 

practices. 

As DoD and DLA started to implement less restrictive measures, HDIFC started 

to slowly transition employees back into the building - allowing only 10% incrementally until the 

building reached full capacity. The facility is currently awaiting further guidance from OSD and 

DLA on how to proceed in FY22. 

(2) Material Handling Equipment (MHE) Safety

Business Support collaborated with Safety, Installation Management and Training 

on six lines of effort for the DLA DS MHE Safety Initiative. In coordination with Safety, 

Operations and DSD field leadership offices, DLA DS increased focus on causative factors 

leading to MHE-related property damage.

The DLA DS director implemented a “story board” for all regions to brief 

leadership within five days of any MHE-related incidents. These story boards assisted the safety 

team by allowing them to gain a better understanding of the circumstances that led to the cause 

of specific MHE mishaps, such as inattention to detail. 

Additionally, some full-time employees were classified as MHE Instructor 

Certifying Officials, allowing them to develop an increased focus on training, operator record 

keeping and recertification training. 

(3) Pandemic impact on training

DLA DS had nearly 30 course cancellations in FY 21, including on and off-site 

courses, public offerings, and video teleconferencing. The command did, however, start face-toface classes midway through the year, holding over 20 classes for critical deployment 

training. Each class was restricted in attendees and other protocols such as mask requirements 

were put in place.
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(4) Organizational Culture

DLA DS adopted three primary culture focus areas for fiscal 2021: strategic 

direction and intent, customer focus, and capability development. With all the other challenges 

the ongoing pandemic brought, keeping employee focus on culture was especially challenging.

(5) Strategic Direction

The agency concentrated on communication with employees regarding how their 

specific mission aligned with and supported the DLA Strategic Plan. While COVID-19 protocols 

kept most of the workforce on weather and safety leave or teleworking for a large part of the 

year, DLA DS ensured daily communication between supervisors and those employees who 

were not physically at their duty stations. 

(6) Customer Focus

DLA DS repeatedly demonstrated strong commitment and dedication to the 

warfighter. Throughout 2021, it was imperative that field locations communicate with the 

military customer specific hours of operations due to restrictions. Additionally, the agency made 

an extra effort to redefine internal customers which ensured building strong partnerships between 

fellow DLA employees.

(7) Capability Development

It is important for DLA DS to strive to develop its employees. To accomplish 

this, efforts were made to improve the Individual Development Plan by challenging supervisors 

to spend time with employees in building realistic training plans. This enabled employees to 

grow and the agency’s bench strength to increase. Improvements in this area have been 

demonstrated by the agency’s ability to balance internal and external hires by promoting within, 

retaining the workforce, and bringing in new ideas. DLA DS is continuing efforts to build the 

workforce and has plans to incorporate an internal rotation program, much like the DLA 

enterprise-wide program.
74

Defense Logistics Agency

DLA Distribution

Fiscal Year 2021 Historical Report
75

1. Introduction

In FY 21, the DLA Distribution team achieved extraordinary results while responding to a 

worldwide pandemic – COVID-19, strengthening support to the Combatant Commands abroad, 

and investing in people and processes throughout the global storage and distribution (S&D) 

network. In short, Distribution effectively and efficiently provided the best S&D value to the 

nation’s Warfighters and Whole of Government partners. 

a. Mission

Provide an agile, global DoD Distribution network that delivers effective and efficient 

distribution solutions which enable readiness and extend the operational reach of the combatant 

commands, military services, and other valued customers.

As a DLA major subordinate command (MSC), DLA Distribution is the leading provider of 

global distribution support to America’s military through receiving, storing, and issuing supplies, 

as well as providing other tailored services to increase Warfighter readiness.

DLA Distribution offers best value supply chain solutions through a broad range of 

services including storage, distribution, customized kitting, and specialized packaging, as well as 

transportation support and technology development. Distribution is connected directly with 

operational and industrial partners and is integral to the success of the National Defense Strategy.

b. Vision

An adaptive, innovative organization that always Delivers the Right Things, to the Right 

Place, at the Right Time.

c. Quick Facts

(1) Oversees the worldwide operation of a network of 50 plus locations 

worldwide and an expeditionary capability.

(2) Employs more than 10,000 personnel, including 7,800 civilians, 127 activeduty military, 190 reserve military, and 1,900 contractors.

(3) Stores over 2.5 million items valued at more than $142 billion.

(4) Services approximately 249,000 customers worldwide.

(5) Maintains approximately 130 scheduled truck routes.

(6) In FY 2021, DLA Distribution processed over 14 million transactions.

2. Key Personnel

(a) Commander: BGen Keith D. Reventlow, USMC 

(b) Deputy Commander: Mr. Perry L. Knight, SES

(c) Chief of Staff: Mr. Gene S. Surmacz 

(d) Deputy Chief of Staff: Ms. Stacy L. Umstead

(e) Director, Current Operations (J3): COL Robb Meert, USA 

(f) Director, Distribution Future Operations (J4): Mr. Paul Abel

(g) Director, Future Plans (J5): Vacant
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(h) Director, Acquisition Operations (J7): Ms. Meg Ross

(i) Director, Organization Management (J9): Mr. Ed Visker (Retired Jul 31, 2021) 

Currently Vacant

(j) Director, Business Development: Mr. Joe Faris

(k) Equal Employment Opportunity Officer (EEO): Mr. Zachary Currier

(l) Public Affairs Officer: Ms. Dawn Bonsell 

(m) Financial Operations (J8): Mr. Charlton Albright

(n) General Counsel: Mr. John Karns

(o) Human Resources Services: Mr. Michael Pier, Customer Account Manager

(p) Information Operations (J6): Mr. Michael Kochera

(q) Installation Support for Distribution: Mr. Victor Montefour

3. Organization

a. Core and Unique Capabilities
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b. Centers and Sites

c. Operating Plan

In FY 21, the DLA Distribution Office of Strategic Plans led a cross-staff group to 

develop the FY22-23 Distribution Implementation Plan (DIP) using the DLA Strategic Plan 

2021-2026 as higher-level guidance and Distribution’s FY30 Campaign Plan (CP30) as a 

foundational document. The 10-year CP30 provides a longer-term path forward for Distribution, 

working hand-in-hand with the initiatives and priorities laid out in the DIP. In order to track 

progress toward achieving these plans and to facilitate communication throughout the 

Distribution Network, the Commanding General (CG) oversees weekly Governance briefs that 

provide status on key Distribution initiatives and programs. The Governance briefs are a 

recurring forum in which to update the network on DIP and CP30 efforts and ensure Distribution 

is on track to attain its goals for the FY and beyond.

DLA Distribution will operate in a fiscally constrained environment for the foreseeable 

future while contending with a reduced workload and COVID-19 constraints. In this 

environment, Distribution’s focus remains leading DoD global distribution into the future 

through modernized capability, agile organization, a highly skilled workforce, and compelling 
78

innovation in support of the Warfighter. The CP30 and FY22/23 DIP chart Distribution’s course 

and serves as the road map to transforming Distribution into an agile, modernized organization. 

With these strategic efforts, DLA Distribution strives to provide the best value to our 

nation’s Warfighters and WoG partners through proven, innovative, and adaptive approaches 

that are aligned with the Director’s five strategic lines of effort (LOEs) and three Critical 

Capabilities (CCs). Additionally, the FY22 DLA Distribution CG’s Annual Guidance 

communicates the operating guidance and expectations for this FY to the Distribution network’s 

site commanders.

4. Historical Summary

a. COVID-19 Support

(1) Since Apr of last year, DLA Distribution has shipped over 34,268 Materiel 

Release Orders totaling more than 36 million items including ventilators, gloves, face coverings 

and test kits to our services and federal/state agencies who support COVID-19 response.

(2) FY20 COVID-19 Vaccine Distribution
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b. Warfighter Always

(1) Distribution Kitting Operation

DLA Kitting provides program management and oversight of kit assembly for 

Medical, Organic, and Subsistence kits, consisting of DLA and/or service-owned 

kits/components. Kitting offers tailored logistics using automated and integrated systems that 

transform customer requirements into a single, useable end item product, and enables customers 

to order multiples of a single NSN with a single requisition.

(a) FY 21 reimbursable revenue from kitting is more than $12.6 million.

(b) Distribution has 13 sites performing Kitting functions: five in the 

Eastern U.S.; five in the Western U.S.; and three sites earmarked for future kitting operations in 

DLA Distribution Yokosuka, Japan, DLA Distribution Guam, Marianas, and DLA Distribution 

Pearl Harbor, Hawaii.

(c) Aviation, Land & Maritime and organic kitting, consists of 179 Build 

Directive Numbers (BDN) totaling 7,432 kits, (3,628 lines), worth $1.2 million.

(d) Troop Support Medical kiting consists of 6 BDNs totaling 20,000 kits, 

(134 lines), worth $1.2 million.

(e) Troop Support Subsistence Unit Group Rations (UGR) kitting consists 

of 222 BDNs totaling of 105,448 Mods (kits), (2,804 lines), worth $10.2 million. Distribution 

San Joaquin California, performs this mission to simplify and streamline the field feeding 

process by integrating the components of heat and serve rations with quickly prepared brand 

name commercial products. 

(f) New Long-Term AF Project: This F-16 Combination Suite Upgrade 

project consists of 201 kits for FY 21, possibly increasing the workload each FY up to FY 2029. 

Total of 17 NSN’s but not established to date.

(2) Recruit Training Centers (RTC)

DLA Distribution continues to support the military services and DLA Troop 

Support at the RTCs by providing inventory program support and on-site quality assurance to 

document and address deficiencies related to storage and distribution of DLA owned material. 

We remain engaged with DLA Troop Support, DLA HQ and miliary services as part of the RTC 

Joint Working Group (JWG) with goal of resolving overarching RTC program audit concerns. 

Since initial fielding of DSS, we have seen improvement in inventory accuracy across all sites.

(3) U.S. European Command Plans

In FY 21, DLA Distribution Strategic Planners facilitated a European Regional 

Vision Plan. The Regional Vision Plan will analyze DLA Distribution’s infrastructure in theater 

and provide a recommended strategy to fill gaps. The plan will be an umbrella document that 

guides the Area Development Plan (ADP) process at DLA Distribution Europe, DLA 

Distribution Sigonella, and DLA Distribution Djibouti. 

In a first, DLA assisted the EUCOM J4 in the development and vetting of the 

Sustainment Generator (SUSGEN) data associated with a time phased force deployment data. 
80

Additionally, the EUCOM team supported the DLA Director’s Line of Effort 1.1 by participating 

in various Integrated Planning Teams to improve business processes support of contingency 

plans. In FY 21, planners assisted with Emergency Essential and Mission Essential designations 

and validated core locations in EUCOM. They also provided insight into the timing and 

synchronization of DLA Distribution Expeditionary Capabilities and assisted in identifying 

required coordination between the Theater Sustainment Command and DLA Distribution. 

Distribution Planners identified systemic, policy areas that need to be addressed 

by HQ to define prepositioned stock (under Title 10) and NATO requirements for further 

support. Planners are currently assisting the vendor in writing the European Vision Plan to 

further the progress of ADPs in EUCOM for proper expansion for capacity needed. 

(4) INDOPACOM Plans 

In 2018, DLA Distribution, Korea (DDBK) was established to support USFK. 

DDBK consisted of ~$41 million of DLA’s CL I and CL IV materiel with an annual facilities 

cost of ~$12 million to DLA Distribution with only low volume emergency demand of Class I. 

In Sep of 2020, the Joint Logistics Requirements Review Board (JLRRB) 

instructed DLA to extend the Busan task order through Jan 10, 2022. Director’s Reserve funds 

were allocated for the extension and additional guidance was given to the Army and DLA to 

work together and determine the way forward. 

DLA Distribution led the efforts by hosting IPTs focused on the synchronization 

across stakeholders to ensure a seamless decommissioning /redistribution of DDBK. 

In May of 2021, BG Tim White, USA, United States Forces Korea (USFK) J4,

notified DLA that USFK does not wish to pursue funding for the Busan warehouse cost or 

purchase any of the materiel stored at DDBK. As a result, all stakeholders notified of DLA’s 

intent to decommission the operations and redistribute the stock at Busan. The Distribution team 

is executing a six-month phased decommissioning plan starting Jul 1, 2021 and sunset the 

warehouse by Jan 10, 2022.

(5) Exercises

(a) DEFENDER EUROPE (DE) 21

DLA Distribution participated in Joint Event Life Cycle virtual planning 

efforts for DE21 by activating our contingency Theater Consolidation and Shipping Point 

(TCSP) at DLA Distribution Sigonella (DDSI). DE21 was a series of linked, U.S. Army Europeled field training exercises, live fire exercises and a computer exercise, part of U.S European 

Command’s Southern Exercise Portfolio. Distribution’s primary training objective was alternate 

routing of CONUS sourced material and increased distribution network resiliency. 

DLA Distribution’s close coordination with DLA Europe and Africa, 21st 

TSC, and USAREUR planners identified five Army Supply Support Areas in Italy, Kosovo, 

Romania, and Bulgaria to be supported by our contingency TCSP. CONUS sourced material 

utilized alternate inter-theater routing from Distribution Susquehanna (DDSP) to DDSI. 

Real world runway repairs prevented normal channel routing via Norfolk 

NAS to Sigonella NAS; Charleston AFB was the designated aerial port of entry for channel 

requirements during the runway repairs. DDSP’s Consolidation and Containerization Point 
81

consolidated material for the five SSAs onto 12 Air Lines of Communication pallets and 

forwarded to Charleston AFB for channel flights into Sigonella NAS. DDSP played an integral 

role in configuring the DSS network to ensure DDSI TCSP received systemic due-in data for 

shipment visibility (a key shortfall from SABER GUARDIAN 2019). All shipments were 

successfully processed through DDSIs DSS TCSP module for onward movement.

(b) Combined Command Post Training (CCPT) Events (21-1 & 21-2)

DLA Distribution coordinated staff augmentation support for the 

USINDO-PACOM Combatant Command training events in the Republic of Korea (ROK). These 

two annual training events have been the backbone of joint and combined integrated training 

between the U.S. and ROK for decades. COVID-19 restrictions dictated virtual staff 

augmentation from CONUS in support of CCPT 21-1. CCPT 21-2 participants were able to 

travel to ROK and augment DLA INDO-PACOM Regional staff and train with United States 

Forces Korea (USFK) and ROK staff. Both evolutions emphasized development / execution of 

plans, procedures, and concepts for the defense of the ROK. The training events focused on 

enhancing coordination between the ROK government and Combined Forces Command (CFC). 

DLA Distribution continues to work the focus areas beyond the training events in coordination 

with DLA INDO-PACOM Regional Command, USFK, Eighth U.S.Army, and 19th 

Expeditionary Support Command to enhance capabilities and improve support to US Warfighters 

and allies in the Korean Theater of Operations.

(6) Expeditionary Manpower

DLA Distribution has several resource pools available to support exercises, 

deployments, operational support, surges, contractor-to-contractor transitions, and other 

initiatives requiring additional manpower. Once notified of a requirement, the Distribution J9 

team ensures deployers are medically qualified, trained and sent to the desired location. 

(a) Joint Reserve Force

The Joint Reserve Force (JRF) assigned to DLA Distribution consists of 

five Navy units, one Army Reserve Element, 22 Air Force personnel, and three Marine 

Individual Mobilization Augmentees. During FY 21, the JRF personnel provided 15,613 mandays of support through deployments, annual training, and sustainment to eleven distribution 

centers and four COCOMs. 

In FY 21, the Distribution Reserve Force supported several important 

missions, the first being Susquehanna, Pennsylvania, inventory. The Susquehanna reserve unit, 

along with non-organic reservists, supported the center with a critical inventory mission for audit 

readiness. These reservists were tasked with performing TPIC-D counts in support of 

Susquehanna’s 100% cyclic inventory. In FY 2021, 49 reservists have provided 2,236 man-days 

of support. 

Another critical mission involved the agency’s COVID-19 response. 

Reservists have been aiding the Distribution DLOC, as well as assisting with COVID-19 tracing 

taskings. Reservists assigned to the DLOC were tasked with reporting personnel accountability, 
82

quarantine tracking, commodity tracking, and update brief preparations. By close of FY 2021, 

sixteen reservists contributed to both missions.

(b) Expeditionary Civilians

The team of Expeditionary Civilians supporting Distribution consists of 

217 capability based volunteers made up of several grades and series. Additionally, Distribution 

has two Deployable Depot (DDXX) teams located in San Joaquin, California, and Susquehanna, 

Pennsylvania. Each team consists of 49 team members. 

Distribution has been supporting the Expeditionary Civilian deployments 

since FY19. DLA previously managed these positions under the DoD Civilian Expeditionary 

Program. In the last three years, Distribution has deployed 25 civilians under the program. 

(c) Expeditionary Training

Due to the pandemic, DLA Distribution J9 was fast stepping to catch up 

on FY 21 Individual Training Plans (ITP’s) / BASEORD training. FY 21 ITPs were a 

combination of Distribution Operations training and Expeditionary training. We focused on three 

categories: Distribution Operations training, BASEORD training, and Tailored training. 

With hurricane season fast approaching, Distribution held its annual 

Expeditionary Academy from 12-23 July. Reservists partnered with the DDXX teams to check 

equipment and otherwise prepare for the upcoming hurricane season. The JRF focused on DSS, 

basic inventory, and MHE training. In addition, senior enlisted and junior officers received 

training on supporting the DLOC. DDXX training focused on core functions: Material 

Processing Center, TCSP, and the Incident Support Base. Training is required per DLA 

Distribution’s BASEORD, which guides the deployment of a DDXX Team in a contingency. 

BASEORD training also included operator skillsets such as Transportation Assistant, 

Distribution Process Worker, and Material Examiner Identifier. The Expeditionary Academy is a 

great platform to sign off on ITPs / BASEORD training and increase training readiness making 

these two great resources ready to deploy in support of worldwide contingencies. 

Throughout the year, DLA Distribution J9 Training tailored training for 

JRF members prior to putting boots on ground. This approach allows J9 to assure reservists 

arrive with knowledge as well as access. This past year, four DDXX members got certified on 

the Rough Terrain Cargo Handling (RTCH) at Battle Creek, Michigan. These members can train 

new operators coming onboard. DLA Distribution J9 Training participated in the FY 21 Scale 

Initiative IPT and assembled a training package to roll out to the DLA Distribution Centers.

b. Support to the Nation

(1) Humanitarian Assistance Program – Excess Property

As part of the Defense reform efforts, DLA assumed operational oversight for the 

storage and distribution (S&D) of the Humanitarian Assistance Program – Excess Property 

(HAP-EP) in June 2020. The HAP-EP provides worldwide humanitarian support out of three 

locations, Albany, Georgia; Livorno, Italy; and Okinawa, Japan. The program refurbishes excess 
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property from DLA Disposition services and provides that property to partner nations upon a 

humanitarian request via the Department of State and associated combatant command. 

As part of the transition, DLA accepted service agreements with the US Army and 

USMC from the Defense Security Cooperation Agency (DSCA). Additionally, in Mar, DLA 

activated a global distribution expeditionary contract for HAP labor at Albany, Georgia. DLA 

and DSCA have been investigating how DLA can utilize its S&D expertise to reduce the cost of 

the HAP-EP program.

(2) Department of Veterans Affairs Contractor-Owned, Contractor Operated

In FY 21 Distribution registered a “signature win” with its support to the U.S. 

Department of Veterans Affairs (VA) and Veterans Health Administration (VHA) COVID-19 

pandemic response. In so doing, Distribution also supported a DLA strategic goal of greater 

integration with our Whole of Government partners. 

The VHA Procurement & Logistics Office requested 1) a solution for VAprocured, government-owned PPE and other pandemic support materiel supporting more than 

1,200 VA facilities and 2) the establishment of four Regional Readiness Centers (RRC) for 

enduring storage and distribution support. Distribution’s solution leveraged its organic 

network and established contracts, furthering resiliency and increasing visibility of the national 

medical supply chain, while preventing redundant costs and minimizing inventory.

Distribution established the following PPE surge locations: 

(a) DLA Distribution Susquehanna, Pennsylvania

(b) DLA Distribution San Joaquin, California

(c) Existing COCO in Birmingham, Alabama, and Marengo, Illinois

(d) A new East Coast COCO in Chambersburg, Pennsylvania

To gain greater efficiencies, materiel from four VA warehouses, as well as 

materiel temporarily stored at the Birmingham and Marengo DLA COCO facilities was 

consolidated at the Chambersburg COCO by the end of FY 2021. 

DLA Distribution’s agreement period with the VA/VHA runs from 3 Aug 2020 

until 3 Sep 2023. Currently, 25 thousand pallets are being stored and are ready-to-issue across 

the four sites, while a ~1.5 thousand issues and a like number of receipts have been executed. 

Coordination of enduring support at four RRCs is underway, with one located in each of the 

VA’s four consortiums (Northeast, Midwest, South, West).

c. Trusted Mission Partners

(1) F-35 Program

Although COVID-19 restrictions proved challenging, DLA Distribution’s support 

to the F-35 program continued unabated. The command’s Business Development team led or

facilitated cross-functional working groups, site surveys, and IPTs with government (JPO, DLA 

HQ, USTC) and industry (Lockheed Martin, Pratt & Whitney, Rolls-Royce). A highlight in early 

FY 21 was the transfer of Pratt & Whitney propulsion material from a third-party warehouse 
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outside of Tinker AFB to DLA Distribution Oklahoma City. This operation concluded 10 weeks 

ahead of schedule. 

Business Development led preparations to receive initial F-35 material or expand 

preexisting footprints at the six other F-35 sites (DLA Distribution Hill, Jacksonville, Warner 

Robins, San Diego, San Joaquin, and Cherry Point). A highlight was beginning the transition of 

wholesale, Lockheed Martin-managed material from its third-party warehouse in Ft Worth to 

DLA Distribution San Joaquin. All other Lockheed Martin material stored off base was relocated 

to a DLA warehouse co-located with the industrial maintenance activity. Meanwhile, as F-35 

operations at Defense Depot Oklahoma City, Oklahoma matured, a balance between 

warehousing and transportation emerged, with increased attention to global heavyweight 

shipments and deployment support. 

Throughout FY 21, Business Development contributed to higher-level F-35 

working groups led by other stakeholders and continued to advocate for DLA and DLA 

Distribution equities at senior meetings, many of which were at the GO/Flag/SES level.

(2) Public Private Partnerships (PPP)

Despite COVID-19 curtailing industry partner prospecting activities, the PPP 

program progressed steadily. Business Development negotiated a fourth (of a possible five) 

partnership. The third PPP, with Parker Aerospace, formally began operations in Aug 2021 at 

DLA Distribution Warner Robins and supports F-15 depot-level maintenance. The PPP is a fiveyear deal projected to generate $240,860 in revenue for DLA. Meanwhile, Distribution had its 

first two “repeat” PPP customers in FY 21, the latest indicator of program effectiveness. First, 

Thales Defense and Security, Inc. requested an extension of its PPP (DLA Distribution San 

Diego) through the end of CY2026. Second, Parker Aerospace requested a short-term expansion 

of its PPP with DLA Distribution Corpus Christi. These two actions project a combined $427

thousand in incremental revenue for DLA. At the conclusion of FY 21, the nearly four-year old 

PPP program represented $3.8 million in actual or projected revenue, cost avoidance, and cost 

reduction. Coming at the cost of just $23 thousand in additional DLA resources highlights a 

taxpayer-friendly return on investment. 

Continuing its role as the agency’s PPP lead, Business Development drafted and 

staffed the legislatively mandated “Year Four Report” to OSD and Congress. The report is a 

holistic assessment of the PPP program. It captures benefits to industry and government, outlines 

financial impacts, and offers recommendations. The DLA Director approved the report in Feb, 

and it was subsequently approved by OSD. It is currently with the House and Senate Armed 

Services Committees. 

Finally, DLA Distribution successfully defended FY22 NDAA Legislative 

Proposal #452, which calls for making the PPP program permanent, before the change in 

presidential administrations caused it to be placed on hiatus. It was ultimately resubmitted and 

reapproved for potential inclusion in the FY23 NDAA.

(3) Warehouse Utilization

Throughout FY 21, DLA Distribution continued participating in OSD’s 

Warehouse Utilization (WU) Reform initiative. Previously referred to as Nontactical Warehouse 

initiative, the WU was designed to optimize the Department’s warehousing network so as to 
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reduce costs and increase readiness. WU initially identified four military service-centric pilot 

locations to study and eventually transition: Anniston, Alabama (Army); Tinker Air Force Base, 

Barstow, California (USMC); and San Diego, California (Navy). 

DLA Distribution remains a stakeholder since it manages robust operations at 

each pilot. Though the other three pilots’ site assessments and execution plans are still being 

finalized, the USMC pilot at Barstow, California, concluded in Jul 2021. Barstow’s WU success 

demonstrates what can be accomplished when elements within DoD work towards a common 

goal. In just four months, the Barstow terrain reset team vacated DLA Distribution from seven 

buildings and moved it into several others, optimizing the warehouse footprint. For a little upfront investment in material movement and rack installation, both USMC and DLA will realize 

tremendous cost benefits. Savings and cost avoidance could exceed $100 million over the FYDP. 

This represents almost a 10-fold return on investment. DLA Distribution remains committed to 

driving down costs and improving readiness at the remaining pilot locations.

d. Modernized Acquisition and Supply Chain Management

(1) Acquisition Operations

(a) Contract Awards/Small Business Goals

In FY 21, Acquisition Operations (Contracting) awarded 3,237 actions 

valued at $414 million in obligations. Of note, Acquisition Operations executed the third 

recompete of the Global Distribution Expeditionary contract which is a labor augmentation to 

support surge and emerging requirements exceeding Distribution’s organic capabilities. The 

awardee is Olgoonik Federal, an 8(a) contractor, with major subcontractor Technica, LLC. 

Additionally, the office executed a multiple award Logistics Modernization Integration Services 

contract for the solicitation’s Pool 2: Individual Distribution center-targeted Automated Material 

Handling Equipment capability upgrades. Three contract awards were made to the following 

companies: Conveyor Handling Corporation (CHC), Werres Corporation, and Unity 

Technologies Corporation.

DLA Distribution’s third industry day was held Jun 9, 2021 using a virtual 

platform. More than 80 companies and 135 individuals participated in interactive briefings and 

one-on-one breakout sessions. Briefings, conducted using DCS Connect, were provided by a 

variety of organizations and Distribution members. Topics included: DLA HQ and DLA 

Distribution acquisition overview, audit advancement, modernization efforts, doing business 

with DLA, DoD 8570 certifications, cybersecurity maturity model certification, and Procurement 

Technical Assistance Center (PTAC) overview.

The small business program exceeded its overall small business goal, 

achieving 74.4% of obligations to small business against a 55% goal. The competition goal was 

met in FY 21; the office competed 93.1% of awarded dollars against an 88% goal.

(b) Acquisition Assistance – Audit Readiness

DLA Distribution Acquisition Operations continued growing our 

programs for contractor-operated Distribution centers (and other similar service contracts) to 

ensuring contracts contain and the vendors meet requirements for Audit Readiness (AR), 
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standardization, and process excellence verification. In coordination with Distribution’s Audit 

Readiness/Compliance Team and the Future Operations directorate, a continued strategy 

incorporates standard process changes and AR requirements with a better-defined warehousing 

practice, along with trend analysis on performance. In FY 21, the requirement for the monthly 

Audit Assertion Memorandum was added, which complements the FY20 changes made for the 

Contractor’s Quality Control Plan. A standard Period End Cut-Off Procedures quarterly 

requirement was incorporated into contracts to meet requirement. These actions facilitate 

contractor performance as well as AR adherence and compliance. 

(c) Acquisition Planning and Assistance Team

In FY 21, DLA Distribution J7 Acquisition Planning and Assistance Team 

completed 267 projects and worked four Distribution Center re-compete packages, the Logistics 

Modernization Integration Services Pool 2 award, the Global Distribution Expeditionary contract 

award, Defense Depot San Joaquin, California, contract re-compete, East Coast COCO stand-up, 

and Meals Ready to Eat Storage Services re-compete. The team continues to develop the WoG 

Support COCO acquisition package. Additionally, it worked 53 Technical Evaluations and 

completed 168 requests for contract modifications. DLA Distribution J7 Acquisition Planning 

and Assistance Team managed acquisition planning and Contracting Officer Representative 

(COR)/alternate COR duties for the Global Distribution Expeditionary contract, to include 38 

Task Orders throughout DLA Distribution center locations and the support for Operations in the 

EUCOM, CENTCOM, PACOM, and AFRICOM AORs. 

(d) Quality Assurance (QA) Program

The Quality Management Program Office (QMPO) maintains the QA and 

Quality Control (QC) programs at all DLA Distribution contractor-operated locations. The 

QMPO also schedules recurring QA and compliance tasks for all Government-operated 

locations, as directed by the J3-OC Audit Readiness staff. The QMPO maintains near daily 

interaction with over 200 assigned Quality Assurance Team (QAT) and Distribution leadership 

staff members to ensure a standardized approach is applied to oversight of distribution. During 

FY 21, QA team members at all locations completed 15,132 surveillance activities, 168,686 

compliance checks, and 5,261 oversight reviews. The QMPO maintains and manages the Quality 

Management Tool. The QA program is continually revised to incorporate distribution-related 

requirements to satisfy contract oversight, DLA Distribution Compliance requirements, and 

controls (financial and operational) for Audit Readiness. As these processes evolve, so to do the 

QA, QC, and compliance checks. Throughout FY 21, the QMPO, working closely with Audit 

Readiness, incorporated compliance checks to document and report performance issues 

specifically related to audit compliance more succinctly. In FY22, the QMPO plans on 

incorporating additional processes for contractor at contractor-operated locations to make 

expanding QC efforts more visible to the headquarters staff. 

(e) Government Purchase Card (GPC)

In FY 21, DLA Distribution completed 6,534 GPC transactions and 

reviewed 1,633 of them. There were 61 documented findings of those reviewed for a 96% 
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compliance rating. The GPC A/OPCs conducted training for GPC billing officials and 

cardholders across the enterprise. Compliant transactions increased from 89% in FY18 to 95% in 

FY19 and FY20, and is currently at 96%. Additionally, J7 analyzed GPC purchases to determine 

if card holders can use Long Term Contracts (LTCs) to streamline the administrative process.

(f) Centralized Ordering Process – Purchase Request (PR) Creation Team

The PR creation team at DLA Distribution Acquisition Operations (J7) 

was formed in 2015 to migrate all orders (local procurement and MILSTRIP) from distribution 

center-level input to centralized DLA Distribution J7 input. This team has proven effective as an 

intermediary between customers and DLA J7 Contracting and significantly improved processing 

time by adding performance goals to the Requirements Justifications position of EBS Purchase 

Requisitions. Centralized input facilitates ordering like items using unique material numbers to 

allow history to be used in preparing long-term contracts. The responsibilities of the PR creation 

team include monitoring, prioritizing, and working incoming requirements; answering customer 

questions; developing submission policies and procedures, and ensuring customer compliance. 

The PR Creation Team generated 5,687 orders in FY 21.

(g) Accountable Property

The DLA Distribution Acquisitions Operations (J7) Accountable Property 

program manages approximately 7,500 general equipment assets at 26 distribution centers with a 

value of nearly $500 million. Two Distribution Accountable Property Managers (APMs) conduct 

daily oversight for the accountable records at the distribution sites, ensuring accuracy and 

working with site Accountable Property Officers (APOs) to complete monthly and annual 

inventories, prepare for inspections and audits, provide training, and work other tasks. In FY 21, 

Distribution completed 100% of monthly inventories on all assets. In addition, Distribution 

APMs have conducted training with new and current APOs.

(2) Continuous Process Improvement (CPI)

(a) Commercial and Government Entity (CAGE) Compromise Project

DLA HQ had been working an issue on suspect parts coming into the 

supply chain, resulting in the allowance of auto awards for low dollar/high demand materiel. 

Enormous stock screenings were placed on Distribution starting with the most vital materiel: 

Nuclear, Critical Safety Items and Weapons Systems. During screening, each individual MILSTD-129 must be checked for the CAGE code and compared to the list of affected CAGEs. If 

materiel is from a suspect CAGE, it must be segregated and suspended, and a Storage Quality 

Control Report (SQCR) written for disposition. The performance of these inspections and 

monitoring of the project is additive and preempts standard daily work at both the distribution 

center and Distribution HQ. In total, 34,047 inspections were performed consisting of 

16,843,745 eaches, with 11,332 SQCRs created. Distribution Centers incurred $12,903,508 in 

billable work to ensure any suspect materiel was suspended. The final phase involved testing and 

researching questionable vendors and secondary prosecution actions. Multiple bad actors have 
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been sentenced to jail and massive financial restitution settlements awarded to the government. 

Distribution is charged with holding all the materiel as legal exhibits until cleared for disposal. 

(c) Supply Discrepancy Report (SDR) Validation Program

Distribution developed and implemented the SDR/SQCR Validation 

program to ensure suspension records are correct and complete, that disposition instructions are 

acted on or rejected appropriately, and that all actions occur within regulatory timeframes. The 

written portion ensures correct discrepancy codes, contract and CAGE data are in appropriate 

fields, verbiage is descriptive and complete, and charges are documented. Acting on the 

disposition instructions in the regulatory timeframes have shown marked improvement. These 

validations have identified where flaws in process and documentation lie. Distribution has 

improved this part of the program. The program was tested through multiple stages, aligns with 

the existing J3 QA program, and has been fully incorporated into that program. The program has 

shown massive improvements in suspended stock across the enterprise.

f. People and Culture

(1) Organizational Culture

(a) DPMAP

Entering the fourth cycle of DPMAP, DLA and DLA Distribution have 

continued to grow in program execution. DLA Distribution successfully executed the 

communication of performance appraisals and plans IAW CDC guidelines during the COVID-19 

pandemic. 

(b) Functional Community Management

Historically, DLA Distribution has maintained a long list of Mission 

Critical Occupations (MCOs). In FY 21, the command reviewed the list. Benefits from the 

review included comprehensive occupation descriptions, confirmation of DLA Distribution’s 

current critical occupations, and the identification of several MCOs for removal.

(2) Recruitment

DLA Distribution participated in numerous virtual outreach events with Virginia. 

This partnership enabled DLA Distribution HQ, Norfolk, and Richmond to market DLA and 

DLA Distribution to potential applicants. 

(a) Recruitment Cadre Revitalization Project

DLA Distribution HQ was an active member in the DLA J1-led 

Recruitment Cadre revitalization project. The Cadre reviewed, updated, and made 

recommendations on the way Recruitment Cadre communicate and the tools they utilize. This 

project resulted in an updated DLA recruitment briefing template, a MS Teams document 
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repository, and the review of virtual recruitment platforms. As a result, DLA Distribution created 

a Community of Practice focused on timely communication of recruitment information, 

networking opportunities, and a document repository for Distributions Center participants.

(b) Direct Hire Authority (DHA)

DHA has been expanded to multiple locations for both General Schedule 

and Federal Wage Grade positions. DLA Distribution published business rules to ensure 

consistent implementation. Data from the hiring actions is collected to review the impact on 

hiring and retention across the network. Distribution Centers utilized free services such as 

emailing local schools and colleges and posting on state employment sites and military bases to 

diversify their recruitment pools.

(c) Summer Internship Program

DLA Distribution reinvigorated the summer internship program at five 

sites to bring on 50 summer hires. DLA Distribution standardized position descriptions for 

Administrative Support, Supply, and General Laborer. Distribution Centers worked with 

community partners to advertise the positions and encourage potential applicants. Hired students 

worked for the summer side by side with a current employee to learn about DLA Distribution, 

our mission, and our support to the Warfighter. 

(4) EEO

(a) Re-organized EEO Office Structure, to include oversight of complaints 

to have one informal manager and one formal manager. The EEO Director assumed 

responsibility of the investigations contract to improve the time to award task orders.

(b) Re-organized so EEO Specialists can draft acceptance and dismissal 

letters.

(c) Began issuing Heritage Month newsletters. Prior to the pandemic, inperson Heritage Month observances were conducted. During the pandemic, the EEO office wrote 

and issued newsletters in place of in-person observances.

(d) Utilized contract investigators: spent $95 thousand to contract 

investigations for formal complaints. This effort was to improve formal complaint processing 

timeliness. Due to added workload, improvement not achieved until office re-organized. 

(e) Procured writing letter of acceptance and dismissal training. Training 

necessary so EEO can write these letters as part of the office re-organization.

(f) Moved EEO office at DDSP to make room for the Eastern Distribution

Center Modernization. This move gave the Eastern Distribution Center (EDC) critical space to 

support the modernization effort, which is intended to make the EDC one of the premier 

warehouses in the world.

(5) Safety

FY 21 was a challenging year with many unforeseen hurdles to overcome. These 

affected all directorates to include the Safety & Occupational Health (SOH) office in numerous 
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different ways. While FY 21 was not a “normal year” by any stretch of the imagination, it also 

provided opportunities to be creative in improving the SOH program. The following is a 

summary of initiatives, processes, and methods enhanced or updated during the year.

(a) SOH

During FY 21, the SOH office diligently worked with all Distribution 

Centers to transition from the previous job hazard analysis process to the deliberate risk 

assessment process. By utilizing the new process, Distribution Center commanders and directors 

can effectively break down any hazard, issue, or concern and develop a plan for controlling risks 

before they lead to injury/illness. This process involves all levels of the chain of command. 

Moving forward, the SOH office is updating the Distribution SOH 

Program Manual to ensure all new DLA requirements are covered and the forthcoming DoD 

Safety Management System structure is successfully implemented. The office will also further 

refine its Mishap Investigation Analysis process to improve all investigations.

(b) COVID-19

Throughout FY, the SOH office collaborated with Distribution leadership 

and DLA Human Resources to oversee, evaluate, and support the centers about the COVID-19 

pandemic. This included daily monitoring of the public and center case rates, public vaccination 

status at the centers, and transmission rates. Any identified areas were flagged for monitoring or 

the deployment of the Distribution COVID-19 Assessment Team which would develop 

corrective actions or support needed. As the pandemic was unprecedented, there were consistent 

changes in guidance provided. To combat this, the SOH team collaborated with the Distribution 

Deputy Chief of Staff, Human Resources Customer Account Manager (CAM), and General 

Counsel to ensure that processes developed or guidance given was adhered to applicable policies. 

They also evaluated situations and events to ensure effective control measures were developed. 

(c) Radiation Protection Program

The Radiation Safety staff maintained a high level of customer service by 

implementing alternate training methods, to include video teleconference, Learning Management 

System, Skype, and Teams. It also assisted with the transfer of each site’s Radiation Protection 

Officer Database (RPODB) to segregated network locations to maintain information security. 

Further, the staff initiated an effort to have the RPODB completely rewritten and modernized so 

that it is more efficient for Distribution Center end users. During FY 21, the Nuclear Regulatory 

Commission (NRC) inspected the Distribution Radiation program and NRC license, including 

management oversight of the program. The inspectors visited six Distribution Centers as well as 

Distribution HQ as part of the inspection, which resulted in a finding of no violations noted. 

(7) SARC

(a) In-person Prevention of Sexual Harassment & Sexual Assault 

Prevention and Response training Adobe Connect sessions were established for each quarter to

offer live interactive POSH/SAPR training to 160 DLA Distribution supervisors & employees.
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(b) Apr 2021 was Sexual Assault Awareness and Prevention Month; BGen 

Reventlow created a video message promoting SAPR Month. Along with Mr. Perry Knight, he 

signed a Proclamation recognizing the focus area. Additionally, the Virtual Teal Ribbon Relay 

surpassed our initial goal of 1,026 miles (the distance connecting each MSC) and finished strong 

with 55 Distribution employees covering 3,996. miles (Apr 1-30). 

g. Fiscal Stewardship

(1) Operating Materials & Supplies (OM&S) Inventory - DLA Distribution is 

currently conducting a 100% wall-to-wall inventory of OM&S for the Navy shipyards at Puget 

Sound, Washington; Pearl Harbor, Hawaii; and Norfolk, Virginia. These inventories involved 

growing our Inventory teams by over 30 FTEs across three sites, include over 376 thousand total 

inventories, and are currently on track to be 100% complete come the Mar 31, 2022 deadline. 

(2) Nuclear Inventory - Distribution is also supporting Norfolk Naval Shipyard’s 

inventory efforts by performing a 100% count of material at that site under Nuclear custody. In 

the past six months the Distribution personnel have counted over 17,000 NSNs, 1 million eaches, 

and are currently 99% complete with first counts which is dramatically ahead of the Navy’s 

schedule. DLA Distribution’s efforts at the Shipyards not only support the customer as they 

proceed forth on their Audit journey, but also provide increased fidelity and trust in Navy 

material access technology. 

h. Digital Business Transformation

(1) Modernization Efforts

(a) Warehouse Management System (WMS)

DLA is poised to transform the way it does business. The dedication, 

manpower, and diligence put into WMS during FY 2021 will allow the agency to process all 

transactions coming into DLA Distribution sites. WMS will refresh the Distribution Standard 

System (DSS) by streamlining storage, distribution, and transportation to align with industry 

standards, creating a single system for all of DLA. WMS will provide efficient warehouse 

management capabilities such as greater visibility and control and real time logic for inventory 

tracking, cross-docking, and order fulfillment. WMS is a SAP-based commercial off-the-shelf 

product that will align property management and transportation on a single platform, reducing 

complexities and streamlining processes. The transportation management module will 

complement DLA’s management of transportation planning, optimization, and freight tendering. 

This module covers the full range of transportation modes: air, ocean, rail, and motor. Full 

operational capability at Corpus Christi is scheduled for the beginning of FY22. WMS will 

eventually interface with the Enterprise Business System (EBS). The WMS team is committed to 

ensuring the workforce is prepared for the next era of technological advancement.

(b) Voice Technology

Voice technology system uses speech recognition and synthesis to allow 

operators to communicate with the WMS using only their voices. The staff on the warehouse 
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floor uses a headset and microphone to receive instructions by voice, and verbally confirm their 

actions. The voice initiative addresses many automation requirements identified by DLA 

Distribution. Commercial voice pick technology is a proven solution that will significantly 

improve labor efficiency, freeing warehouse personnel to engage in other tasks. It will speed 

inventory, receiving, and stowing; improve inventory accuracy, reduce lost product, and increase 

safety.

Voice technology was successfully piloted at DLA Distribution San 

Joaquin during FY19. Pilot results yielded a 35% productivity gain in pick processing along with 

an increased efficiency. Implementation across the enterprise began in FY20 with DLA 

Distribution Susquehanna. Despite COVID-19 constraints, DLA Distribution, HQJ6, and 

Honeywell deployed voice technology at seven more sites: San Joaquin, Warner Robbins, 

Norfolk, Oklahoma, Utah, Red River, and Jacksonville. Additional deployments are scheduled 

through FY24. Voice stow functionality was fully developed near the end of the FY and is 

scheduled for testing and release early in FY22.

(c) Automated Inventory

Automated inventory meets Warfighter needs and incorporates enterprise 

architecture. Maintaining and continuously improving end-to-end visibility of assets; enhancing 

visibility of assets in-transit, in-storage, in-process, and in-use; improving efficiency of physical 

inventories, receipt processing, cargo tracking, and unit moves; increase inventory existence and 

completeness in support of audit readiness; ensure asset visibility authoritative data are 

discoverable, accessible, and understandable in order to support informed logistics decision 

making across DLA.

DLA Distribution, in conjunction with DLA J6 R&D, is reviewing 

multiple solutions to provide an autonomous/automated inventory system that will improve 

inventory accuracy, material accountability and visibility and provide better audit posture for the 

agency. DLA Distribution has begun feasibility studies (Phase I pilots) on a low energy 

Bluetooth solution to track items within location and within warehouses. Bluetooth tags include 

accelerometer technology to notify team of all material movement by item. A second pilot also 

concluded in Phase I, was an autonomous drone solution utilizing radio frequency identification 

to scan items in location at set intervals. DLA is also pursuing an other transaction authority 

contract to possibly combine efforts moving forward. These efforts will reduce operating costs 

and improve efficiency during the 100% inventory process.

(d) Robotic Process Automation (BOTS)

Distribution Stock Readiness was able to develop several BOTs to 

automate processes and streamline daily work for the personnel in the warehouses. BOTs were 

written to generate the daily workload for each distribution center. This ensures that the 

workload is available for DC personnel to immediately start their workday. It also ensures that 

the correct data and complete workload is available to each DC; this supersedes them having to 

run their own workload report. Distribution has written BOTs to run and send the regulatory 

required follow ups and alleviate the manual workload of sending these on a regular basis. The 

most effective BOT to date sends the DD1225 forms to the military Services. Previously, each 

Stock Readiness worker that generated a 1225 suspension on a service-owned item had to return 
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to their workstation and physically print and email each individual record. This BOT sends all 

individual service-owned 1225 records at the end of the day. This alleviates the manual workload 

for the Stock Readiness employee and ensures that the record gets to the appropriate owner 

without relying on human intervention and without human errors.

i. EDC Modernization

The EDC is DoD’s largest distribution center with 1.8 million sqft of storage and 

distribution processes under one roof. It opened in the early 1990s and has been operating with 

the same equipment ever since. DLA studied business practices and workload with the assistance 

of St. Onge to develop a future state. The study allows us to implement both proven and cuttingedge technologies in distribution automation to enhance logistics support and produce more 

reliable, responsive, and cost-effective solutions. The ~$200 million contract was awarded to 

Advantaged Solutions, Inc. in Sep 2020. Once completely implemented, the EDC will have a 

139% increase in systemic throughput, 239% increase in pick-rates, 20% improvement in labor 

production, 100% materiel location accuracy, and a 70% increase in order verification. All of 

this is happening within the existing infrastructure and workforce. The new Warehouse 

Execution System will provide real-time data and analytics to improve workload management 

and place employees in the most critical areas. A robust organization Change Management team 

will drive adoption. 
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Defense Logistics Agency

DLA Human Resources (J1)

Fiscal Year 2021 Historical Report
95

1. Introduction

Fiscal Year (FY) 2021 was a year of significant transitions for the DLA Human Resources (J1) 

workforce, with two senior leader positions changing and acting leaders maintaining 

responsibility for months in the interim. 

a. In Feb, longtime director Mr. Brad Bunn was selected as DLA vice director. J1 Deputy 

Director Mr. Billie Keeler served as acting director for seven months. 

b. Early on, Ms. Hong Miller, administrator of the J1 operational arm, DLA Human 

Resources Services (DHRS), stepped up as acting deputy director, and Mr. Pete Marchesani, 

DHRS Director of Enterprise Operations, served as acting DHRS administrator. However, Ms. 

Miller departed DLA in early Jun, and Ms. Laurie Hall, Staff Director for Policy, then served as 

acting deputy director for three months. 

c. DHRS came under new permanent leadership when Ms. Melissa Lalonde was hired 

into the newly created position of DHRS deputy director in Jun and Ms. Tanya Everett came 

aboard as new DHRS director (formerly DHRS administrator) in Jul.

d. J1’s slate of leaders was finally complete when the new DLA Human Resources 

Director Ms. Sharyn Saunders arrived from the Drug Enforcement Agency in Sep.

Throughout this turmoil, the organization never lost sight of its customer focus, particularly in 

leading the agency’s Coronavirus Disease 2019 (COVID-19) Coordination Team (CCT). As 

DLA entered the second year of worst public health crisis in a century, J1 continued managing a 

workforce divided among those able to telework and maintain productivity from their alternate 

work location (typically their home) – though dealing with challenges such as new technology, 

isolation, and childcare – and those who continued reporting to DLA’s warehouses and industrial 

sites despite concerns over their health and requirements for face coverings, social distancing, 

and increased sanitation. 

This mission was made more challenging in Jan after the change in presidential administrations 

shifted policies for pandemic management. The most noteworthy changes were mandates to 

vaccinate all military service members and the entire federal workforce, announced in Aug and 

Sep 2021, respectively. 

Despite the pandemic, J1 provided timely, comprehensive, and professional support to customers 

within and outside DLA. In FY 21 we achieved a 93% Agency Personnel Fill/Readiness rate, 

filling 6,234 positions and onboarding new employees in a predominantly virtual work 

environment. 

DLA J1 also provided the best possible support for other DoD organizations. At the end of FY 

21, DLA J1 provided reimbursable HR services to:

a. Defense Advanced Research Projects Agency (DARPA)

b. Defense Commissary Agency (DeCA)

c. Defense Contract Management Agency (DCMA)

d. Defense Counterintelligence and Security Agency (DCSA)

e. Defense Human Resources Activity (DHRA)
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f. Defense Media Activity (DMA)

g. Defense Security Cooperation Agency (DSCA)

h. Defense Threat Reduction Agency (DTRA) 

i. Missile Defense Agency (MDA)

j. National Reconnaissance Office (NRO)

k. Office of the Chairman of the Joint Chiefs of Staff (OCJCS) and the Joint Staff 

l. Space Development Agency (SDA) 

m. U.S. Transportation Command (USTRANSCOM) 

2. Identity

a. Mission

In support of the DLA mission, DLA Human Resources ensures a mission-ready workforce to 

support America’s warfighters while setting the standard for people and culture innovation. 

b. Vision

In support of the DLA vision, DLA Human Resources strives to be the best in our business. 

c. Values

We live the DoD Core Values of Leadership, Professionalism, and Technical Knowledge 

through Dedication to Duty, Integrity, Ethics, Honor, Courage, and Loyalty. To us, this translates 

to four tenets: 

1. In strategy, people first. 

2. In action, customer focused. 

3. In execution, effective and efficient. 

4. In leading change, innovative and bold. 

3. J1 Resources and Key Leaders

Resources

J1 Full Time Equivalents (FTEs) (Authorized) 908

Working Capital Fund 65%

Reimbursable 35%

Major J1 Population Centers

Whitehall, OH 546

New Cumberland, PA 170
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Ft Belvoir, VA 104

San Joaquin, CA 20

Philadelphia, PA 15

Richmond, VA 16

Battle Creek, MI 10

Key Leaders

Leader Position 

Ms. Sharyn Saunders Director, DLA Human Resources (J1) 

Mr. Billie Keeler Deputy Director, DLA Human Resources (J1) 

Ms. Chaletta McCoy Staff Director, Human Capital Program 

Development (J12) 

Mr. Darryl Roberts Staff Director, Labor and Employee Relations 

Policy (J13) 

Ms. Laurie Hall Staff Director, Human Resources Policy (J14) 

Ms. Cheryl Steptoe-Simon Staff Director, Human Capital Business 

Integration (J17) 

Mr. Stephen Herrmann Director, J1 Business Office

CAPT Danny King, USN Director, J1 Plans and Operations

Ms. Tanya Everett Director, DLA Human Resources Services 

(DHRS) 

Ms. Jill Dixon Cromer Director, DHRS, DLA Customers 

Mr. Derek Saunders Director, DHRS, DoD Customers

Mr. Peter Marchesani Director, DHRS, Enterprise Operations

Ms. Yolanda Howell Director, DHRS, DLA Training 

Ms. Kathryn Roberts Director, DHRS, HR Information Systems 

Ms. Lisa St. Peter Director, DHRS, Travel and Payroll

Mr. David Tighe Director, DHRS, Military Personnel and 

Administration 

Key Staff Members

Ms. Kathleen Rhem HR Communications Manager

Ms. Bethrece Cheek SAPR Program Manager

MSgt. Demetrius Wofford, USAF/SSG Gerard 

Macon, USA

Agency Synchronous Operations Center (ASOC) 

Liaisons

4. Pandemic Management

a. DLA COVID-19 Coordination Team 

As DLA navigated the second year of the pandemic, the J1 Coronavirus Working Group 

transitioned to the DLA COVID-19 Coordination Team (CCT), led by J1 and consisting of 

representatives from EEO, General Counsel, DLA Acquisition, and Installation Management. 

The CCT continued to guide DLA’s leaders and workforce in dealing with complicated and 
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evolving guidance from the White House’s Safer Federal Workforce Task Force, Office of 

Personnel Management (OPM), and DoD. This team went on to be named the DLA Large Team 

of the Year at the annual Employee Recognition Awards.

b. DLA COVID-19 Safety Plan

On Jan 20, 2021, President Biden issued Executive Order (EO) 13991, “Protecting the 

Federal Workforce and Requiring Mask-Wearing,” which took a data-driven approach to safety 

in federal workplaces and prompted a joint OPM/Office of Management and Budget (OMB) 

memo requiring each federal agency to develop a COVID-19 Safety Plan. J1 took the lead for 

DLA, adopting the Safer Workforce Task Force and DoD COVID-19 Task Force model safety 

principles, as consistent with Centers for Disease Control and Prevention (CDC) guidance.

In Apr, DoD released “Guidance for Commanders’ Risk-Based Responses and 

Implementation of the Health Protection Condition Framework during the Coronavirus Disease 

2019 Pandemic,” establishing onsite employee thresholds for the health protection condition 

(HPCON) framework. J1 incorporated this framework into the DLA COVID-19 Safety Plan.

c. Evolving Guidance

(1) Vaccinations/Authorized Admin Leave

On Apr 14, 2021, the Defense Department authorized civilian employees up to 

four hours administrative leave to obtain the COVID-19 vaccination and up to two days 

administrative leave to recover from its effects. J1 quickly drafted guidance and developed a 

timecard code. However, once the President issued the EO mandating vaccinations for federal 

employees on Sep 9, the Safer Federal Workforce Task Force revised administrative leave to 

duty time since it was now a condition of employment. Employees were also authorized four 

hours administrative leave to receive COVID-19 boosters and accompany a family member to 

obtain the COVID-19 vaccination. J1 consistently communicated changes to leadership and the 

workforce.

(2) Masks

Another aspect of President Biden’s EO, “Protecting the Federal Workforce and 

Requiring Mask-Wearing,” and DoD’s Force Health Protection Guidance Supplement 17 was the 

requirement for employees, contractors, and visitors to wear a face mask on federal facilities. As 

more employees became vaccinated and COVID-19 cases declined, the CDC and DoD removed 

the mask mandate for vaccinated employees. However, as the Delta variant surged, mask 

guidance was revised yet again to require all employees to don face coverings in areas where 

COVID-19 transmission was substantial based on data posted to the CDC website. In areas with 

low or moderate transmission, vaccinated employees were not required to wear masks.

(3) Emergency Paid Leave/American Rescue Plan Act

The American Rescue Plan Act (ARPA) of 2021, enacted on Mar 11, established 

a new temporary category of emergency paid leave for federal employees. Eligibility was based 
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on COVID-19-related circumstances. Financial support came from a $570 million Emergency 

Federal Employee Leave Fund administered by OPM. J1 issued guidance for implementing this 

new leave and worked with the Defense Department/OPM to ensure the agency was properly

reimbursed. Per the ARPA, this emergency paid leave expired at the end of the fiscal year.

(4) Reconstitution Pause/Progress

In Jun, with COVID-19 cases decreasing significantly, OMB, OPM, and the 

General Services Administration issued guidance on returning employees to worksites. Per the 

guidance, each Executive Branch agency was required to submit a reentry approach and schedule 

to OMB for feedback with a final reentry plan due by July 19. The expectation before the 

resurgence in COVID-19 cases was for the Defense Department’s guidance to be prepared by 

early September and issued with the caveat that bargaining obligations must be met and 

employees provided 30 days’ notice of their return. Until these obligations were met, employees 

were to remain in a maximum telework status. J1 communicated this pause with leadership and 

the workforce. It remained in effect through the fiscal year. 

d. Communications and Reporting

J1 and the CCT continued communicating with employees throughout the year, 

publishing 15 all-hands messages and about 60 FAQs, as well as coordinating with the DLA 

Director’s office to create a video encouraging vaccination. In addition, J1 kept the DLA 

Coronavirus Information site updated with guidance summaries and links to resources.

As we transitioned through the end of FY 2021, DLA Human Resources leaders and staff 

continued to use daily accountability and a quarantine tracker to identify positive cases, 

hospitalizations, and COVID-19-related fatalities, as well as those subject to mandatory 

quarantine. J1 staff also answered hundreds of questions from employees. 

5. J1 Annual Operating Plan (AOP) Initiatives

a. Human Capitol Development DoD Customers

The DoD Fourth Estate/Defense Activities and Field Activities (DAFAs) Civilian Human 

Resources Shared Service Delivery (HRSSD) was established as a result of DoD, GAO, and 

Congress recognizing the need for increased efficiencies, better delivery, and a standard model. 

Defense components and DAFAs were advised that DoD is evaluating potential duplication of 

effort in HR shared-service delivery. The HR Management Reform Team is managing this effort 

through the HRSSD Working Group (WG) and the Reform Management Group. The Civilian 

Shared Services Board would oversee HR services, make decisions regarding provider changes, 

share best practices, standardize metrics, and review efficiencies. 

Using the WG framework, DoD is assessing HR providers with a focus on the Fourth 

Estate. Based on this review, DoD may reduce or better manage duplication. DLA 

representatives participated in the various DoD WGs. DLA J1 supports DoD’s efforts to increase 

efficiencies, reform HRSSD, address duplication, and develop an HR service delivery model by 

providing HR services and systems to 15 DoD agencies and/or organizations. Additionally, J1 

provided senior representatives assistance in collecting data and interpreting policy.
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The HR SSD WG included representatives from Fourth Estate HR Service providers.

DLA provided members to participate in each of the WGs. The WG recommended 

implementation of the most effective, economical, and efficient HR SSD model in support of 

DoD’s goal to reform the Department’s business practices. The Reform Management Group 

(RMG) concurred with establishing a Pilot HR SSD Governance Board and proceeded with 

implementation of an HR SSD Model. Two Working Groups were established: Performance 

Metrics (PM) and Delivery Cost Model. The purpose of the PM WG is to collect data for each 

performance metric, reduce inconsistencies across components, and establish business rules 

defining integration points between the Time to Hire (TTH) effort and Civilian Human 

Resources Shared Service Board (CHRSSB).

The Boston Consulting Group (BCG) led an effort to analyze the HR cost applied to an 

agreed upon Cost Decision (CODE) Framework of HR capabilities, which includes an evaluation 

of Activity Based Management (ABM) and Lean Six Sigma to identify cost savings and 

efficiency opportunities. The WG slowed during COVID-19 but has begun to review data again 

looking toward FY22. Metrics drivers such as the CODE framework and Human Capital 

Operating Plan (HCOP) are still being analyzed.

b. Human Capital Development USTRANSCOM

In Feb 2019, United States Transportation Command (USTRANSCOM) entered into a 

one-year pilot with DLA to provide civilian hiring and benefits administration services. Results 

show a reduction in time to fill from 220 days with the former provider to 80 days with DLA. 

Accordingly, USTRANSCOM requested an extension for 2020. In Aug of that year, the 

combatant command began seeking approval from the Assistant Secretary of the Air Force, 

Manpower and Reserve Affairs; Director of DLA; Deputy Commander of the Joint Staff; and 

Deputy Secretary of Defense to transition HR servicing for Staffing and Benefits to DLA

permanently. USTRANSCOM added Learning Management System (LMS) and classification 

support in 2021. The request is still in coordination;nd the pilot is being extended for a third 

year. 

c. Enterprise Resource Planning (ERP) System Migration

The DLA J1 Human Capital Business Integration team continued transitioning the SAP 

ERP to cloud-based hosting and a standard version by completing business transformation 

studies; determining Business Process Reengineering opportunities; and challenging laws, 

policies, and regulation. These efforts will improve DLA’s auditability, accelerate capability 

development, streamline business processes, decrease cybersecurity vulnerabilities, reduce 

aggregated costs, simplify upgrades, and improve innovation as technologies evolve.

d. Warehouse Management System (WMS)

DLA Human Resources continued its successful journey in the Human Performance 

support of the Warehouse Management System during FY 21. Its Human Capital Business 

Integration Team developed training materials for the various IT increments and delivered 

several training sessions during to support implementation.
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e. Sustain Audit Readiness for Hire to Retire (H2R) Business Cycle

DLA Human Resources continued its successful journey in the audit sustainment arena 

during FY 21. Due to COVID-19 restraints, auditor Ernst & Young transitioned to more virtual 

activities but kept a demanding timeline. The J1 Human Capital Business Integration Team: 

(1) Completed FY 2021 Statement of Assurance (SOA) testing.

(2) Registered no exceptions in the FY 2021 Financial Statement Audit.

(3) Coordinated over 150 Provided by Customer (PBCs) documents and 

conducted multiple meetings with EY auditors, Office of the Secretary of Defense (OSD), 

Department of Defense Office of Inspector General (OIG), and DLA OIG.

f. Future of Work

J1 and DLA Installation Management (DM) co-led the Future of Work line of effort 

(LOE 5). LOE 5 has three objectives. It is focused on DLA CONUS (non-Federal Wage Service 

[FWS]) and military population with the intention of later addressing touch labor (FWS) and 

OCONUS. During FY 21, the LOE 5 FoW Governance structure was established (FoW 

Enterprise Working Group [EW], FoW Stakeholders Council, and monthly in-progress reviews 

with J1 Director and DLA CoS-DM). Focus Groups and Senior Leader Interviews were 

conducted to build upon the insights gathered from the DLA Virtual Work Survey. 

g. Revise the Human Resources Management (HRM) Curriculum

DLA Training personnel redesigned the training plan for DLA and serviced DoD 

supervisors on the mandatory Human Resources Management (HRM) course, which focuses on 

federal civilian personnel authorities, regulations, tools, and processes. The training was 

revamped to align with the DoD 2019 Managerial and Supervisory Learning and Evaluation 

Framework. The new program increases DLA’s credibility with customers, offers better control 

of scheduling, is less time consuming, and provides consistent instruction.

h. Sustain Succession Management for Critical Succession Positions (CSPs)

The DLA Succession Management Program implements an effective plan for manning all 

positions considered critical to the organization’s mission. The succession management process 

enables organizations to identify positions; attrit risk; assess the knowledge, skills and abilities 

individuals in those positions; and locate training opportunities and retention and recruiting 

strategies to close competency gaps. During FY 21, the CSP Annual Review and the CSP 

Annual Report was completed and the test phase of the CSP Repository Module in the DLA 

Learning Management System (LMS) was launched.

i. Execute Direct Hire Authorities for FY 21 Allocations

Maximizing use of direct-hire authorities (DHA) authorized by Congress and prescribed 

by DoD allows DLA to attract a more diverse workforce. These authorities help with rapid 

targeted recruitment. This involved working with customers to develop strategies, notifying 
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customers of available Post-Secondary Student and Recent Graduate (PSS&RG) DHA 

allocations (allocations are requested in advance and usage is tracked), and re-assessing 

recruitment needs mid-year, and reallocating available DHAs. DLA utilized all 100 allocations 

received and requested a additional five. 

j. Build and Strengthen Key Competencies to Enhance Civilian Workforce Management

Two Bi-Annual DLA Functional Community Manager (FCM) meetings were conducted 

virtually to share information and best practices with the DLA FCMs, FCM POCs and other 

stakeholders. The DLA Operations Research functional community developed a competency 

model and completed a competency assessment via DLA LMS to identify skill gaps. The EEO 

workforce (part of the Human Resources functional community) developed the GS-0260 Career 

Guide and associated career management tools to assist the GS-0260 workforce in career 

development.

k. Prepare and Execute Renegotiation of DLA-AFGE Master Labor Agreement

At the end of the fiscal year, the agency and American Federation of Government 

Employees Council 169 were at impasse over the terms of a renegotiated Master Labor 

Agreement (MLA). The agency has requested the Federal Service Impasses Panel to resolve the 

impasse. This will be the second time the agency has requested assistance from the panel. 

Negotiations on a new MLA commenced in Jul 2019. After two rounds of mediation, the parties 

were again unable to agree on a new MLA. The agency submitted its second request for panel 

assistance in May 2021 and has been working with the assigned representative, providing 

information on the parties’ bargaining history and the issues. 

6. Miscellaneous Enterprise Support

a. Anti-extremism Stand-Down Training

On Feb 5, 2021, Secretary of Defense Austin issued instructions to all Defense agencies 

and organizations to conduct a “stand-down” within 60 days to address extremism in the 

Department. This posed significant challenges within DLA, with its widely distributed while and 

blue collar workforce in dozens of locations across the nation and overseas. To meet this 

mandate, J1 assembled a team of subject-matter experts from DLA Training, J1 HR Systems, 

Public Affairs, Installation Management Security and Emergency Services, DLA Intelligence, 

DLA General Counsel, the DLA Director’s Staff, and DLA Equal Employment Opportunity. 

This team developed an online training program delivered via the Learning Management System 

(LMS), with a mandatory completion date, and a survey function to provide communication 

between management and the workforce.

In three weeks, this team researched this complex and sensitive issue; wrote a script that 

met all requirements set forth by the Defense Secretary; recorded videos of DLA’s three senior 

leaders – the DLA Director, Vice Director, and Senior Enlisted Advisor – discussing key 

messages and highlighting agency values and priorities; packaged these videos and a curriculum 

created by DLA Training into a half-hour online virtual training session; and launched it via 

LMS. The team also loaded the complete training video onto a public DoD video server for 
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deployed personnel and those working at remote sites with limited access to the DLA network. 

From the Mar 22, 2021, launch date to the DLA-Director-imposed deadline of Apr 30, 2021, 

99.14% of the DLA workforce worldwide completed this training.

b. Employee Recognition

Throughout the pandemic, the DHRS Enterprise Operations team continued managing

the DLA awards program, making adjustments to accommodate COVID-related restrictions. 

During the 53rd Annual Employee Recognition Awards Ceremony, released as a virtual 

program on Jan 26, 2021, the following personnel were recognized as the Outstanding 

Employees of the Year, DLA’s highest annual recognition for current employees:

(1) Air Force Technical Sergeant Griselda Hewett, DLA Logistics Operations

(2) Paolo Pappalardo, DLA Distribution

(3) Air Force Technical Sergeant Zachary J. Beggin, DLA Energy

(4) Lloyd C. Cromwell, DLA Aviation

(5) Jennifer J. Bertone, DLA Energy

(6) Ronda L. Mensch, DLA Office of Inspector General

(7) Cassandra C. Glos, DLA Distribution

(8) Ryan B. Collier, DLA Land and Maritime

(9) Sharon M. Croll, DLA Acquisition

(10) Navy LCDR Hugh P. Wilson, USN, DLA Logistics Operations

Members of the DLA Hall of Fame Class of 2021 were announced in Jul, however their 

induction ceremony was postponed and then converted to a virtual event and released in Nov

2021 due to COVID-19 restrictions on public gatherings. Inductees are:

(1) Denise Canada, former Technical Quality Senior Advisor, DLA Aviation

(2) Christos Cosfol, former Deputy Director, Procurement Process Support, DLA 

Troop Support

(3) Thomas Legeret, former Director, Disposal Operations, DLA Disposition 

Services

(4) James McClaugherty, former Deputy Commander, DLA Land and Maritime

(5) Stephen Sherman, former Director, DLA Document Services

7. Conclusion

Throughout the second year of pandemic management, DLA Human Resources continued to 

analyze the continually evolving situation and issue personnel guidance and policy. With 

extensive and ongoing support from DLA Human Resources, both populations of DLA 

employees – those who could telework and maintain productivity from alternate (home) 

locations and those who continued to work in DLA’s warehouses and industrial sites – were able 

to continue supporting Agency operations. 
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Like the previous year, the J1 team improved service to its diverse and growing customer base

while simultaneously supporting agency personnel through an unprecedented crisis. In addition 

to the accomplishments outlined above, J1 team members:

a. Graduated 258 Pathways to Career Excellence (PaCE) participants.

b. Reduced workers' compensation costs by over $2 million through aggressive “return to 

work” interventions and case management.

c. Delivered 807 DLA classes – 783 virtually, 24 face-to-face – for a total of 11,510 

students; delivered 61 classes for a total of 1,044 students in DoD Customer organizations.

d. On-boarded Defense Contract Management Agency (DCMA), Space Development 

Agency (SDA), and the Defense Commissary Agency (DeCA) onto the DLA Learning 

Management System (LMS) while sustaining LMS support for Defense Human Resources 

Activity (DHRA), Defense Security Cooperation Agency (DSCA), and U.S. Transportation 

Command (USTRANSCOM).

e. Led a cross-functional team to review and revise mandatory supervisory elements for 

the DoD Performance Management and Appraisal Program (DPMAP).

DLA J1 leaders are proactively preparing to:

a. Examine what was done well in the pandemic and what to improve on in the future.

b. Modernize DLA’s approach to work – and workplace – so the agency and its 

workforce are ideally positioned for continued success in a post-pandemic world. 

c. Implement a new, more agile Master Labor Agreement in accord with the everchanging national security environment. 

d. Expand HR services by supporting DLA’s mission-ready workforce and external HR 

customers. The pandemic put the organization’s problem-solving skills to the test, and all of J1 

lived up to and demonstrated the Agency’s core values throughout this fiscal year. 
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Defense Logistics Agency

DLA Logistics Operations (J3) 

Fiscal Year 2021 Historical Report 

 
106

1. Organizational Overview

a. DLA Logistics Operations (J3) Leadership

(1) FY 21 saw significant changes to the DLA Logistics Operations leadership 

team. RADM Doug Noble took over as the Director of Logistics Operations and Commander of 

Joint Regional Combat Support. He was joined by Ms. Kristin K. French as the Deputy Director 

of Logistics Operations. Mr. Kevin Kachinski ended the year as the Acting Executive Director of 

Operations and Deputy Commander of Joint Regional Combat Support. The Regional 

Commands saw two changes: COL Gerard M. Acosta took command of DLA CENTCOM & 

SOCOM and COL Faith Chamberlain took command of DLA Europe & Africa. 

(2) The reorganization that started in FY 20 continued in FY 21. J32, led by Mr. 

Patrick Dulin, took on new missions and a new name as the Strategic Programs and Integration 

Executive Directorate. J34 was renamed as the Logistics Policy and Programs Executive 

Directorate, continuing under the leadership of Mr. George W. Atwood III. The accompanying 

General Order will be complete in FY 22. 

(3) A refinement of DLA’s Command and Control (C2) Construct continued as 

well. The C2 Construct defines how DLA’s Regional Commands – those that answer to the 

Headquarters as well as those that answer to the Major Subordinate Commands (MSCs), interact 

in their support to the Combatant Commands (CCMD). 
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b. DLA Logistics Operations Mission:

DLA Logistics Operations (J3) is responsible for management of DLA’s eight end-to-end 

supply chains. Provides logistics and materiel process management policy, guidance, and 

oversight. Integrates strategic, operational, and tactical perspectives, and C2 functions for 

contingency operations and adaptive planning to influence the end-to-end logistics supply chain. 

J3 is the principal strategic, operational, and tactical planner for DLA business operations. 

Additional responsibilities include overseeing the daily operations of all J3 activities and 

engaging DLA HQ Directorates and MSCs. Additionally, J3 serves as the DLA Enterprise 

Logistics Functional Community Manager.

J3 serves to maximize readiness and logistics combat power by leveraging enterprise 

solutions. To fulfill this mission, organizational elements are aligned under J3 to include 

Operations Executive Directorate (J31), Strategic Programs and Integration Executive 

Directorate (J32), and Logistics Policy and Programs Executive Directorate (J34).

The Director, DLA Logistics Operations, provides a single focal point to theater 

Combatant Commanders, their Service components, and coalition forces for all DLA liaison and 

logistical planning for DLA supply and services support. The J3 manages DLA Europe & Africa, 

DLA Indo-Pacific, and DLA CENTCOM & SOCOM. Oversees three O-6 level Regional 

Commanders exercising regional command responsibilities for DLA Enterprise operations 

monitoring, coordination, and planning, and coordinating and synchronizing the logistic support 

and service missions of all DLA activities within each theater for Combatant Commanders.

These DLA Regional Commands have directional authority of all DLA entities and DLA 

employees operating in or assigned to their regions. The Regional Commands are comprised of 

Active Duty and Reserve military, DoD Civilians, and Local National Civilians representing all 

DLA organizations.

c. J31 – Operations Executive Directorate:

Coordinates and integrates DLA’s Logistics capabilities with CCMDs, the military 

services, the Joint Staff, other Combat Support Agencies, and designated Federal agencies. 

Provides integrated situation understanding at all levels of operations. Commands and controls 

contingency operations and natural disaster responses. Conducts adaptive planning.

The Operations Executive Director (J31) is assigned the additional title of Deputy 

Commander, Joint Regional Combat Support. 

Assists Director, DLA Logistics Operations and Commander, Joint Regional Combat 

Support in serving as the single focal point for theater Combatant Commanders, their Service 

Components, and coalition forces. Assists in managing DLA Europe & Africa, DLA IndoPacific, and DLA CENTCOM & SOCOM. Aids the commander in overseeing three O-6 level 

regional commanders, to include monitoring, planning, coordinating, and synchronizing logistics 

for all DLA activities within each theater for Combatant Commanders.

d. J32 – Strategic Programs and Integration Executive Directorate

Lead world-class strategic programs, integration, and mission support to the DoD and 

Whole of Government to optimize DLA performance and mission success. The Strategic 
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Programs and Integration Executive Directorate is comprised of the Nuclear Enterprise Support 

Office, Strategic Solutions Division, Mission Assurance Division, and the Programs and 

Analytics Integration Division.

e. J34 – Logistics Policy and Programs Executive Directorate:

Oversees the development and dissemination of enterprise-wide business and supply 

chain management policy for order fulfillment, planning, stock positioning, retail sustainment, 

asset management, transportation, distribution network, disposition, technical/quality functions, 

and business cycle processes. Engages with OSD, Joint Staff, and military Service leadership in 

partnership efforts directly related to logistics programs and initiatives. Conducts research and 

analysis and provides DLA leadership with insights to shape policy development and support 

decisions. Manages and synchronizes enterprise-wide logistics research and development efforts. 

Leads/supports projects related to DLA’s Audit Readiness. Develop logistics data strategies for 

creating, obtaining, managing, and integrating logistics data for dissemination to support the 

DoD, Federal agencies, and the North Atlantic Treaty Organization (NATO) operational supply 

chain needs and defense objectives. Manages strategic programs and initiatives to improve 

support to the warfighter. Manages the cost, schedule, and performance of DLA-directed 

programs. Leverages, integrates, and empowers DLA resources to apply Performance Based 

Logistics (PBL) to achieve efficient and effective combat logistics support to the Warfighter. 

Provides policy, management oversight, and integration of PBL to ensure outcome-based 

sustainment. Collaborates with program managers for Major Defense Acquisition Programs

(MDAPs) to lower system lifecycle costs and establish DLA as a strategic partner.

f. DLA CENTCOM & SOCOM, DLA Europe & Africa, DLA Indo-Pacific:

Represents the DLA Director within their assigned geographic regions. Performs as 

principal Enterprise points of contact with DLA senior overseas customers (Combatant and 

Unified Commanders, Senior Service Components, Theater Service HQs, other U.S. government 

agencies and DoD activities, and designated multi-national organizations and allied countries). 

Acts as lead for Enterprise customer engagement in respective theaters of operation with 

responsibility for planning, coordinating, and monitoring Enterprise operations to ensure 

customer satisfaction. Supported commander for steady-state and contingency operations within 

each Region to ensure all forward DLA activities and operations are integrated in support of 

CCMD and Regional Service Component requirements. Supported commander for all regional 

operationalized staff entities such as DLA Equal Employment Opportunity, DLA Human 

Resources (J1), DLA Information Operations (J6), DLA Comptroller (J8), DLA 

Installation Management (DM), DLA General Counsel (DG) and DLA Office of Inspector 

General (OIG) geographically assigned to their region. Aligns regional programs with DLA’s 

strategy and vision. Directs and coordinates DLA mission support, logistics planning, Enterprise 

senior-customer engagement, and engagement strategy. Monitors customer satisfaction and 

maintains situational awareness with the support of DLA entities in their region to provide 

periodic, real time situational reports to the DLA Enterprise. Responsible for managing crosscutting Enterprise community issues regarding DLA policies and strategies within the region.
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g. J3 FY 21 Funding and Personnel Goals and Actuals 

FY 21 Goals FY 21 Actuals

Civilians (FTEs) 704 658

Active Duty Military Authorized 106 110

Reserve Military Authorized 74 67

(In Millions) (In Millions)

Labor (Direct only) $103 $99.1

Contracts $39.3 $30.2

Travel $3 $0.9

Training $0.2 $0

Other $0.7 $0.3

Total $146.2 $130.5

2. Contingencies and Humanitarian Assistance/Disaster Relief Support

a. Coronavirus Disease-19 (COVID-19) Vaccine Distribution 

(1) Background 

On Dec. 18, 2020, the Food and Drug Administration provided Emergency Use 

Authorization (EUA) for the Moderna COVID-19 vaccine. Within one week of issuance, and 

continuing throughout FY 21, DLA distributed COVID-19 vaccines to DoD personnel and 

dependents stationed outside the Continental United States (OCONUS). 

(2) Description

DLA worked closely with Operation Warp Speed (OWS, later renamed as the 

Countermeasures Acceleration Group), the Defense Health Agency (DHA), and the military

services to identify requirements for OCONUS vaccine distribution. DLA worked with industry 

partners, including Federal Express and the United Parcel Service, and U.S. Transportation 

Command to establish cold chain shipment lanes for delivery locations. DLA closely monitored 

vaccine shipments, ensuring all objectives were met and no vaccine wasted. 
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(3) Outcome

DLA successfully delivered 832,595 doses to 97 Military Treatment Facilities in 

35 counties. The agency provided enough vaccine to vaccinate over 547,600 DoD personnel and 

enabled OCONUS CCMDs to reach a saturation level for Tier 1 and 2 personnel within five 

months of EUA.

b. Afghanistan Retrograde

(1) Background

DLA supported the Afghanistan Evacuation. It was involved in OPERATION 

RESOLUTE SUPPORT (ORS)-Afghanistan, OPERATION ALLIES REFUGE (OAR), and 

OPERATION ALLIES WELCOME (OAW) with commodity support across all classes of 

supply, infrastructure build for rapid capacity expansion at nodes across the global network, 

disposition services for outgoing material and waste, and contracting support for Foreign 

Military Sales (FMS). 

(2) Description

In Apr 2021, following confirmation of the U.S. military withdrawal timeline, 

DLA engaged its DLA Support Team (DST)-Middle East to support operations in the U.S. 

Central Command (USCENTCOM) area of responsibility. The DST operated through the 1st 

Theater Sustainment Command (TSC) in Kuwait and the 10th Mountain Division Sustainment 

Brigade at Ft Drum, New York, to operate the Redistribution Property Accountability Team yard 

and fulfill commodity requirements. 

(a) DLA used the contracted Subsistence Prime Vendor (Anham) and 

Kuwait and Gulf Link Transport to fulfill Class I requirements for both Afghanistan drawdown 

and evacuation operations. 

(b) DLA Defense Fuel Support Points at Bagram Airfield and Kabul held 

fuel for use during closeout operations and capitalized other sites through sale to other 

government agencies or host nation entities.

(c) 1st TSC, with support from the DST and DLA CENTCOM & 

SOCOM, fulfilled critical infrastructure build orders including cots, tents, blankets, and 

generators to expand capacity across Middle East nodes to accommodate over 40,000 evacuees 

in a three-week span. This was in addition to supporting the rapid deployment and redeployment 

of the contingency response force.

In Aug 2021, DLA responded to directives by the Office of the Secretary of 

Defense, the Joint Staff, and USCENTCOM to execute a full withdrawal of personnel, 

equipment, and capability from Afghanistan. The mission included evacuation, temporary 

holding, and relocation of up to 90,000 Afghan evacuees the Department of State (DoS) deemed 

eligible for Special Immigration Visas (SIV).
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(a) DoS was the lead agency for evacuation operations and SIV 

processing, while the DoD expanded capacity at U.S. bases in the Middle East to create 

temporary safe havens to receive and hold evacuees as they completed immigration processing.

(b) DLA Energy rapidly built Class III (B) capacity to support evacuation 

operations comprised of up to 70 military flights per day between Middle East nodes and Hamid 

Karzai International Airport in Kabul. 

(c) DLA Troop Support responded to a surge of commodity requirements 

from 1st TSC and other supported commands to provide critical Class I, II, and VIII to 

temporary safe haven nodes. It also pre-positioned medical material for both contingency 

operations and evacuee support.

(d) DLA Disposition Services executed contingency operations for 

hazardous waste removal and military equipment disposition in the wake of the Afghanistan 

withdrawal. In addition, DLA Distribution executed contingency operations for FMS material in 

the distribution pipeline for the fallen Afghan government.

Once U.S. forces were safely redeployed, the mission transitioned from OAR to 

OAW, the resettling of Afghan evacuees in the U.S. and allied nations. This operation was led by 

the Department of Homeland Security with executing requirements by U.S. European Command 

(USEUCOM) and U.S. Northern Command (USNORTHCOM) for housing and support.

(a) DLA supported rapid infrastructure build at eight continental U.S. 

temporary safe haven sites, to include commodity support and subsistence prime vendor.

(b) DLA also supported emergency orders for cots, blankets, medical 

protective equipment, medical supplies, test kits, and vaccines.

DLA placed three rapid deployment teams (RDT) on alert status to align with 

CCMDs supporting the evacuation and temporary holding. RDT White initially aligned with

U.S. Southern Command for earthquake relief in Haiti, then transitioned to USNORTHCOM in 

the wake of Hurricane Ida. RDT Blue supported USNORTHCOM missions in support of OAW. 

RDT Red remained on alert to support USEUCOM in support of OAW.

c. Hurricane/Wildfire/Earthquake Response

(1) Background

DLA’s global network and expertise in supply chain management enabled an 

agile and rapid response to a variety of emergencies such as hurricanes, earthquakes, Wildland 

Fire Protection Program, and foreign humanitarian assistance and disaster relief operations. 

Throughout the year, DLA planned, organized, and trained with interagency partners to prepare 

for these types of emergencies. DLA also supported state and local governments across Federal 

Emergency Management Agency (FEMA) regions.

(2) Outcome

In FY 21, DLA provided FEMA support in response to two hurricanes, two 

tropical storms, and one winter storm, fulfilling fifteen mission assignments for food, fuel, 
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generators, and staffing support totaling $34.2 million. DLA also provided internal hurricane 

academics to key Agency participants and attended FEMA hurricane preparation events. DLA 

provides staffing assistance for:

(a) The National Response Coordination Center, when activated.

(b) DLA Distribution Expeditionary personnel trained on FEMA Incident 

Support Base management.

(c) Fuel support through a contingency contractor.

DLA provided expertise and material to U.S. Forest Service (USFS), including 

296 national stock numbers to DLA warehouses and the service’s 10 regional cache warehouses. 

Ahead of the FY 21 fire season, DLA processed bulk requests from USFS designed to stock all 

cache locations to the greatest extent possible: material valued at more than $24 million. 

The DLA LNO to USFS participated in planning and coordination efforts and 

provided uninterrupted support to firefighting operations before and during fire season. As of 

mid-Sep 2021, support for the WFPP and 2021 fire season included:

(a) Federal: 841 Customer Interaction Center emergency orders for critical 

items, total sales $30 million.

(b) State and Local: 0,149 FedMall line items, total sales $4,751,661.

3. Regional Commands

a. DLA CENTCOM & SOCOM

(1) Background

DLA CENTCOM & SOCOM supports its CCMDs across all lines of effort, 

spanning all levels of war in order to increase readiness and lethality. 

(2) Highlights

(a) DLA Logistics Information Services support to USSOCOM material 

cataloging.

(b) USSOCOM Global Logistics Overview.

(c) Defense Property Accountability System support for USSOCOM.

(d) DLA Aviation programming and strategy for CV-22B Osprey aircraft.

(e) DLA support to USCENTCOM “setting the theater” planning, 

executing, and sustaining requirements in response to Iranian aggression.

(f) Supported: OAR/OAW, OPERATION INHERENT RESOLVE, 

OPERATION SPARTAN SHIELD, OPERATION FREEDOM’S SENTINEL, OPERATION 

RESOLUTE SUPPORT, and OPERATION CONTINUOUS RESOLVE.

(g) Major Exercises: Eager Lion 2020, Internal Look 2020.

(h) Joint Strategic Support Board wargames.

(i) DLA Forward-Stocking Initiatives.
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(j) DLA Distribution Navy Bahrain: Northern Distribution and TransArabian Network.

(k) Class I: DLA Troop Support Europe Africa Subsistence Prime Vendor 

(SPV) throughout the AOR.

(l) Class III (B): DLA Energy-Middle East fuel and petroleum support 

throughout the AOR.

(m) Class IV: Requirements to support operations throughout the AOR, 

including the Maintenance, Repair, and Operations Tailored Logistics Support prime vendor 

contract.

(n) G-Invoicing and CCMD Agreements.

(o) DLA Director Visit to USSOCOM Apr 20, 2021: VADM Skubic 

conducted key leader engagements with USSOCOM leaders. Topics discussed: DLA support to 

special operations forces (SOF); energy; USSOCOM material in DLA; DPAS/Distribution 

Standard System/Warehouse Management System; the Afghan Retrograde; the DLA Troop 

Support Special Operations Equipment program; Great Power Competition; and CV22 support. 

(p) DLA Distribution provided a list of USSOCOM (H9D) items in DLA 

facilities: $33 million in eight DLA depots and manual MILSTRIP forms for items being 

returned to USSOCOM. DLA Distribution and SOF developed processes for future material 

including immediate notification through WEBSDR and blocking H9D material from DLA 

receipt. The processes are being documented in G-Invoicing. 

b. DLA Europe & Africa

(1) Mission

Integrate and synchronize DLA efforts in support of USEUCOM and U.S. Africa 

Command (USAFRICOM) to ensure a prepared and ready force.

(2) Vision: A Team of Teams...Called On and Counted On.

(3) Operational Priorities

(a) Readiness: Ensuring a product or service is provided at the right 

time/place/amount.

(b) Preparedness: Ensuring capabilities are positioned at the Warfighter’s 

point of need with requirements anticipated.

(c) Care: Focusing on workforce development and recognition programs, 

talent management (development opportunities and post-rotation placement), and ensuring work 

environments are safe and healthy so all may thrive and prosper.

(4) Warfighter Always

(a) Setting the Theater-USEUCOM

DLA provided support to USEUCOM’s “set the theater” initiatives to 

prepare for regional threats and contingency operations. Due to the lack of a standardized logistics 
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supportability analyses (LSA), DLA undertook a continuous process improvement (CPI) effort to 

align DLA’s capabilities, resources, infrastructure, personnel, and procurement/acquisition actions to 

assist USEUCOM’s preparation for a contested logistics environment. DLA expeditionary 

capabilities are capable of deploying to augment existing DLA capabilities or support a CCMD or 

Joint Task Force.

(b) Defender Europe 2021

U.S. Army Europe executed Defender Europe 2021 (DE21) despite 

numerous COVID-19 challenges. DLA Troop Support Europe & Africa (E&A) processed over 237 

Class I orders and 22 Class IV orders valued over $6.9 million. DLA Energy E&A and its vendors 

provided 69,000 gallons of JP8 across Southeastern Europe, and its international agreements team

leveraged existing bilateral agreements to sustain aircraft with 879,000 gallons of JP8. This exercise 

trained 7,000 paratroopers from 10 NATO partners and involved moving cargo and personnel 

throughout Estonia, Lithuania, and Hungary.

(c) East Africa Hardening

In support of the East Africa hardening initiative at Camp Lemonnier, 

Djibouti, the MRO team assisted Navy Region Europe, Africa, Central in expediting orders 

valued at more than $1 million. The MRO consisted of portable blast bunkers, Texas barriers, 

sand, and sandbags. 

(d) COVID-19 Vaccine Distribution

In the days leading up to Christmas 2020, DLA began controlled shipping 

of the Moderna vaccine. DLA Europe & Africa Headquarters was a critical communication node 

to both CCMDs and OWS. Additionally, LtCol Sean Murray, Lt Col Matt Berridge, and Mrs. 

Janis Spear played key roles in ensuring DLA J3 was apprised of POCs at European military 

treatment facilities, attended DLA COVID-19 Task Force meetings, and updated the DLA J3 on 

the vaccination status of DLA employees. Mrs. Spear and Lt Col Berridge organized the DLA 

E&A vaccination plan, were integral players in the KMC COVID-19 Council, updated the 21st 

Theater Sustainment Command, and coordinated with the 86th Medical Group for vaccines for

the local national workforce. Their efforts resulted in 80% of all employees in the DLA E&A 

footprint being vaccinated with the Moderna or Janssen variants.

(5) People and Culture

FY 21 was a year of change within the DLA E&A region, starting with 

leadership. Just prior to FY 21, MSG Kwesi Yansen arrived to fill the Senior Enlisted Leader 

role, and Lt Col Matt Berridge took over the Deputy Military Commander position. In Apr 2021, 

Mr. Donald Bruce took over as the Deputy Commander of the region, replacing Mrs. Colleen 

Morris, who transitioned back to DLA Headquarters. In Jun 2021, COL Faith M. Chamberlain, 

took over as the Regional Commander, replacing COL Krista Hoffman, who transitioned back to 

the Army G4 in the Pentagon. Finally, the commander’s position physically moved from Kleber 

Kaserne to Headquarters, USEUCOM, Patch Barracks, Germany.
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Another key change was the way personnel assigned within the regional theater 

supported the customer. Most staff resided and worked in Germany or Italy. During the yearlong COVID-19 surge, personnel had to adhere to strict movement restrictions. This was difficult 

on administrative personnel and even more so on DLA E&A forward Distribution and 

Disposition Services warehouse personnel. Strong relationships with host nations and creative

leadership kept products moving to the Warfighter.

Although a lot of the mission shifted to address the COVID-19 pandemic, the 

Region still met all supply chain needs of the Warfighter.

(6) Other Operations and Missions Supported by DLA E&A in FY 21:

(a) Norway Retrograde Support

(b) Joint Light Tactical Vehicle (JLTV) fielding Support

(c) DLA Pre-positioned Stock Initiatives

(d) Operations OCTAVE QUARTZ and ATLANTIC RESOLVE.

(e) Exercises Defender Europe, Juniper Falcon, African Lion, Cutlass 

Express

(f) Joint Contracting Support 

(g) DLA Distribution Europe warehouse and bulk storage improvements

(h) DLA Troop Support Europe & Africa Subsistence Prime Vendor

(i) Scotland Fuel Support Agreement (FSA) 

(j) Provided construction materiel in support of operations throughout the 

AOR. (e.g., MRO Tailored Logistics Support prime vendor contract) 

(k) G-Invoicing and CCMD Agreements

(l) Supported Africa due to challenges with infrastructure, distance, 

contractor availability and quality, Defense Wide Review, and reprioritization and repositioning 

of the DoD footprint on the continent.

c. DLA Indo-Pacific

(1) Tier 1 Exercise and Contingency Planning and Execution

(a) Background

DLA Indo-Pacific’s direct support to U.S. Indo-Pacific Command 

(USINDOPACOM), U.S. Forces Korea (USFK), and U.S. Forces Japan (USFJ) underscored the 

Regional Command’s role in fulfilling the CCMD’s four Focus Areas: Force Lethality; Design & 

Posture; Exercises, Experimentation, & Innovation; and Allies & Partners.

(b) Description

FY 21 Tier 1 exercises Pacific Fury, Pacific Sentry, Combined Command 

Post Training, Defender Pacific, and Talisman Sabre illustrated the Regional Command’s 

relevance as to both the Joint Task Force and forward-assigned DLA elements. The Indo-Pacific 

Synchronization Operations Center and Korea Synchronization Operations Center coordinated 
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supply, service, and expeditionary capabilities, along with joint logistics planning and functional 

subject matter expertise during scenario-based and field training exercises. 

(c) Outcomes

The FY 21 Tier 1 exercise series demonstrated the Regional Command’s 

ability to coordinate internally with the ASOC and MSCs to accomplish all applicable training 

objectives and externally with the CCMD, Sub-Unified Commands, and Service Components to 

inform the Joint Logistics Enterprise decision-making process at the General/Flag Officer-level.

Lessons learned at the CCMD and Sub-Unified-level revealed three areas 

for improvement. First, better Class I, II, III(B), IV, VIII, and IX requirements are needed. 

Second, logistical C2 authorities should be better coordinated. Third, aligning a General/Flag 

Officer to the region has costs and benefits. 

In support of DLA Indo-Pacific’s continued COVID-19 response efforts, 

DLA Indo-Pacific effectively managed the uninterrupted lines of communication among the 

DLA Indo-Pacific Synchronization Operations Center (IPSOC), DLA Regional staffs, and DLA 

higher headquarters, and maintained direct contact with DLA Regional MSCs to monitor local 

COVID-19 impacts across the Indo-Pacific Region and facilitate daily DLA Indo-Pacific 

Commander Update Briefs. DLA Indo-Pacific played a key role in the controlled shipping of the 

COVID-19 vaccinations across the AOR. DLA Indo-Pacific was an essential coordination 

element to the successful implementation of OWS in the USINDOPACOM area of 

responsibility. Additionally, DLA Indo-Pacific coordinated efforts with regional military 

treatment facilities, maintained active involvement in DLA COVID-19 Task Force meetings, and 

synchronized and disseminated information on vaccination availability to DLA employees. 

Efforts resulted in 100% vaccination of all volunteers.

(2) Senior Leader Turnover

(a) Background

The Summer 2021 peak moving season resulted in a relatively high 

transition among the Regional Command’s assigned senior leaders, with permanent changes of 

station from each of the respective MSCs, J-Codes, and D-Staffs.

(b) Description

The Regional Command recognized the following senior leader changes: 

DLA Indo-Pacific Military Deputy Commander, Army COL Julia Bell to Army COL Brian 

Donahue; Director, DLA Installation Management Support Indo-Pacific, Mr. Mark Manfredi; 

DLA Troop Support Indo-Pacific Commander, Navy CDR Shani Leblanc to CDR Erik Decker; 

DLA Energy Okinawa Commander, Air Force Lt Col Tracy Gilmore to Maj Anthony Anderson; 

DLA Energy East Pacific Hawaii Commander, CDR Eric Lockett to CDR William Jakubowicz; 

Energy South-West Pacific Guam Commander, CDR Angela Watson to CDR Christopher 

Radke.
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4. Initiatives

a. Industrial Hardware Transition 

(1) Background

Supply Chain Realignment is a transformational initiative that transitioned the

Industrial Hardware workload to DLA Aviation in Richmond, Virginia, and DLA Land & 

Maritime in Columbus, Ohio. The initiative will better align DLA demand chains, leverage 

existing industry partnerships, and enable the agency to absorb mission growth at DLA Troop 

Support. 

Supply Chain Realignment supports DLA’s reform goal of achieving a lower cost 

recovery rate. The realignment will reduce operational costs, save $12.9 million annually, and 

enable DLA Troop Support to respond to approximately $4 billion in projected revenue growth 

from FY20 to FY23. 

As the Industrial Hardware workload was phased into DLA Aviation and DLA 

Land & Maritime, the Industrial Hardware employees transitioned to other DLA Troop Support 

supply chains. Implementation, which began in FY20, was expected to take three years without 

interruption in support to DLA customers. 

(2) Description

The Supply Chain Realignment Initiative was managed by a J3-led integrated 

process team (IPT) that tracked implementation and status. The Alignment Group provided 

senior leader governance and ensured continuous momentum. 

Per the DLA Vice Director, the IPT developed a plan to accelerate the three-year 

transition. The plan included acceptable risk and metrics to ensure that acceleration does not 

cause unforeseen impacts. The IPT gained the Vice Director and agency senior leader approval 

to complete realignment in FY 21. 

(3) Outcome

The effort, completed in FY 21, supported a transfer of near 900,000 national 

stock numbers from the Industrial Hardware Supply Chain at DLA Troop Support to DLA 

Aviation and DLA Land & Maritime. The initiative better aligned DLA demand chains, 

leveraged existing industry partnerships, and enabled the agency to better support the warfighter. 

b. Establishment of DLA’s Supply Chain Security (SCS) Program

(1) Background

DLA’s SCS Strategy was released in 2019 as Appendix 1 to the DLA Strategic 

Plan. DLA’s SCS Strategy aligns with guidance provided in the 2012 National Strategy for 

Global Supply Chain Security, the 2018 National Defense Strategy (NDS), and the 2017 

National Security Strategy (NSS). It predates the COVID-19 pandemic and the 2021 White 

House Executive Order on America’s Supply Chains. 
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(2) Description

Numerous Supply Chain Risk Management (SCRM)/SCS efforts are underway 

across DoD, academia, and commercial industry, but a standard or best-in-class approach has not 

been established. Building on existing SCRM/SCS efforts, DLA’s SCS program executed a pilot 

project in 2019 with its clothing and textiles supply chain, resulting in the following key 

outcomes:

(a) Defined the scope of SCS at DLA in relation to DLA’s end-to-end 

supply chain.

(b) Developed a standard, repeatable process of calculating Risk Priority 

Numbers (RPNs) and performing mission decomposition and mission dependency mapping to 

assess risk continuously and comprehensively across DLA’s supply chains.

(c) Devised a means of capturing supply chain illumination data and 

displaying supply chain risk in the Mission Assurance Decision Support System (MADSS).

(d) Identified critical information gaps in supply chain illumination, 

supply chain threat intelligence, and DLA item criticality.

(3) Outcome

On Jan. 11, 2021, DLA Research & Development (R&D), in conjunction with the 

DLA SCS team, awarded an R&D contract to a commercial vendor to provide supply chain 

illumination and threat intelligence data for a proof-of-concept. This project will validate DLA 

SCS’s risk assessment methodology, which includes DLA SCS’s use of MADSS:

(a) On May 31, 2021, SCS expanded use of MADSS. Sharing of supply 

chain information in MADSS is highly encouraged for a broader understanding of SCS and its 

interdependencies across the DoD.

(b) DLA’s SCS and R&D teams will continue to collaborate with 

Manufacturing times Digital (MxD), Defense Advanced Research Projects Agency (DARPA), 

MITRE, the Massachusetts Institute of Technology (MIT), the Joint Artificial Intelligence Center 

(JAIC), Air Force Materiel Command (AFMC), and the Defense Intelligence Agency Supply 

Chain Risk Management Threat Analysis Center (DIA SCRM-TAC) to share and refine DLA’s 

SCS approach.

c. F-35 Lightning II Sustainment Support Efforts 

(1) Goal

Achieve Initial Operational Capability (IOC) for both North American Regional 

Warehousing and Global Transportation & Distribution Product Support Provider (PSP) 

designations in support of 2021 objectives. Automate the CONUS shipment process and 

implement Electronic Data Interchanges for Phase 1 of 3 transportation capabilities. Secure 

decision for Disposition Services PSP designation within FY 21. Continually support ongoing 

OSD and F-35 Joint Program Office technical data, provisioning, and supply initiatives.
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(2) Background

Implemented DLA core competencies in support of F-35 program goals to 

increase Joint Spares Pool (JSP) posture, support sustainment cost reductions, and catalog items. 

DLA achieved IOC for NRW and GT&D by Jan 1, 2020, in support of the IOC goal of Dec 31, 

2021. Secured decision for Disposition Services PSP designation. Provided cataloging services 

for Lead Services (Air Force and Navy) provisioning efforts. Analyzed current state of supply 

support and outlined program supply support initiative. Continued to present DLA’s strengths 

and comparative advantages to decision makers at all levels.

(3) Outcome

DLA achieved IOC for NRW and GT&D PSP. Completed propulsion assets 

inventory transfer from Pratt & Whitney Propulsion to Oklahoma City. Transferred assets from 

Lockheed Martin into DLA warehouses. Automated the CONUS shipping process, performing 

more than 14,000 shipments to date. DLA Disposition Services was designated as F-35 

Disposition Services PSP, ensuring effective disposition of OCONUS backlogged material. 

These designations improve government efficiency, visibility, transparency, and accountability 

while supporting sustainment cost goals.

d. Military GPS Circuits End-of-Life Procurement

(1) Goal

Procure three configurations of Military GPS User Equipment Application 

Specific Integrated Circuits (ASIC) from two sole-source vendors before the trusted 

manufacturer stops accepting orders. Once procured, DLA issue ASICs for up to nine years.

(2) Background

In 2019, the trusted manufacturer of an ASIC subcomponent notified DoD of its 

intent to shut down production. With the Increment II ASICs not ready for fielding, DoD needed 

a life-of-type buy to ensure capability for its weapon systems. After reviewing requirements and 

expertise, DoD asked DLA to consider the mission; the agency formally received tasking in

January 2020. Following a joint effort, the agency awarded contracts for multiple configurations.

(3) Outcome

The military services will be able to the equipment needed to operate ASICs until 

the Increment II ASICs are fielded, ensuring critical lethality and precision for warfighters.

5. Line of Effort (LOE) 1: Warfighter Always

a. Objective 1.1
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Improve end-to-end readiness and cost-effectiveness in support of Combatant 

Commander campaign plans and integrated contingency plans in contested logistics 

environments.

(1) Background

DLA’s support to the Warfighter is job one – the strategic priority. LOE 1 is 

tailored to drive CCMD and Military Service readiness. DLA must provide the right support in 

the right place at the right time. The CCMDs and Services have unique needs that require 

customized solutions. LOE 1, Warfighter Always, and associated objectives are designed to push 

DLA to develop and/or refine processes that contribute to better support and risk identification. 

(2) Description

The goal of Objective 1.1 is to improve end-to-end readiness and costeffectiveness in support of CCMD campaign plans and integrated contingency plans in contested 

environments. DLA is committed to improving C2 relationships with the CCMDs and is 

collaborating with the Joint Staff (JS) to develop a joint logistics supportability analysis process 

to define time-phased global requirements in support of campaigns and plans. Additionally, DLA 

will establish a joint architecture for globally integrated demands to identify gaps in capabilities.

(3) Initiatives 

(a) Initiative 1.1.1, a multi-year effort, is dependent on the JS J4, as overall 

lead, to bring the Joint Logistics Enterprise into the development of standardized LSA processes. 

DLA J3 has committed resources to use contracted support to assist the objective lead. A Plan of 

Action and Milestones (POAM) was developed to support this multi-year effort. DLA, as the 

Executive Agent for Class I, III, IV, and VIII, is responsible for updating the processes used to 

plan requirements for those supply chains. This initiative is linked to the forthcoming Office of 

the Assistant Secretary of Defense for Sustainment (OASD) Logistics and Material Readiness 

(LM&R) Strategic Plan, Line of Effort 4.1.1.

(b) Initiative 1.1.2 is a multi-year internal effort to identify global 

expeditionary requirements for the USEUCOM priority Integrated Contingency Plan. This is a 

shift in methodology from previously identifying requirements against a single numbered plan. 

Once global requirements are defined and resourcing solutions identified, DLA can identify any 

gaps and risk to mission execution. Mitigation will then occur, or known risks accepted. 

Initiative 1.1.2 complements Initiative 1.1.1. This initiative is directly linked to the forthcoming 

OASD LM&R Strategic Plan, Line of Effort 4.1.2.

(c) Initiative 1.1.3 is designed to enhance strategic relationships, which 

involves building a “bench” of DLA MSC General Officer/Flag Officers who can be used during 

competition and contingency to promote DLA capabilities and provide senior leader integration 

with the CCMDs and Services. This this initiative should be implemented by FY22. 

(d) Initiative 1.1.4, a new multi-year effort, looks at ways to improve 

support for CCMDs in the homeland. An operational planning team (OPT) has been formed and

mission analysis is underway. The OPT is building on existing DLA Regional Command 
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constructs and lessons learned from the DLA COVID-19 Task Force and OAR/OAW. Courses 

of action will be developed, tested, and refined.

b. Objective 1.3

Proactively support the DoD Nuclear Enterprise (NE) and Space Enterprise (SE). 

(1) Background

As identified in the National Defense Strategy, the NE and SE are the DoD’s No. 

1 and No. 2 modernization and legacy sustainment priorities. In support of the Nation’s strategic 

deterrence, DLA will provide proactive materiel support for both legacy and emerging NE/SE 

weapon systems. DLA will support the U.S. Space Force’s (USSF) organize, train, and equip 

functions as it develops its equipment and personnel structures. When U.S. Space Command 

(USSPACECOM) stands up, DLA will likewise support its operations and functions.

(2) Description

The NE/SE remain national priorities, and DLA is focused it can provide effective 

and responsive support. Additionally, DLA is developing its support mechanisms for NE/SE 

Major Defense Acquisition Programs (MDAPs), weapon system program managers (PMs), and 

formalization of DLA support to the USSF and USSPACECOM.

(3) DLA achieved the following in support of the DoD NE/SE in FY 21:

(a) SE MA data was incorporated into the DLA Readiness Dashboard NE 

tile.

(b) Aerospace Energy joined the weekly Agency-wide NESO Huddles and 

added a milestone to the DLA Strategic Plan, LOE 1.3, “Work with OSD Industrial Policy and 

Defense Production Act Program Office to mitigate hydrazine and nitrogen tetroxide rocket 

propellant supply chain risks due to diminishing supplier production capabilities.”

(c) Standardized the process across MSCs to monitor MICAP and 

CASREP trends for impacts to agreed-upon Performance Based Agreement MA standards.

(d) Nuclear Enterprise Support Office (NESO) staff collaborated with the 

Strategic Solutions Division to provide focused acquisition and sustainment support to Major 

Defense Acquisition Program Offices.

(e) Played a pivotal role in DLA NE parts recoupment planning; 

maximized business rules and process flow for ~400,000 NE NIINs and reduced need to procure 

critical NE items, thus facilitating cost avoidance valued at ~$19 million.

(f) Due to COVID-19 restrictions, Nuclear Weapons Related Materiel 

(NWRM) exercises were paused for four months; NESO developed and deployed a three-phase 

risk mitigation plan to address potential safety/staffing issues at DLA Distribution and DLA 

Disposition Services field activities, ensuring a smooth restart of NWRM exercises. 

(g) Conducted multi-faceted risk assessments/analysis of the DLA NWRM 

program, enhancing DLA’s ability to detect, identify, and secure NWRM and fortifying public 
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trust in the Agency; assessments covered 24 Distribution and ~115 Disposition Services 

locations.

(h) Reviewed/staffed requirements document for Warehouse Management 

System; inputs included process for common Stow and Receiving of NWRM.

(i) Coordinated with the Air Force and DLA Disposition Services in 

support of the Minuteman (MM) III Deactivation, Deployment, Demilitarization, Disposal Plan. 

Streamlined disposal actions of NE items in preparation for Ground Based Strategic Deterrent 

(GBSD) fielding.

(j) Adjudicated procurement prioritization process in concert with DLA 

Troop Support’s NE product specialists, acquisition specialists, resolution specialists, and 

analyst. Codified procedures in a DLA nuclear policy.

(k) Participated in OSD-led Deloitte fact-finding/sustainment study of 

ICBM support in preparation for GBSD transition/deployment; helped build analytic tools to 

integrate critical nuclear matters decisions.

(l) Collaborated with the Air Force to audit and validate its new NWRM 

training course. Ensured training material complied with DLA MSC NWRM training 

requirements by incorporating receiving, storage, and handling procedures, complementing 

DLA’s NWRM detection and prevention efforts.

(m) Participated in Global Mobility War Game 2020; supported long 

duration logistics and the Chief of Staff of the Air Force’s Title X War game; partnered with 

community warfighters; Air Force Materiel Command, Air Mobility Command, DLA Energy, 

and Air Force Global Strike Command (AFGSC); met exercise objectives. 

(n) Hosted DLA demand forecasting training for B-52/MMIII customers; 

worked with Air Force demand planners to conduct customer training; customer ready to 

forecast weapon system changing requirements.

(o) Fully engaged with NE community; attended/briefed DLA support at 

NE Weapon Systems Reviews for Intercontinental Ballistic Missile, B-52, B-2, B-1, and Air 

Launched Cruise Missile; customer armed w/strategic information to vector weapon systems to 

ensure heighten readiness results.

(p) Supported AFGSC Bomber Task Force; coordinated with DLA 

Aviation and AFGSC on warfighter new force application; evaluated and provided guidance 

concerning rapid, lean, and lethal movement of strategic bombers (B-1, B-52, and B-2).

(q) Briefed DLA support during the FY 21 Air Delivery Weapon System 

Review; provided AF partners with logistics information concerning demand forecasting. 

(r) Supported MMIII Simulated Electronic Launch-Minuteman (SELM); 

worked w/customer and DLA Aviation to source 4 NSNs required to ensure SELM execution; 

SELM ready to meet U.S. Strategic Command (USSTRATCOM) readiness validation. 

(s) Supported MMIII Operational Test Launch (OTL); worked w with the 

customer and DLA Aviation to source 2 NSNs required to ensure OTL execution; OTL ready to 

meet USSTRATCOM’s readiness validation.

Additionally, DLA NESO staff briefed the Principal Deputy Assistant Secretary 

of Defense for Logistics, Mr. Steven J. Morani, on NE/SE sustainment support and DLA Small 

Business Innovation Research (SBIR) Program sustainment efforts/projects. The DLA J6 SBIR 

program manager briefed the House Armed Services Committee and Senate Armed Services 

Committee Staffers C/SASC Staffer Day on DLA SBIR Program sustainment efforts/projects.
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NESO has continued evaluating resources required to ensure the agency is fully 

postured to support the evolving SE. A draft Performance Based Agreement for the USSF has 

been developed to include a proposed governance structure. Additionally, draft Memorandum of 

Agreements for the USSF and the USSPACECOM are in the staffing process.

6. Line of Effort 2: Support to the Nation

a. Objective 2.1

Implement a deliberate, enterprise approach to Whole of Government support while not 

compromising support to warfighters. Capitalize on our scope, scale, and skills in acquisition, 

storage, distribution, and surge capabilities. 

(1) Description

The Whole of Government Support Division has supported many federal partners, 

defense agencies, and international customers over the past several years. Those years have been 

active with fires, hurricanes, flooding, U.S. Embassy support, international disaster response 

operations, and the COVID-19 pandemic.

In Jun 2021, DLA assisted the Department of Veterans Affairs (VA) by 

distributing 5,000 Janssen vaccines and 225,000 testing kits to the U.S. Embassy clinic in 

Manila, Philippines. This was a direct request from the VA Secretary to DLA with a short leadtime and coordination of strategic airlift from DLA’s Distribution Center in New Cumberland, 

Pennsylvania, to Dover, Delaware, then Manila, worth ~$15 million. Once the Secretary of 

Defense approved the mission, DLA quickly responded to serve beneficiaries in Manila and 

ensure no vaccine expired. DLA was lauded once again by the DoD and VA. Total revenue 

projected for the VA is $186 million as DLA continues to expand the geographical footprint and 

potentially multiple supply chain support. 

The DHA is another medical supply chain customer and receives streamlined 

logistics globally in serving the many medical supplies directly supporting the warfighter around 

the world. DLA Distribution’s expertise in ultra-cold chain storage positions it as an industry 

leader for this specialized capability. In fact, DLA’s preservation, packaging, packing, and 

marking of material designated for DHA is the industry benchmark.

DLA’s support to FEMA has been nothing but incredible when supporting the 

nation in its darkest moments of natural and man-made disasters. DLA’s logistical strength and 

agile capabilities make it the go-to strategic partner for “blue sky” requirements to replenish 

FEMA inventory at its seven distribution centers in the Continental United States and Puerto 

Rico. The time-sensitive disaster response requirements fulfill multiple classes of supply, to 

include Class I, III, IV, VIII, and IX. DLA has coordinated over 20 pre-scripted mission 

assignments that have DLA prepared to issue supplies from vendors on contract in advance of

disasters. DLA Distribution Expeditionary has been used for the past 10 years to support and 

manage FEMA’s Incident Support Bases (ISB) by having supplies move towards the incident 

and quickly transition to transporting supplies to the incident location and getting those supplies 

distributed to the survivors quickly and correctly. DLA is working closely with FEMA to 

provide a solution to have system-to-system communications to further enhance support and 

traceability of the supplies.
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DLA’s strategic partner, the U.S. Army Corps of Engineers (USACE), works 

closely with DLA to improve inventories at District levels. DLA provides critical items to these 

Districts around CONUS. DLA also provides contracting services with vendors for construction 

materials and different testing of supplies for research and development. This includes over 

19,000 N95 reusable respirators to over 25 USACE Districts for critical infrastructure personnel 

and COVID-19 Temporary Hospital Assessment Teams. Continuing with additional emergency 

operations support, DLA expedited the acquisition of an emergency management and 

decontamination system in support of the Chicago District Emergency Management Operations 

for Indiana Harbor and Canal confined disposal facility.

7. Line of Effort 3: Trusted Mission Partner

a. Objective 3.1: Implement customer-centric performance metrics and predictive 

problem-solving culture.

(1) Background

Completed objective, initiatives, milestones and POAM for Objective 3.1 and 

supported development of Critical Capability C2, Advanced Analytics and Automation. Started 

executing objective in Dec 2020.

(a) Developing metric meeting standard operating procedures (SOP) and 

identifying all DLA internal meetings where metrics are the focus.

(b) Continue establishing baseline metrics and demand chain reporting 

with the goal of completed Army and Navy Performance Based Agreement (PBA) signed at the 

next DLA Service Days.

(2) Description

(a) Joint Partnership Agreement Council PBA Metrics Support: Worked 

with the National Account Managers and the military services to develop, coordinate, and 

finalize baseline, partnership, and Service-unique metrics. PBA efforts will continue in FY 21-22 

until all four Service PBAs are signed with the new metrics constructs.

(b) ODASD Supply Chain Metrics Group (SCMG): Represented DLA on 

the SCMG, focusing on DoD Supply Chain metric performance and exploring opportunities to 

improve outcomes. Helped establish the FY 21 SCMG metric portfolio that consists of 22 

metrics reviewed each month (based on frequency – monthly, quarterly, semi-annual, or annual).

(c) Business Performance Review (BPR): Served as the secretariat for the 

BPR, an internally focused review of metrics that are presented during Performance to Promise 

meetings with the DLA Director and J3.

(d) Army Vantage Dashboard: Served as functional lead on the Army 

Vantage Dashboard effort, during which DLA was responsible for identifying and providing 

several key data elements required to complete the logistics portion of the Army’s dashboard.

(e) DLA Dashboard and Enterprise Data Warehouse (EDW): Consolidated 

the Enterprise Dashboard and the Enterprise Data Warehouse requirements into a single 
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prioritized list using a weighted scoring model to determine requirement priority. The 

consolidated priority list is approved monthly at the Enterprise Operations Planning Council. 

(f) Dashboard Tile Deployments: Deployed 36 Enterprise Dashboard and 

EDW requirements in FY 21. The most notable new capabilities include service readiness get 

well dates, service readiness non-mission capable systems, and open document trending

(g) EDW: Restarted EDW back-end development work on 67 open 

requirements with J6, and as of Jul 21, 2021, six were being worked. Reviewing the dated 

requirements, 35 were no longer required and removed from the list. Since Mar 2021, 13 

additional EDW requirements have been added, bringing the total to 45.

b. Objective 3.3: Provide next generation customer service, including a customer 

feedback mechanism.

(1) Initiative 3.3.1: Implement new Customer Service Management Tool

(a) Background

The DLA Logistics Operations Customer Support Division sought to reengineer the end user’s experience and improve DLA’s Customer Service Management 

processes by improving customer service. The DLA Vice Director championed the Digital 

Business Transformation initiative, and it became part of DLA Strategic Line of Effort 3, Trusted 

Mission Partner, in Apr 2021. As the Customer Relationship Management (CRM) Process 

Owner, the team partnered with DLA Information Operations to transition the CRM Service 

Management module from Enterprise Business System (EBS) to ServiceNow, modernizing the 

Agency’s CRM capabilities and improving collaboration and communication with customers. 

During the early planning phases, the team articulated all functional system requirements, while 

translating them into as-is and to-be process workflows for system development. 

The team accomplished all key objectives, resulting in the delivery of five 

user stories and a Minimum Viable Product in May 2021. The Customer Support Division 

completed initial training of more than 1,500 end users, provisioned more than 1,600 user 

accounts, and distributed nine awareness communications to internal and external customers in 

accordance with DLA Human Resources and Demand Planner teams. The Customer Support 

team regularly briefed Customer Service Management efforts to the DLA Vice Director and 

other senior leaders, and regularly followed up by updating the Enterprise Operations Planning 

Council, which includes DLA J and D codes, MSC senior leaders, and the customer-facing 

community of interest. 

(b) Outcome

On Aug. 9, 2021, the Customer Service Management Minimum Viable 

Product successfully transitioned from the CRM Service Management module in EBS to the 

ServiceNow application. The team planned follow-on requirements for phases two and three. 

System development will transform the customer user experience upon Fully Operational 

Capability in FY22, leveraging enhanced self-help tools, a virtual agent, and artificial 

intelligence capabilities. DLA Logistics Operations and Information Operations teams will 

continue tracking the initiative to close Strategic Plan Objective 3.3 & 1.4.
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(2) Initiative 3.3.2: Launch customer survey to the military services and Whole of 

Government

(a) Background

Based on industry partner feedback from nearly 150 internal and external 

senior stakeholder interviews in Oct 2020, it was determined DLA needed to become more 

customer-centric, with a focus on customer satisfaction. Working in collaboration with industry 

experts, the MSCs, and J and D codes, the DLA Logistics Operations team developed a customer 

satisfaction survey that targeted tactical, operational, and strategic supply chain customers. 

(b) Description

Phase One of the customer survey launched in May, targeting the military 

services, and closed in Jul. Responses were analyzed and presented to senior leaders across the 

enterprise. Each MSC received a detailed one-on-one presentation by the end of Sep. In parallel, 

the J3 Customer Support Division, in coordination with MSCs and the Whole of Government 

Division, developed survey communications and distribution plans, targeting eight federal 

agencies during Phase Two. Milestones include the launch of the same survey questions to 

Whole of Government Division customers by the end of Oct 2021. Critical steps that occurred 

prior to launch included approval by Washington Headquarters Services and Office of People 

Analytics to ensure appropriate survey questions. The Customer Support team worked with DLA 

Acquisition to secure and on-board a Qualtrics survey platform that will administer the survey, 

collect results, and enable analysis. The Customer Support team created a central repository for 

all survey data for Phases One and Two to enable trend analysis and lessons learned every year. 

Every Spring and Summer, the military services survey will be launched, and each Fall and 

Winter, the Whole of Government survey will be launched.

(c) Outcome

This initiative allows the DLA Logistics Operations Customer Support 

team to track customer satisfaction over time and provide opportunities to improve satisfaction.

(3) Initiative 3.3.3: Assess opportunities to improve current DLA Days

(a) Background

Based on senior stakeholder interview feedback and the DLA Strategic 

Plan, the DLA Logistics Operations team assessed opportunities to improve Service Days, pilot 

proposed changes and implement new Service Day design across the military services and 

Whole of Government forums to evaluate success. A working group established an initial ideal 

Service Day Planning and Execution Checklist based on interview feedback and senior leader 

guidance and completed the first observation during the Air Force/DLA Day in May 2021. The

group has since evolved the checklist further with participant feedback and lessons learned. The 

group will leverage the checklist to shape the Army and Navy DLA Days, both scheduled for 
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FY22. Similar process improvement techniques will be repeated for all future Military Service 

and Whole of Government DLA Days to institutionalize these efforts.

8. Critical Capability B: Fiscal Stewardship

a. Agency Management Review (AMR) Program

(1) Background

The AMR program was initiated in 2016 and is co-led by Chief of Staff and J3. It 

is a formal evaluation of DLA compliance with laws, regulations, policies, and procedures. Each 

AMR provides an objective examination to help leadership identify vulnerabilities and improve 

performance through corrective action plans. 

(2) Description

In October 2020, J32 Strategic Programs and Integration inherited the AMR 

Program. J32 reinvigorated the program after it was paused in Mar 2020 due to COVID-19, and 

restarted the AMRs with the remaining organizations from the second AMR cycle: DLA Energy 

(Jun 14-17, 2021), DLA Disposition Services (Aug 23-27, 2021), and DLA Strategic Materials 

(Nov 1-5, 2021). 

Since there was a one-year hiatus in AMRs and they would now be conducted in a 

virtual, maximum telework environment, the AMR program restart was discussed during the 

March 29, 2021 Enterprise Operations Planning Council. The senior leader emphasis was on 

ensuring the AMRs be conducted virtually or in-person based on COVID-19 conditions, that the 

topic areas and scoring criteria were relevant and clear, that there is deliberate follow up on the 

findings, and that the MSCs learn from each other and apply the other organizations’ findings as 

appropriate to its own organization. In addition, senior leaders agreed that the overall rating of 

each review area would be scored as “Pass,” “Fail,” or “Observation Only,” removing the prior 

score rating of “Pass with Comments.” This was because a review area was effectively rating a 

“Fail” if the reviewers were not to allow corrections, comments, or adjudications during the 

review. This also provided consistency and alleviated the past discrepancies and confusion of 

allowing corrections, comments, or adjudications during the review, yet some reviewers then 

rated their topics as a “Pass” while others rated theirs as a “Fail.”

Based on the senior leader guidance, the scoring criteria for the AMR topic areas 

were clarified and revised as appropriate and validated by each business areas senior leader. The 

topic areas and checklists were provided on MS Teams in advance of the AMR execution dates 

to the MSCs being reviewed. Each HQ business area coordinated efforts with their MSC 

counterparts and exchanged information leading up to the AMR execution. Pre-execution actions 

included notification to the union and coordination with J6 for direct, quick-response support if 

needed during the AMR execution.

(3) Outcome

On Jun 14-17, 2021, the DLA Energy AMR was conducted completely virtually 

using MS Teams, WebRTC (video teleconference), teleconferences, and point-to-point phone, 
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chat/messaging, and email. The prep sessions, entrance conference, reviews, daily hot wash 

sessions, and exit conference were all successfully held. There were 33 areas reviewed, with 

some areas not reviewed since they required on-site inspection. Of the 33 areas, there were 17 

with a “Pass,” nine with a “Fail,” and seven that were “Observation Only.” 

On Aug. 23-27, 2021, the DLA Disposition Services AMR was conducted 

completely virtually except for one topic area that required one person to travel to Battle Creek, 

Michigan to conduct an in-person inspection. The Headquarters and MSC teams used the same 

collaboration tools for the DLA Energy AMR to conduct the prep sessions, entrance conference, 

reviews, daily hot wash sessions, and exit conference. Of the 33 review areas, there were 26 with 

a “Pass,” eight with a “Fail,” and six that were “Observation Only.”

Details of the findings from both AMRs were provided in a final report 

accompanied by an action list and a comparison of the 2018 (first cycle) and 2021 (second cycle) 

reviews.
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Defense Logistics Agency

DLA Information Operations (J6) 

Fiscal Year 2021 Historical Report
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1. Introduction

J6 delivers information and technology capabilities that enable the agency’s combat logistics 

support to the nation, enhancing the readiness and lethality of the Warfighter now and in the 

future. This IT segment aligns with the DLA Strategic Plan, in particular Critical Capability C, 

Digital-Business Transformation, (D-BX). This historical report captures J6 local initiatives and 

other significant items as well. 

Our vision is to employ a unified agency platform; leverage data as a strategic asset; and use 

artificial intelligence, machine learning, and automation to deliver uncompromised logistics 

support to Warfighters and the whole of government. 

We, the J6, are a professional information technology team! TEAMWORK is the principle that 

defines our beliefs and core values. We use this principle in working together to serve our 

customers. 

T Together we win, everyone counts.

E Excellence in all we deliver.

A Attitude – be positive in all you do and assume good intent.

M Modernize – digital-business transformation and innovation using new methods.

W Warfighter always, customer first.

O On time and on target – be part of the solution, own your actions, and meet commitments.

R Recognize, respect, and appreciate others.

K Knowledgeable – be well-informed, educated, and perceptive.
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2. Organization

a. The following chart depicts the J6 senior leaders as of Sep 30, 2021.

b. General Order 06-20, finalized Jul 18, 2021,:

(1) Created Cybersecurity Management Services (J611), Cyber Resilience (J613), 

and Cybersecurity Operations (J614) under Cybersecurity (J61) as sub-organizations.

(2) Disestablished Stakeholder Integrated Services (SIS) (J63) and aligned its 

personnel to Customer Support and Readiness (J64A).

(3) Established Enterprise Hosting (J64D) and Configuration Management 

(J64E).

(4) Updated Logistics Research and Development (J68) Mission and Functions.

(5) Renamed J6T from Strategic Technology and Investments to Strategic IT 

Business Operations.

(6) Created Project Management Division (J6XB) to manage customer-initiated 

IT infrastructure projects. 

3. Key Personnel

The following chart lists key personnel as of Sep 30, 2021. 

TITLE NAME TENURE DATES

CIO Office (J6)

Director/Chief Information Officer George Duchak Sep 30, 2019 - present

Deputy Director Karyn Runstrom Sep 30, 2019 - present
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Chief of Staff Rose Praydis Oct 26, 2020 - present

Chief Technology Officer Colleen (Kelly) 

Morris

May 9, 2021 - present

Office of Chief Data & Analytics 

Officer (J6D)

Director/Chief Data Officer Teresa Smith Dec 31, 2017 - present

Deputy Director Richard TeBeau Dec 31, 2017 - Jul 25, 2021

Director/Chief Data Officer Dr. Lindsey Saul Jul 18, 2021 - present

Strategic IT Business Operations (J6T)

Director Linda VanDyke Aug 15, 2019 - present

Deputy Director Jeff Charlesworth Aug 15, 2019 - present

Customer Experience (J6X)

Director Eric Fegley Oct 2017 - present

Deputy Director Ernie Sparages Oct 2017 - June 25, 2021

Deputy Director Kari Riskedahl June 25, 2021 - present

Cybersecurity (J61)

Director Linus Baker Sep 2010 - present

Deputy Director Suzanne Fairley 

(Acting)

Oct 2017 - present

Program Executive Office, Enterprise 

Applications (J62)

Program Executive Officer (PEO) Adarryl Roberts Sep 12, 2019 - present

Deputy PEO Kenneth Fielding Jul 2012 - present

Enterprise Infrastructure Services 

(J64)

Director Dempsey Hackett Dec 2018 - present

Deputy Director Mark Jackson Mar 9, 2014 - present

Document Services (J67)

Director Richard TeBeau Jul 26, 2021 - present

Logistics Research & Development 

(J68)

Director David Koch Feb 11, 2020 - present

Deputy Director CDR Jim Zakar Jul 13, 2020 - present
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4. Total Personnel

The following J6 workforce totals are current as of Sep 30, 2021. 

Civilian 2,285

Contractor 3,356

Military 7

5. Historical Narrative 

a. Transformation Projects 

(1) Enterprise Resource Planning (ERP) Migration

Migrating ERP to the cloud means leaving DISA-provided servers and accepting 

Amazon Web Services. We received “Production conditional Authority to Operate” on Apr 2, 

2021, and “Test and Development conditional Authority to Operate” on Jul 21, 2021. The Data 

Sync, which allows large amounts of data to migrate, was delayed due to transmission rate issues 

but resolved on Jul 27, 2021. The Digital Business Transformation Governance Committee 

approved a new schedule based on the delay: Release 1 – Oct 25, 2021, Release 2 – Dec 13, 

2021, and Release 3 – Feb 22, 2022. 

(2) Data Migration Server (DMIS) Upgrade

J62LCA supported the Enterprise Resource Planning Central Component (ECC) 

and System Landscape Transformation (SLT) DMIS support package upgrades the weekend of 

Jun 4, 2021. It completed the Supplier Relationship Management (SRM) DMIS upgrade the 

weekend of Jun 18, 2021. Upgrades will provide Near Zero Down Time for the migration of 

ECC and keep SRM and SLT in sync for High-performance ANalytic Appliance (HANA) 

replication. DMIS upgrades were required prior to Release 2, Mock 2 on Jul 23, 2021, which was 

moved to Aug 20, 2021.

(3) ERP to Cloud Migration Environment builds

J62LCA supported the Business Objects Enterprise Suite applications Cloud 

builds, as well as the technical configuration for Solution Manager, Supply Chain Management 

upgrade, and Cloud Installation and Development Security Operations (DevSecOPS) Solution 

Manager capabilities.

(a) J62LCA supported the Business Warehouse on HANA (BWoHANA) 

upgrade the weekend of Jun 11, 2021. J62LCA served as Point of Contact, providing DLA 

Senior Leaders Maintenance Window updates. The BWoHANA upgrade is a prerequisite for 

ERP Migration and DLA’s journey to S4 HANA by 2025. Release 3 Mocks are scheduled 

through Oct 31, 2021, with Nov 20 - Nov 22, 2021 - Production Go Live. 
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(b) Warehouse Management System Modernization (WMS) - The 

Technical Environment & Application Support Division provided managerial oversight for 

contractor and federal government resources for technical support of the WMS program.

(c) Enterprise Funds Distribution (EFD) - The OSD Comptrollersponsored EFD program was declared fully operational after deploying three waves with over 45 

fund accounts and implemented a final five octet technical upgrade to position the program for 

successful transition to DFAS in November 2021. EFD supported funds distribution for all 

COVID-19 congressionally mandated directives and supported Afghanistan operations.

(4) DLA Troop Support Modernization

The Troop Support Modernization team developed a holistic approach to 

modernizing the IT capability and business processes for the three supply chains not covered by 

Enterprise Business Systems. In Q1 FY 21, Construction and Equipment (C&E) was the first 

supply chain to undergo development leveraging the agency’s investment in ServiceNow. The 

new capability was developed in Q4 FY 21 and is planned to be delivered Q1 FY22. 

(5) Customer Relationship Management (CRM) Modernization

The CRM Team successfully configured the CRM Module on DLA’s Enterprise 

Platform (ServiceNow) to execute a training plan across all users. The module Go Live went into 

production in Q4 FY 21 and includes features/capabilities which improve customer support. 

CRM will now be able to close and archive SAP CRM EBS tickets.

(6) Trusted Mission Partner

IT Capability Support for Line of Effort (LOE) Three in the DLA Strategic Plan, 

Trusted Mission Partner. IT Capability Support for CRM Digital Business Transformation. The 

ServiceNow platform will allow DLA’s partners to exceed their strategic goals. User Acceptance 

Testing begun during Q4 FY 21 with full implementation planned for the end of FY 21.

(7) Modernized Acquisition and Supply Chain Management

IT Capability Support for LOE Four, Modernized Acquisition and Supply Chain 

Management (C4.2, Standardize IT Rationalization). Business Capability Teams and 

organizational structure are supported by the rationalization initiative. The Senior Executive 

Rationalization questionnaire was approved Q3 FY 21 and the Rationalization Questionnaire 

Initial Assessment 19 Critical Business Systems was completed in Q4 FY 21.

(8) Federal Logistics (FED LOG) Modernization

The DLA Program Executive Office reported that, as part of the modernization 

effort, the FED LOG application migrated exclusively to downloadable content for U.S. 

government customers and defense contractors, eliminating the need for more than 10,000 digital 

versatile discs (DVDs) each month, returning ~$20,000 per month to the warfighter. Over the 

past 14 months, FED LOG has coordinated with existing customers and service component 
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representatives to increase the availability of FED LOG via multiple platforms, allowing 

customers to transition to downloading with zero operational impact.

b. Advanced Analytics and Automation 

(1) Provided analytic support for LOE Three, Trusted Mission Partner. Added

capability to the Material Availability Analytics Tool, which enables users to view diagnostic 

and predictive information across a multitude of indentures, enabling predictive views and 

prescriptive insight.

(2) Developed predictive capability for cash balances across DLA. This model 

simulates impacts of planning parameter decisions or changes to obligation authority and cash.

(3) Implemented enterprise and data architecture that meet or exceeded 

requirements. J6 hired a data architect and is working on a holistic approach to ensuring DLA 

data is “AI-ready:” accessible, aligned, accurate, and complete.

(4) Evaluated current pipeline of analytics use cases; weighed against new 

priorities generated by LOEs. Working with stakeholders to ensure a robust data and analytics 

capability and platform to support new and evolving reporting requirements and visibility of 

information for diagnostic, predictive and prescriptive insights.

c. Cybersecurity

(1) Cybersecurity Policy & Oversight: A Cybersecurity Risk Management 

Framework (RMF) was authorized in accordance with Department of Defense Instruction 

(DODI) 8510.01, “Risk Management Framework for DOD Information Technology” to minimize 

risks and ensure the confidentiality, integrity and availability of all DLA information systems 

under J6 purview.

(2) Executed RMF activities, to include authorizing 20 new DLA information 

systems, re-authorizing 23 established DLA information systems, and conducting 36 annual 

reviews of previously authorized DLA information systems. Continuously monitored the security 

controls associated with DLA information systems to ensure operation included continued 

assessment and validation of National Institute of Standards and Technology (NIST) 800-53 

security controls throughout a two-year cycle. Assessed and validated 12,897 security controls 

across 433 security control families.

(3) Implemented a new approval process for Plan of Action & Milestones 

(POA&M) submissions and Authorizing Official Risk Acceptance (AORA) requests to provide 

visibility of risk compliance. This new process ensures POA&M items are maintained within the 

timeframes established in the DLA RMF Standard Operating Procedure and risk acceptance 

requests are completely and accurately documented. In all, 149 POA&M submissions and 14 

AORA requests were approved.

(4) Command Post Exercises (CPX) and Cyber Disruption Events. Began 

initiative to create repeatable CPX processes. 

(5) Assured Logistics Cyber Center: Stood up a cell to expand and integrate cyber 

within the core logistics mission to stay ahead of threats to supply chains.

(6) Renewed the Computer Emergency Response Team’s (CERT) authorization 

as DLA’s Cybersecurity Service Provider (CSSP) through a virtual assessment by Joint Force 

Headquarters-DOD Information Network (JFHQ-DODIN). DLA is one of 26 authorized CSSPs 
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in DOD. This assessment was the first using Enterprise Scoring Metrics version 10, which 

incorporates strict requirements to demonstrate compliance with DOD cybersecurity policy.

(7) Enhanced user awareness of cyber risk by implementing the Spear Phishing 

Exercise program. The program emails targeted groups with publicly available information to 

entice readers to click on malicious links.

(8) Continually reinforced DLA’s cybersecurity posture with respect to focused, 

threat-informed operations orders, and cybersecurity tasks.

(a) Transitioned the enterprise log management system from ArcSight to 

Splunk. DLA’s Splunk instance provides more capability to efficiently manage security log data 

through data modeling and indexing.

(b) Integrated the MITRE Corporation’s Adversarial Tactics, Techniques, 

and Common Knowledge (ATT&CK) framework into cybersecurity tools and use cases. MITRE 

ATT&CK correlates specific cyber-attack techniques to DLA’s existing defenses and highlights 

potential gaps.

(c) Improved cloud environment cybersecurity through cybersecurity 

vulnerability assessments (CVA). DLA CERT completed CVAs of critical DLA mission 

applications in the Amazon Web Services (AWS) and Microsoft Azure cloud environments and 

provided lessons learned to program and security managers for future cloud migrations.

d. Technology Governance

(1) Standardized Enterprise Business Capability Management.

(2) IT Rationalization: worked with stakeholders to develop a standard process to 

quantify the business technical value of enablers.

(3) Incorporated DLA Operational Technology (OT) framework into the 

technology governance process to collect, review, and improve OT assets, funding, procurement, 

and maintenance/sustainment. 

e. Strategic IT Business Operations 

(1) Strategic Architecture (J6TA) upgraded the DLA Portfolio and Architecture 

Tools Suite from MEGA HOPEX version 1 to version 3.

(2) The DLA CIO approved the DLA Enterprise Architecture v8.0 baseline on 

Jun 4, 2021, which included all current DLA Enterprise Reference Architecture data (J6T).

f. Research and Development (R&D)

R&D strives each day to increase the mission readiness of DLA and its Whole of 

Government partners. R&D employs a holistic approach to addressing the needs of customers 

and investing resources. R&D efforts that aligned to the DLA Strategic Plan follow:

(1) Industrial Base and Aging Weapon System Support

Implemented innovative technology to ensure that a robust, reliable industrial 

base provided affordable and previously hard-to-procure parts for DOD weapon systems.
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(2) 3D Technical Data Modernization/Model Based Enterprise

Integrated three-dimensional technical data and knowledge-based tools to 

streamline supply system responsiveness for specific DLA-managed commodities.

(3) Predictive Analytics, Modeling & Simulation

Applied Artificial Intelligence/Machine Learning to DLA data to solve problems, 

improve business operations, and provide strategies.

(4) Logistics Operations Innovation

Integrated technologies to transform our business processes and enhance 

Warfighter readiness and weapons system sustainment.

(5) Smart Warehouse Modernization

Modernized distribution and disposition operations by infusing 5G-enabled 

interconnected technologies.

(6) To support partnership growth, R&D held an Industry Collider Day in Nov. 

This virtual event provided an opportunity for over 700 participants to learn about the programs 

and initiatives of the Enterprise Support Area (ESA). The event concluded with the awarding of 

15 contracts to small businesses. A second R&D Collider Day was held in Sep 2021. Titled 

Expanding Partnerships for DLA Transformation and Modernization, it focused on reaching new 

partners from government, industry, academia, and small business communities. Almost 1,100 

participants registered. It concluded with the awarding of seven contracts to small businesses.

(7) Shutdown the Medical Logistics Network program and reallocated funds to 

the remaining Logistics R&D supply chains. 

(8) Established the Acquisition Modernization Technology Research program to 

support projects transforming how DLA procures commodities and services.

(9) The Technology Accelerator and Strategic Technology teams joined the 

organization. The Technology Accelerator Team builds rapid prototypes by forming ad hoc 

teams from across DLA/DOD/industry. The Strategic Technology Team reviews and tests 

technology solutions.

(10) Supported COVID-19 responses in in several ways.

(a) R&D Additive Manufacturing program operationalized the Joint 

Additive Manufacturing Exchange (JAMMEX) to share FDA-approved Personal Protective 

Equipment (PPE) AM models for COVID-19 response. 

(b) R&D developed pulse plasma technology to disinfect PPE.

(c) R&D supported a rapid manufacturing prototype contract to deliver 

11,000 face shields to New York City first responders in less than two weeks.

(d) R&D used an Other Transactional Authority to develop two 

domestically sourced and produced N95 masks.
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(e) R&D’s Battery Network Program prototyped key ground system leadacid batteries with a new bipolar design to scale-up solid-state electrolyte production for 

transition to safer high-energy battery technology. 

(f) R&D’s Model Based Enterprise for Combat Uniforms and Individual 

Equipment (CUIE) resulted in a joint process between the military services and DLA that 

provides new item-requirement information and integrates technical data for use throughout the 

supply chain. Stakeholders now have visibility over a product’s lifecycle. 

(g) The Small Business Innovation Program (SBIP) supported 

requirements for over 22 weapons systems, including the ALCM / F107 Engine; B-52 

Stratofortress; B2 Spirit; and the Ohio Class Submarine (for ICBMs). Helped by the Nuclear 

Enterprise Support Office, SBIP is positioning DLA to be fully responsive to weapon-system 

requirements of the U.S. Air Force and U.S. Navy nuclear communities (through reverse 

engineering hard-to-source legacy parts).

6. Other Significant Items of Interest

a. Migration to Cloud

Over 90% of DLA applications have been migrated to Software as a Service or to 

commercial cloud solutions. DLA has workloads in Microsoft Azure, AWS, and in the Oracle 

Cloud Infrastructure. DLA classified applications are similarly being moved. DLA and the other 

defense agencies and field activities are required to submit weekly migration status to the Office 

of the Secretary of Defense (OSD). 

b. Amelia Help Desk Automation

(1) Amelia Chat went live in Jul 2020. From Jul 2020 through Sep 11, 2021, 

Amelia Chat initiated 21,251 sessions, created 17,652 tickets, escalated 14,220 to the Enterprise 

Service Desk Tier 1, with 3,432 tickets escalated to other support groups. 

(2) Amelia Voice went live in Oct 2020. From November 2020 through Sep 11, 

2021, Amelia Voice conducted 340,716 voice sessions, generated 73,307 incident tickets, and 

escalated 182,285 calls.

(3) DLA and DISA introduced the DISA EBS redirect in Amelia Chat in Nov

2020 and Amelia Voice in Mar 2021 that allowed on average 2,500 DLA users per month to 

contact DISA directly for EBS application password resets. 

(4) In Dec 2020, DLA implemented the DISA Automated Call Distribution 

Solution, which included a separate Toll-Free number for DLA Customers and for DLA Energy 

customers to call Amelia. This capability allowed users to stay on the line until the call was 

answered or go into the callback queue and have a technician call the user back. 

(5) In Feb 2021, received official announcement of DLA Office of Inspector 

General (OIG) Audit of DLA’s Enterprise Help Desk. 

(6) In Mar 2021, J6 Implemented a temporary solution in support of cFolder 

password resets due to call wait/hold times being extremely long. Initiative ended May 30, 2021.

(7) In Apr 2021, Amelia developers completed the trigger escalation for Priority 

Users (i.e., VIP, Silver, On-Duty Battle Watch Captains, and e911 users). 
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(8) In Apr 2021, completed the Amelia integration with Virtual Desktop 

Infrastructure (VDI) application which permitted Amelia to identify the end user’s hung session 

that prevented the user from logging into VDI.

(9) In May 2021, completed the Amelia integration with the AMPS application; 

providing information to Amelia on whether a user’s AMPS password was locked. If locked, 

Amelia would email the user with directions on resetting their AMPS password.

(10) In May 2021, DLA confirmed that Amelia is not a part of the DISA Global 

Service Desk’s (GSD) technology roadmap. DLA does not intend to integrate Amelia with our 

ServiceNow ITSM solution; DLA will transition off Amelia before transitioning to ServiceNow 

ITSM and the GSD. As a consequence, the DLA CIO approved the phased unbundling and decommissioning of the Amelia across the DLA Enterprise. 

(11) In Jul 2021, J64A requested DISA increase Automated Call Distribution 

Customer Interaction Center concurrent licenses from 60 to 91 to handle the increased volume of 

calls redirected to DLA Tier 1 live agents. DISA's letter of estimate received Aug 19, 2021.

(12) In Jul 2021, J64A requested DISA switch phone lines that dial directly to 

Amelia with phone lines that dial directly to DLA ESD Tier 1. Discussions on switching phone 

lines and retaining the DLA Energy 1-800 phone number continue. 

(13) In Sep 2021, J64A requested the decommissioning of all eight Amelia 

servers within the DLA Dayton Center and the Azure Cloud.

c. Expeditionary Mission Support

Contingency IT Operations supported a Deployable Distribution team operating at Esler 

Field in Louisiana after Hurricane Ida with a Heavy Communications Package (HCP) from Aug

29 to Oct 2, 2021. The Mobile Command Vehicle deployed to Baton Rouge, Louisiana, on Sep

7, 2021, as support of Hurricane Ida expanded for DLA Energy Task Force Americas’ Fuel 

Contingency Contract mission. These deployments facilitated DLA’s ability to support Federal 

Emergency Management Agency (FEMA) Mission Assignments.

d. IT Audit Readiness

OIG closed 23 Information Technology Notice of Findings and Recommendations. The 

Independent Public Auditor is reviewing an additional 13 Corrective Action Plans.

e. Azure DOD to Gov Region Migration

In mid-Jul 2020, the CIO approved moving all existing and future workloads to a more 

secure Azure region. We will migrate approximately 115 applications with 644 virtual machines. 

DLA’s new environment received “conditional Authority to Operate” in Feb 2021. Similarly, the 

Digital Service Center stood up as a service and received interim authority to test.

f. Planning support

The J62P Center of Planning Excellence worked closely with the J343 CoPE, J314, DLA 

Energy, and J67 (now J6D) to implement three large projects. First, the team upgraded JDA 

software. Second, the team deployed the 8th of eight modules within the Joint Chiefs of Staff 
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Reporting Emergency Petroleum, Oils, and Lubricants (REPOL) system. Third, the team is 

implementing new capabilities to “ingest” Time Phased Force Deployment Data and run 

simulations integrating operations tempo, weapon system types and numbers, fuel burn rates, 

fuel demands, and locations. Users receive mission-critical fuels-related reports allowing them to 

interface with the Joint Petroleum Office to realign fuels supplies worldwide. 

g. Received DLA Chief of Staff approval (Feb 12, 2021) to move forward with a multiyear $702 million solicitation for DoD Multi-functional Devices – awarded Aug 13, 2021.

h. Improved FedMall user experience, catalog, and order management capabilities. Work 

on these improvements began in FY 21, with the first phase, IBM Master Data Management 

(MDM) Module, replaced on Sep 12, 2001. Replacing MDM with a modern solution not only 

saves $4 million in annual licensing costs but also provides a more user-friendly interface, 

improved contract management, and vastly improved logging and data validation. 

i. Wide Area Workflow e-Business Suite was granted a two-year Authority to Operate.

j. On Aug 17, 2020, the Under Secretary of Defense for Acquisition and Sustainment 

designated DLA as Program Executive Officer for joint Fourth Estate contract writing. The 

Defense Business Systems Support Office has been tasked, on behalf of the PEO, to deploy a 

modernized contract writing solution prior to the Standard Procurement System (SPS) sunset 

date of Sep 30, 2023. The capability will leverage existing tools, hosted within the Procurement 

Integrated Enterprise Environment, as well as leverage other products and capabilities. 

k. The Defense Medical Logistics Standard Support-Wholesale fielded a major release 

for Medical Electronic Catalog Supplier View of Order Management.

l. J62 is the Functional Executive Agent Medical Support deployed Medical Logistics 

Online, a new authoritative data repository for all published Allowance Standards.

m. Federal Logistics Information System (FLIS) support Operation Warp Speed - The

FLIS PMO processed National Stock Numbers (NSNs) for COVID-19 vaccines and 

disseminated the new NSN data to support Operation Warp Speed operations. These new NSNs 

supported the planning, procurement, order-fulfillment, distribution, and warehousing of 

COVID-19 vaccines and vaccine support kits. 

n. The Defense Automatic Addressing System processed $6.94 billion transactions for 

DOD, federal civilian, state/local and commercial organizations.

o. Enhanced collaboration tools implementation.

p. Microsoft Teams - Implemented Teams for over 17 thousand thick client devices and 

across DLA’s VDI production environment to replace Skype for Business and support DOD’s 

expansion of DOD365. Also implemented Teams Meetings Recording/Live Captioning features 

and Audio-Conferencing Pilot.

q. SecureView - 100% of the first 100 SecureView devices deployed to general users and 

procurement is underway for 200 additional end points.

r. ZoomGov – DLA VDI Teams worked with vendors to enhance ZoomGov meetings for 

VDI users using DLA’s User Managed Computer (UMC) devices. Procurement enabled a 

sizeable audience to support over 33K employees with 125 event facilitator licensees for ten 

DLA Organizations. The ZoomGov acquisition led to the successful execution of virtual events.

s. Mobile solutions

(1) Upgraded more than 9,000 devices to iOS 14 which required tech-refreshing 

over 3,000 iPhone 6s across CONUS / OCONUS. 
141

(2) Introduced new business applications to the DLA App Store, specifically 

Microsoft 365 (M365) applications (e.g., Teams, Authenticator, OneDrive), which aligned with 

the FY 21 goal of expanding M365 access for users. Through OneDrive, DLA was able to meet 

cybersecurity requirements for mobile devices to transfer photos ensuring contract actions could 

occur in working environments, (e.g., Southern Border, Hurricane Support, etc.) without 

requiring procuring a third-party software solution.

(3) Supported the implementation for DLA Disposition Services’s SnapTrack 

Application hosted in DLA App Store. Activities included coordinating with PMO for various 

updates and iOS 13 compatibility ensuring DLA Disposition users could conduct geo-tagging 

actions in remote depots to maintain the integrity of militarized-vehicle inventories.

(4) Piloted over 700 ruggedized Dell tablets for the DLA Distribution workforce 

to expand information system processing and sustain application connectivity while reducing the 

requirement to transport assets deskside.

t. Data Center Optimization and Closure - As part of the Department's Information 

Technology reform activities and in alignment with the DOD Digital Modernization Strategy, the 

DOD Chief Information Officer directed acceleration of data center consolidation and cloud 

adoption for the Fourth Estate in a May 3, 2018 memorandum titled "Fourth Estate Application 

and System Cloud Migration." 

(1) The Richmond Data Center closed in Jun 2021 and is now considered an 

installation service node. Dayton and Tracy are the only two data centers still open.

(2) 16,123 users have migrated to Azure VDI; 10,246 are Azure exclusive.

(3) 99.87% complete moving H: drives to One Drive for CONUS users; have 

begun to address OCONUS users.

(4) 400TB of file share data at Dayton and Tracy replicated on a secure protocol.

u. Network consolidation and enhancements - includes LAN consolidation, firewall and 

Virtual Private Network (VPN) upgrades. 

(1) In Dec 2020, deployed two new Azure Gov CloudGuard gateways for the 

DOD-to-Gov Azure migration.

(2) In Jan 2021, deployed new Pulse equipment to enhance Pulse Secure Remote 

Access VPN systems.

(3) In Apr 2021, deployed the Maestro Hyperscale solution and consolidated 

Dayton hub site firewalls into a stack. The Maestro stack maximizes appliance capacity by 

providing increased throughput and more efficient Computer Processing Unit (CPU) utilization. 

Installing the stack at Dayton doubled CPU capacity and supported H drive migration to 

OneDrive, which was required before Virtual Desktop Infrastructure can move to Azure. The 

hyper scaled “stack” consists of several firewalls which are all tied together and share resources, 

acting as a single firewall. 

(4) In Apr 2021, installed a firewall to enable workstation connections to the 

Secret Internet Protocol Router Network (SIPRNet). The firewall allows users to work from 

remote locations.

(5) In Jul 2021, migrated all the configurations, exceptions, and bypasses to a new 

transfer protocol. This migration will help control access to web sites. 
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(6) Throughout FY 21, completed Local Area Network consolidations at 33 sites 

in accordance with DOD Joint Regional Security Stacks guidance. The team also completed 

technical LAN refreshes at 19 sites.

(7) Throughout FY 21, completed 23 technical refreshes for end-of-life firewalls. 

Completed technical refreshes for routers at all DLA locations. 

(8) Throughout FY 21, deployed four CloudGuard gateways in support of AWS 

firewall deployment and Enterprise Resource Planning (ERP) migration.

(9) Throughout FY 21, configured five Policy Decision Point gateways for the 

enterprise Identity Awareness Project.

(10) Throughout FY 21, established eight F5s within the AWS ERP environment, 

and configured the initial fifteen virtual servers to ensure F5-proxied sites meet cybersecurity 

requirements and taskings. Converted all F5-proxied websites to Personal Identity Verification.

(11) Throughout FY 21, configured SIPRNet Infoblox tech refreshes to enhance 

new features with Internet Protocol Asset Management monitoring, logging, integration with 

other systems, etc.

(12) Throughout FY 21, dealt with multiple DoD Vulnerability Disclosure 

Program (VDP) taskings related to Pulse remote access VPN, with no successful penetrations.

(13) Throughout FY 21, completed upgrades for all Wireless LAN Controllers.

(14) Throughout FY 21, upgraded seventy-one compatible firewalls to version 

R80.40. Upgraded the version R80.40 Manager Server (SIPRNet), adding innovation, security, 

and significant performance improvement. 

v. Telecommunications enhancements (J64).

(1) In Dec 2020, installed the Battle Creek High Frequency Radio Antenna.

(2) In Jan 2021, replaced End-of-Life (EOL) hardware at DLA Pearl Harbor to 

improve Satellite Communications (SATCOM) connectivity.

(3) In January 2021, completed Okinawa antenna installations to enhance the 

secure enterprise-connected communications solution for DLA teams.

(4) In 2nd and 3rd quarters, provided mission support to Camp Humphries, South 

Korea for satellite connectivity. 

(5) In Mar 2021, Completed Joint Staff Action Processing (JSAP) Task Annual 

Satellite Database Re-Validation to allow continued satellite support for DLA.

(6) In Mar 2021, upgraded the Columbus Legacy Codian TelePresence Secure 

Bridge to a Global Resilient Cisco Meeting Server (CMS) Infrastructure.

(7) In Apr 2021, supported Contingency IT (CIT) in planning and acquiring 

Military Satellite Communications service for COREX-21 and CIT division training. Also, 

coordinated the purchase of new SATCOM equipment for Contingency IT.

(8) In Apr 2021, assisted with High Frequency Radio Configuration for DLA 

Distribution San Joaquin for Joint Rapid Alerting for Survivability and Endurability Field Test 

number 1 and 2 and participated in Field Test number 2 from Battle Creek, MI.

(9) In Apr 2021, led efforts for Very Small Aperture Terminal SATCOM 

hardening for Joint Force Headquarters-Department of Defense Information Network Task 

Operation Spartan Rumor.
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(10) In Apr 2021, added WebApp CMS Endpoint Branding on Non-classified 

Internet Protocol Router Network (NIPRNet). A backsplash was also added to brand the 3.1 

upgrade. The new DLA logo is on all services’ shields. 

(11) In May 2021, replaced EOL routers and switches on the DLA Enterprise 

Land Mobile Radio System with Juniper SRX2200’s.

(12) In Jun 2021, moved the SIPRNet PAC bridge to production which gives the 

INDO/PAC region its own SIPRNet infrastructure. 

(13) In Jun 2021, completed Type 1 Failover for Richmond to add redundancy to 

EVoIP phones. Completed the Type 1 Failover for Fort Belvoir in July 2021.

(14) In the 3rd Quarter, added ten Disposition Radios to Camp Pendleton’s Radio 

System to add to the capabilities at the site.

(15) Completed Video Teleconference (VTC) technical refreshes for 40 rooms at 

Cherry Point, North Carolina; Bremerton, Washington; Energy HQ; HQ Tech, Virginia; 

Jacksonville, Florida; Mechanicsburg, Pennsylvania; Richmond, Virginia; Suffolk, Virginia; Seal 

Beach, California; and Warner Robbins, Georgia. Supported 5,044 scheduled NIPR VTCs and 

4,075 adhoc VTCs. Supported 1,315 scheduled SIPR VTCs and 7,090 adhoc VTCs. 

(16) In Jul 2021, upgraded the CMS WebApp from 2.1 to 3.1. The upgrade will 

remove the Extensible Messaging and Presence Protocol, increase WebRTC capacity to 500 to 

3000 concurrent participants, and resolve issues with joining calls.

(17) Throughout FY 21, onboarded DISA EVoIP at Sigonella, Italy; Rota, Spain; 

Aviano, Italy; Wiesbaden, Germany; Molesworth, UK; NSA Naples, Italy; and Yokosuka, Japan. 

(18) Throughout FY 21, upgraded the Call Manager version at 10 sites, 

simplifying administration, enhancing security and compliance, and improving user experience. 

(19) Throughout FY 21, installed Infinistream NetScout at five sites (Columbus, 

Hill, Pearl Harbor, Yokosuka, Ramstein) to provide longer packet retention. Longer packet 

retention allows DLA cyber incident handlers to go back to the time of an incident and inspect 

the packets for malicious activity. These installations also allow DLA to monitor the application 

usage on most of the DLA circuits worldwide. 

w. An updated DODI 5330.03 was signed by Acting Undersecretary of Defense for 

Acquisition and Sustainment, Stacy Cummings, on May 7, 2021. DLA originally started working 

with ODASD(Log) in 2017 to update the policy. The GAO study “Document Services: DOD 

Should Take Actions to Achieve Further Efficiencies,” published in Oct 2018, helped solidify 

this need for the policy update. The policy update now identifies DLA as the single manager for 

document services. In addition to printing, it designates DLA as the single provider of office 

print devices (Multi-Functional Devices and Desktop printers). The policy updates re-affirmed 

DLA’s long standing previous position as the single manager for printing. The significant change 

in this policy update is that DLA will now be the “single manager” for office print devices. This 

consolidation of DOD’s office print device acquisition under DLA is projected to save DOD 

approximately $247 million annually through consolidation and volume purchases across the 

department. 

x. Disposition Integration Web (DIW) completed Oracle 9c software upgrade. The Oracle 

version being used by DIW was becoming obsolete and was going to become unsupported. DIW 

upgrade to Oracle 19 and avoided any system issues or outages.

y. Defense Agencies Initiative (DAI) - Deployed to the United States Marine Corps for 

the first implementation of DAI outside the DOD Fourth Estate.
144

Defense Logistics Agency

DLA Acquisition (J7) 

Fiscal Year 2021 Historical Report
145

1. Introduction

This historical report is a narrative summary of the organizational events and actions DLA 

Acquisition took over Fiscal Year 2021 (FY 21) to execute its mission of sustaining Warfighter 

readiness and lethality by delivering proactive global acquisition solutions in peace and war. The 

report summarizes high-level agency performance for the entire DLA Enterprise and is written 

around J7 organizational missions and functions, the DLA Strategic Plan, and the J7 Acquisition 

Road Map, a strategic planning document that J7 has developed and updated each year since 

2015, to guide the organization’s actions and remind employees of the J7 strategic intent of 

maintaining “deliberate focus on executing the right things, the right way, for the right reasons.” 

This year’s report also includes a discussion of external influences that were a result of the 

change in Presidential administrations and the enduring lessons from COVID-19.

2. Organization 

a. J7 is comprised of three distinct organizational units:

(1) J7 Headquarters (HQ)

DLA’s Acquisition Directorate and staff element. Responsible for providing 

guidance and overseeing DLA’s acquisition workforce and procurement system. Supports J7 

Director and Deputy Director in carrying out their executive functions, including Senior 

Procurement Executive (SPE), Component Acquisition Executive (CAE), Head of the 

Contracting Activity, Senior Services Manager (SSM), Competition Advocate, and Enterprise 

Business Cycle Owner (EBCO).

(2) DLA Contracting Services Office (DCSO)

One of two operational components of J7. Supports internal agency operations 

through its contracting capabilities. Plans, organizes, directs, and manages procurement and 

contract administration for highly-specialized Electronic and Communication Services, Research 

and Development, Logistics Management Services, Knowledge-Based Services, Facility-Related 

Services, Financial-Management Services, and materials in support of DLA internal operations 

and to other federal agencies.

(3) DLA Strategic Materials

One of two operational components of J7. Operates the Defense National 

Stockpile and supports U.S. Government efforts to decrease and preclude dependence upon 

foreign sources or single points of failure in times of national emergency. Acquires and retains 

stockpile materials; converts and upgrades stockpile materials; develops and qualifies domestic 

sources; recycles strategic materials from end-of-life government items, and disposes excess 

stock for operational funding.
146

b. J7’s current organizational structure and leadership:

c. FY20 Organizational Changes

While there were no changes to the J7 organizational structure during FY20, there were 

several adjustments to supervisory and management authorities:

(1) Ms. Charmaine Camper moved from J73 to fill the J71, Acquisition 

Workforce Division Chief role. 

(2) On Oct 1, 2020, the Strategic Materials contracting division was brought 

under DCSO and personnel from the Joint Contingency Acquisition Support Office (JCASO), 

which has been dissolved, were integrated into J73. 

(3) J7 gained a number of new military officers in FY 21. Col Joann Kenneally 

replaced Col Stupinski as the J76 Deputy Division Chief, after he moved on to his next 

command assignment with DCMA. COL Chris Johnson joined J73 and is specifically supporting 

efforts related to supply chain resiliency. Col Scott Ekstrom joined J74 from his previous 

assignment as the Air Force’s C-17 Program Manager and is supporting J7 initiatives from 

Warner Robins, Georgia. 
147

d. J7 has personnel located across the United States as depicted below:

3. Key Personnel

J7 key personnel include the Executive Leadership Team (Director, Deputy Director, and Chief 

of Staff), J7 HQ Division Chiefs, the Director and Site Leads of DCSO, the Strategic Materials 

Director and Deputy Director, the DLA Ombudsman and the DLA Warstopper program 

Manager. Key personnel and their dates of tenure are depicted below:

Name Current Position With J7 

Since:

Matthew Beebe J7 Director (2014 to Present) 2014

Roxanne Banks J7 Deputy Director (2014 to Present) 2014

CAPT Robert “Bob” 

Keating

J7 Chief of Staff (Jul 2020 to Present) 2020

Kim Villarreal Chief, ASG (Jul 2018 to Present) 2007

COL Angela Wannamaker Chief, Business Office (Jun 2017 to Present) 2017

Charmaine Camper Chief, J71 (May 2021 to Present) 2020

Kathy Hammer Wells Chief, J72 (Jul 2013 to Present) 2010

Joy Mullori Chief, J73 (Sep 2012 to Present) 2012

Col Mike Hansen Deputy Chief, J73 (Jun 2020 to Present) 2020

Glenn Starks Chief, J74 (May 2009 to Present) 2007

Rusty Wells Chief, J76 (Jun 2014 to Present) 2008

Col Joann Kenneally Deputy Chief, J76 (Jun 2020 to Present) 2019

Mickey Zayas Chief, J78 (Aug 2013 to Present) 2001

Tim Stark DLA Ombudsman (May 2018 to Present) 2008

Luis Villarreal Warstopper PM (May 2004 to Present) 2001

Lillian Gardner Director, DCSO (Apr 2010 to Present) 2010

Joe Marquis DCSO-P Site Manager (Mar 2014 to Present) 2011

Steven Resweber DCSO-FRC Site Manager (Mar 2014 to Present) 2014

Ronnie Favors Director, DLA Strategic Materials (Mar 2010 to 

Present) 

1988
148 

Eric Mata Deputy Director, DLA Strategic Materials (Aug 2016 

to Present)

2014

4. Total Personnel: 

5. Significant Efforts

a. J7 Culture & Climate 

DLA Acquisition has a very robust Culture & Climate program through which it builds 

its strategic plans and realizes organizational and process improvement. The Denison Culture 

survey drives these efforts. 

Thee 2020 Denison Culture survey showed a 25-point net gain from FY18 results, with 

an overall score of 1,112 (92.7%). 38 out of the 60 drivers measured by Denison under 

performance capability improved and only nine drivers declined. Participation declined slightly 

by 3% to 63% with 180 out of 284 completing the survey. 

Leveraging the feedback from the 2020 survey, J7 developed and published its 

Acquisition Culture & Climate 2021-2022 Roadmap 2.0, effective Jun 1, 2021, with five 

goals and 23 strategic objectives. 

b. J7 Acquisition Roadmap (ARM)

In addition to the DLA Strategic Plan, DOP, and Culture & Climate Roadmap, J7 is 

guided by the internally developed Acquisition Roadmap (ARM), which lays out J7 mission 

priorities and initiatives. It complements the DLA Strategic Plan, includes all J7 led objectives 

from the Strategic Plan, and crosswalks key J7 initiatives with all Lines of Efforts and Critical 

Capabilities. It also includes traditional oversight and monitoring metrics aligned to J7 missions 

and functions. 

After a one-year pandemic-driven hiatus during FY20, the J7 Senior Leaders met in Jun 

and Aug 2021 from where they left off in Mar 2020 to finalize Acquisition Roadmap (ARM) 4.0 

for the period of FY 21 through FY23. ARM 4.0 is supported by 17 strategic objectives. 

Performance against the ARM is monitored through the ARM Dashboard, located on the 

J7 website and accessible to all employees. It currently includes more than 70 metrics and five 

key performance indicators. During FY 21, the J7 leadership conducted five ARM Dashboard 

reviews and as of Sep 30, 2021, the Dashboard had a readiness rating of 97.6%, indicating 

currency level of all ARM metrics. The Dashboard continues to be a key management tool for 

J7, reinforcing program ownership and accountability for J7 Action Officers. 

On-Board/ 

Authorized

HQ DCSO SM

Civilians 297/301 81/85 158/154 58/62

Active Duty Military 8/7 7/6 1/1 0

Active Reservists 1 1 0 0

Contractors 13 11 0 2
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c. COVID-19 Impacts of J7 Culture & Climate

As was the case with most DLA organizations, the majority of J7 operated under 

maximum telework for the entirety of FY 21. Divisions and organizations continued to adapt to 

virtual communications platforms such as MS Teams, WebRTC, and Zoom for Government. It is 

recognized that that the pandemic will permanently change how work is performed and the J7 

leadership’s message to the workforce has been to develop proficiency in multiple ways of 

working: to be prepared for the “Future of Work.” 

d. FY 21 Enterprise Business Summary

J7 HQ provides oversight and guidance to enable effective operation of the DLA 

Acquisition Enterprise. The size and scope of that Enterprise is reflected in the agency’s overall 

procurement activity, primarily through contract obligations and contract actions. DLA ended 

FY 21 at $38.4 billion in obligations, compared to $41.8 billion in FY20 and $44.2 billion in 

FY19. Total obligations are down 15% from the readiness investments made in FY18 ($45.1 

billion). Obligations for Hardware requirements during this period decreased 38%, while 

contingency support increased. 

FY 21 obligations were driven by Medical (up $1.6 billion above FY20) as the 

agency continued to provide acquisition support to HHS and other WOG customers. Subsistence, 

Maritime, Energy, DCSO, and Disposition Services all saw increases over FY20 (ranging from 

$4.5 million to $615 million). All other MSCs saw reductions in obligations, with the largest 

seen in C&E (down $2.2 billion), Aviation (down $2.1 billion), and Land (down $1.3 billion). 

The reductions in DLA Hardware (Aviation and Land) were driven by a reduction in DLR 

obligations. The reduction in C&E was largely a reflection of several high-dollar COVID-19 

requirements (mask decontamination units, PPE kits) being fulfilled early in the pandemic. FY 

21 saw the redistribution of Industrial Hardware to the other hardware MSCs which accounts for 

the significant drop in IH. 

MSC 2020 2021 Percent

Change

 DCSO $1,475,253,451.47 $1,549,179,168.05 5%

 DLA AVIATION $8,253,239,131.50 $6,113,868,720.53 -26%

 DLA DISPOSITION SVCS $106,205,416.83 $110,692,489.57 4%

 DLA DISTRIBUTION $433,336,921.06 $395,704,312.55 -9%

 DLA ENERGY $6,585,448,766.46 $7,217,615,215.50 10%

 DLA LAND $3,060,404,890.72 $1,723,192,175.91 -44%

 DLA MARITIME $1,865,720,877.78 $2,072,994,099.48 11%

 DLA TRP SUPT C&E $7,261,185,649.74 $5,097,211,404.98 -30%

 DLA TRP SUPT C&T $2,141,897,448.27 $1,663,448,291.46 -22%

 DLA TRP SUPT IH $333,212,635.39 $140,300,676.11 -58%

 DLA TRP SUPT MED $7,806,639,461.72 $9,482,310,088.60 21%

 DLA TRP SUPT SUB $2,563,195,876.98 $2,837,431,998.39 11%

TOTAL DLR SPEND $6,867,318,638 $4,092,622,654.54 -40%
150 

DLA processed 3.7 million contract actions in FY 21, up slightly from FY20 (3.4 

million). The reason for an increase in actions despite a decrease in obligations is attributable to 

more frequent, smaller dollar hardware buys in L&M and increased order volume in Troop 

Support related to COVID-19. At 3.7 million actions a year, DLA awards an average of 10,000 

contract actions per day. The Agency continues to leverage automation and standardization to

achieve such high volume. DLA processes nearly six times the number of contract actions as the 

services combined, illustrating the force multiplier effect of automation. Of the Agency’s $38.4 

million obligations, 90% (including Prime Vendor) is satisfied by Long Term Contract delivery

orders which are awarded in less than one day. Four percent of obligations are via automated

(non-LTC) awards, with historical lead time average of less than 12 days. 

Other significant enterprise procurement metrics include small business obligation 

achievement of 38%, which exceeded the FY 20 OSD small business goal of 32.36%. The 

agency has exceeded its small business goals for nine consecutive years. DLA exceeded its 3% 

HUBZone goal for first time in 10 years, exceeding $1 billion for the first time ever, and 

exceeded its Small Disadvantaged Business (SDB) goal of 5% for the fifth consecutive year. 

Total DLA small business obligations (over and above eligible small business contracts) were 

$12.9 million, a decrease of approximately $2.2 million from FY20, but consistent with overall 

reductions in Agency spend. AbilityOne obligations were $432 million. 

DLA’s overall competition rate was 77% of obligated dollars and 93% of actions. The 

rate of competed dollars increased 10% over FY20. The increase was attributable to reductions 

in DLR obligations, a reduction in bridge contracts and a reduction in Middle East fuel spend. 

“One source available” ($5.6 billion) and “bridge contracts” ($894 million) continue to be the 

largest contributors to DLAs’ non-competitive spend ($8.8 billion). Specific FY 21 challenges to 

achieving competition included fluctuations in the military service spending at DLR sites (L&M 

and Aviation), non-competitive/urgent COVID-19 support requirements (Troop Support) and 

unexpected large sole source purchases (ASIC buy at L&M). It is expected that with the 

Executive Orders on competition, equity in procurement and supply chain resiliency, FY22 will 

bring greater focus and attention on agency efforts to increase competition and promote a robust 

supplier base. 

6. Historical Narrative

The remainder of this historical narrative is a summary of J7 activity related to COVID-19, 

activity alignment to broader Executive Branch/Department topics, direct J7 contribution to the 

DLA Strategic Plan (Line of Effort 4), followed by the Directorate’s more traditional activities 

related to the major J7 business functions and aligned to J7 organizations/divisions. 

a. J7 COVID-19 Support and the Legacy of COVID-19 

No FY 21 historical report would be complete without addressing the lingering and longterm impacts of the COVID-19 pandemic. While the pace of PPE and other COVID-19 related 

procurements slowed over the course of FY 21, the agency continued to play a significant role in 

WoG efforts to respond to the pandemic. As of Sep 30, 2021, DLA had awarded $4.3 billion and 

38,344 actions to support of DOD and other customers since the Agency began tracking 

pandemic support in Mar 2020. As in FY20, the execution of the acquisitions took place in the 

MSCs, mainly DLA Troop Support, but J7 continued to provide HQ guidance and oversight for 
151

this unique mission. This included staff support and approval authority for several Justifications 

and Approvals to award sole source/limited source contracts, to include the $1.6 billion contract 

awards for 150 million at home and point of care test kits, which President Biden referenced in 

his speech to the nation on Sep 9, 2021, about stepped-up efforts to end the pandemic (including 

a vaccination requirement for federal employees and contractors). J7 also assisted DLA Troop 

Support in obtaining approvals from the DLA Director to issue two Domestic Non-Availability 

Determinations (DNADs) for disposable surgical gowns and personal protective coveralls, items 

for which sufficient domestic sources still did not exist. J7 leadership routinely participated in 

calls and updates with industry partners concerning the current state of DLA operations and, as 

they did in FY 20, J74 provided data and assessed impacts to the DLA industrial base (as 

manifested by facility closures, company layoffs and contract delays), J76 continued reporting to 

DLA and OSD leadership on the status of COVID-19 contracting obligations and actions, and 

J72 provided policy interpretation and guidance. Working closely with DLA Troop Support, J73 

coordinated the agency’s acquisition support to HHS through DoD’s Defense Assisted 

Acquisition (DA2) cell.

FY 21 also brought about the opportunity to review lessons learned and share ideas about 

how the DLA and the nation can prepare for future pandemics and other events likely to generate 

supply chain disruptions and negative impacts to readiness. The DLA Warstopper program’s 

success with medical readiness investments during the height of the pandemic in FY21 continued 

to generate interest from other federal agencies looking to establish their own programs (or 

participate through Warstopper). This led the Warstopper program to complete an industrial 

capability assessment to determine the application limits and options for an equivalent industrial 

readiness strategy to meet WOG requirements. Results showed the industrial readiness strategy a 

viable for pandemic response assuming WOG requirements are consolidated, data is reliable, and 

industry is incentivized to enter into the required contracting arrangements.

J7 leaders and SMEs had ample opportunity to communicate the agency’s role in

strengthening the domestic industrial base over various Congressional engagements and DoD

working groups. As an example, in Apr of 2021, Mr. Beebe spoke to the Defense Critical Supply 

Chain Task Force and communicated how DoD, at less than four percent of the global demand 

for pharmaceuticals, has very little leverage to incentivize commercial companies to reshore their 

production capabilities to the United States. Speaking on a number of occasions to Congressional 

representatives interested in drafting legislation that would require domestic sourcing for PPE 

through the use of long-term contracts, Ms. Banks shared DLA’s perspective that long-term 

contracts do not benefit industry if there is not consistent, aggregated demand and that, as such, 

the intent of the legislation would be better met by requiring WOG efforts to consolidate demand 

and communicate projections in order to support long-term, sustainable plans. These 

engagements, and others like them, underscored the difficulties associated with increasing supply 

chain resiliency and building a sustainable domestic industrial base, and reinforce that it cannot 

be done through government buying power alone. By leveraging agency experience with critical 

and fragile vendor bases, J7 has contributed a unique and valued perspective to larger 

conversations about the future security of our country’s critical supply chains.

b. Acquisition and Industrial Base Related Executive Orders

As expected with any change in administrations, a number of Presidential Executive 

Orders issued during FY 21, several of which have already started to have impact on acquisition 
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and industrial base topics. Involvement and impact is expected to continue over the next several 

years as policies, programs and initiatives are further developed. Below is a list of executive 

orders with the most direct impact on DLA Acquisition. Their concepts, priorities, and objectives 

will shape DLA Acquisition as it aligns with strategic guidance and executes directed efforts.

c. DLA Strategic Plan – LOE 4 Modernize Acquisition and Supply Chain Management

As noted elsewhere, the development of the DLA Strategic Plan 2022-2026 was a 

significant FY 21 effort, particularly for J7 as the Enterprise lead for LOE 4: Modernized 

Acquisition & Supply Chain Management.

Executive Order Summary Acquisition Impacts & DLA Involvement

13985, Advancing Racial Equity and 

Support for Underserved Communities 

Through the Federal Government,” 

issued 25 Jan 2021

Elevates the concept of “equity” in executive agency priorities. 

Specifically for DOD, directs agencies, through OMB, to identify 

“potential barriers that underserved communities and individuals may 

face in taking advantage of agency procurement and contracting 

opportunities; and whether new policies, regulations, or guidance 

documents may be necessary to advance equity in agency actions and 

programs.” Closely related to EOs on competition (14036) & supply 

chain resiliency (14017).

Expect greater government emphasis on small business utilization and scrutiny on 

programs that are perceived to disadvantage small businesses/non-traditional 

vendors. Anticipate a review of Category Management metrics/goals/techniques to 

ensure fair opportunity for Small Businesses. In conjection with DLA's Office of Small 

Business, continue to work efforts that seek to attract and enable Small Businesses to 

successfully participate in the federal acquisition process. Expect establishment of 

government wide metrics to measure and assess "equity" in the Agency procurement 

processes.

14005, “Ensuring the Future is Made in 

All of America by All of America’s 

Workers,” issued 25 Jan 2021

“The United States Government should, whenever possible, procure 

goods, products, materials, and services from sources that will help 

American businesses compete in strategic industries and help America’s 

workers thrive.” Requires Office of Management and Budgeting (OMB) 

to establish a Made in America Office (MiAO) and public website for 

waivers. Intent to align domestic sourcing policy with industries most 

critical to national security – tied to EO 14017 on Supply Chain 

Resiliency. Intends to use acquisition as a catalyst to strengthen the 

resiliency of our domestic industrial base.

Expect increased focus & attention on domestic sourcing, along with gradual 

increases to domestic content requirements. Designed to strengthen the US 

industrial base and promote American manufacturing/business, but will not eliminate 

foreign sources in government procurement. DLA leading a pilot with the Made in 

America Office to establish a process for waiver submission. DLA recognized as the 

best organization to participate given the high volume of waivers/ exceptions it 

processes (due to the items it procures). Objective is compliance without negative 

impact to readiness (due to administrative processes). Requires a DLA Senior 

Accountable Official for waivers, which will be the J7 Deputy Director.

14017, “America’s Supply Chains,” 

issued 24 Feb 2021

“The United States needs resilient, diverse, and secure supply chains to 

ensure our economic prosperity and national security.” Directs 100-

day reviews for 1) semiconductor industry 2) high-capacity batteries 3) 

critical/strategic materials and 4) pharmaceuticals and active 

pharmaceutical ingredients. Directs sectoral supply chain assessments 

(within one year) for key national industrial bases – for DOD a report 

on the Defense Industrial Base that shall identify where civilian supply 

chains are dependent on competitor nations.

Greater understanding of current vulnerabilities and challenges by supply chain/sector 

will support alignment of resources and policy to increase resiliency in our most 

critical supply chains. As critical materials is one focus area, DLA Strategic Materials, 

was a key contributor to the review on critical materials and coordinated with OSDIndustrial Policy on policy recommendations to further leverage authorities of the 

National Defense Stockpile. DLA (J3/J7) is a participant in OSD-Industrial Policy led 

Supply Chain Resiliency Working Group structured around implementating 

initaitives/recommendations from the 100-day and supply chain reports. LOE 4 is 

aligned with objectives of this EO in its focus on mitigating supply chain risk through 

supply chain illumination and applied use of market intelligence.

14036: “Promoting Competition in the 

American Economy,” issued 9 Jul 2021

“Robust competition is critical to preserving America’s role as the 

world’s leading economy.” Agencies shall adopt pro-competitive 

regulations and approaches to procurement and spending and rescind 

regulations that create unnecessary barriers to entry that stifle 

competition. Reiterates the role of the White House Competition 

Council, of which the Secretary of Defense is a member.

Federal agencies will be placing increased emphasis on competition and measures to 

increase/promote competition within its procurement programs. Increasing 

consolidation and concentration of spend with fewer suppliers is a national security 

concern. DLA recognizes the critical role that competition plays in 

building/maintaining a resilient DIB (better prices, reduced risk from single sources, 

spurs innovation). DLA is well-aligned with EO under LOE 4 as we seek to design a 

tailored strategy for transactional suppliers to reduce supplier churn (resulting from 

barriers to entry, difficulty doing business with DLA, etc) and increase resiliency of, 

and competition within, the DLA industrial base. Department has created a DOD 

Competition Council (J73 member).

14030, “Climate Related Financial Risk,” 

issued 20 May 2021

Directs the FAR Council to consider amending the FAR to (i) “require 

major suppliers to publicly disclose greenhouse gas emissions and 

climate-related financial risk and to set science-based reduction 

targets; and (ii) ensure that major Federal agency procurements 

minimize the risk of climate change, including requiring the social cost 

of greenhouse gas emissions to be considered in procurement 

decisions and, where appropriate and feasible, give preference to bids 

and proposals from suppliers with a lower social cost of greenhouse 

gas emissions. Connected to EO 14008, “Tackling the Climate Crisis at 

Home and Abroad,” requiring heads of agencies to integrate climate 

related financial-risk into their agency’s procurement process.

Government recognition of the impact that climate changes have on supply chain risk 

and disruptions. Industry can expect changes to FAR Part 23 that could require 

climate related disclosures, and that climate factors may become part of future 

procurement evaluations/decisions. DLA recognizes climate related risk in its current 

Supply Chain Risk Management framework. As topic evolves, DLA will make changes 

to its procurement process in accordance with FAR Council guidance, DFARS 

implementing policy and data from supply chain risk analysis efforts.

14042, “Ensuring Adequate COVID 

Safety Protocols for Federal 

Contractors,” issued 9 Sept 2021

“Promotes economy and efficiency in Federal procurement by ensuring 

that the parties that contract with the Federal Government provide 

adequate COVID–19 safeguards to their workers performing on or in 

connection with a Federal Government contract.”

Agencies will implement resulting policy via contractual clauses to require covered 

contractor employees to be vaccinated for COVID.
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LOE 4 leverages the industry focused perspective of the previous Strong Partnerships 

LOE under the prior Strategic Plan, building on those concepts and ideas and elevating them 

with initiatives that are more transformational in nature. Each objective still touches on our 

relationship with Industry (specifically 4.1 and 4.3) but at its heart, this LOE is about improving 

DLA’s ability to harness performance data to make informed, risk-based decisions and develop 

actionable solutions to improve customer outcomes for routine and contingency operations, as 

well as support the DLA industrial base. Put against the backdrop of the industrial base/supply 

chain resiliency focus of FY 21 Executive Orders, LOE 4 demonstrated just how aligned the 

agency is with higher level priorities and current challenges. So much so that LOE 4 concepts of 

partnering with Industry and leveraging market intelligence for risk-based acquisition decisions 

was identified as an objective under Goal 4 of the Logistics & Material Readiness Strategic Plan 

(4.3 - Expand industry engagement and market intelligence to foster innovation and manage 

risk).

LOE 4 Objectives and OPRs are:

(1) 4.1 - Expand industry engagement to foster innovation and maximize value for 

our customers; OPR: J74

(2) 4.2 - Improve the end-to-end post-award segment to enable collaborative 

customer support, increase responsiveness, and manage costs; OPR: J74

(3) 4.3 - Develop a market intelligence capability to manage supply chain risk 

and drive best value; OPR: J74

(4) 4.4 - Enhance our acquisition capabilities to improve readiness for 

contingencies; OPR: J73

FY 21 efforts centered around developing objective and initiative level charters and 

establishing cross-functional working groups. Each objective owner and its team meet bi-weekly 

with Mr. Beebe (LOE Champion) and other leaders/stakeholders to report progress, resolve 

issues, and perform “Deep Dives” to maintain awareness and engagement. J7 employees also 

participate in regular status meetings with objective owners and senior leader champions LOEs 

and CCs, led by other J-codes. 

d. Acquisition Modernization Plan (AMP)

Another major effort embarked on in FY 21 - begun before yet closely related to LOE 4 

and the Executive Orders referenced in the prior pages - was the development of the DLA 
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Acquisition Modernization Plan (AMP). The genesis for the AMP occurred several years ago 

when a senior-leader strategic planning session began addressing the next stage of DLA’s 

“evolution.” Whereas DLA went from “Managing Supplies” from the 1960-1990’s in depots to 

“Managing Suppliers” in the 2000’s via Prime Vendor and Strategic Suppliers contracts, J7 

recognized that the next stage of our evolution will require greater reliance on data to support 

supply chain security and risk-based decision making. Change will require innovation and 

advancements in systems, tools, skills and processes that will enable us to function effectively in 

an increasingly dynamic environment. 

To plan this next stage, J7 worked with J6 R&D to conduct a groundwork study. The 

below infographic captures the elements of the AMP and its overall “vision;” it serves as the 

basis for how J7 will organize modernization efforts and the integrate the Enterprise activities 

that support it. It illustrates the ways the Acquisition Enterprise will leverage the A&S Adaptive 

Acquisition Framework, namely 

“Data Driven Analytics,” 

“Active Risk Management,” and 

Emphasize Sustainment.”

In Oct 2021, J7 formally 

designated an AMP Program 

Manager who will be lead 

enterprise socialization and 

implementation efforts in FY22 

and beyond. It will bring 

together current modernization 

activities happening within J7, 

the MSCs and J-codes and is 

expected to be a significant 

change management effort for 

both the acquisition workforce 

and leadership. The AMP will be 

governed by an Acquisition 

Enterprise Innovation Council 

that will set priorities, as well as 

monitor and drive progress.
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e. J7 Division / Organization FY 21 Summaries

(1) Acquisition Workforce Development (J71) 

The J71 Acquisition Workforce 

Development Division’s mission is to provide 

plans, guidance, and direction to manage, 

oversee and sustain the agency’s Acquisition 

Workforce (AWF) of approximately 9,000 

individuals. As of Sep 27, 2021, the DLA AWF 

was comprised of 9,089 individuals across nine 

career fields.

Significant FY 21 activities and accomplishments included 98% compliance for 

Defense Acquisition Workforce Improvement Act (DAWIA) certification and 98% compliance 

for Continuous Learning Point (CLP) currency. J7 executed over $2 million in Defense 

Acquisition Workforce Development Account (DAWDA) Funds; DAWDA funded salaries of 21 

DLA AWF Interns and provided for various training and development opportunities, as well as 

attendance at professional/industry specific conferences/symposiums. 

J71 continued its successful partnerships with the Universities of Virginia and 

North Carolina to provide industry focused training to DLA acquisition workforce professionals. 

Four in-person courses were conducted at UVA (108 trained) and one at UNC (35 trained). Since 

DLA program inception (Aug 2018), 246 personnel have gone through these courses. Offerings 

are one of the workforce training components of the Acquisition Modernization program. 

The Acquisition Career Program Board (ACPB), the joint J1/J7 governance 

forum, was rechartered as the Acquisition Workforce Program Board (AWPB) to broaden the 

board’s focus on the training, development opportunities, systems, tools, and other capabilities 

necessary to enable DLA’s AWF and will incorporate the workforce requirements of the 

Acquisition Modernization Program. 

J71 led agency efforts to prepare for the implementation of DOD’s Back-toBasics (BtB) transformation, working with a team of cross-functional DLA representatives and 

participating in OSD functional area working groups in charge of revising the current DAWIA 

certification programs. Formal implementation of BtB is planned for FY22. 

(2) Compliance, Policy and Pricing Division (J72) 

The J72 Compliance, Policy and Pricing Division is responsible for providing 

policy oversight and guidance for the DLA procurement system and to the DLA Acquisition 

Workforce. Among the significant FY 21 activities were completion of various reports mandated 

by Congress, statute or regulation, to include the Truth-In-Negotiations Act (TINA)/Cost 

Accounting Standards (CAS) Annual Report to Congress, Undefinitized Contract Action semiannual reports, and Other than Certified Cost and Pricing Data Refusal, as well as Contract Audit 

Follow-Up semi-annual reports to DoDIG. 

J72 partnered with J6 for a third year to maintain and update the Enterprise 

Pricing Tool Suite for the buying and pricing community (more than 1,300 users) and continued 

its partnership with Defense Acquisition University on the DLA Pricing Class, a course 

developed initially for DLA personnel, but which has been adopted by DAU for the broader 

Career Field Employees

PROGRAM MANAGEMENT 314

CONTRACTING 3,590

PURCHASING 402

PRODUCTION, QUALITY AND MANUFACTURING 1,081

SCIENCE AND TECHNOLOGY MANAGER 2

BUSINESS - FINANCIAL MANAGEMENT (BUS-FM) 5

LIFE CYCLE LOGISTICS 3,240

INFORMATION TECHNOLOGY 446

ENGINEERING 9
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DOD workforce, providing a much-needed perspective on pricing challenges within sustainment. 

In FY 21, DLA conducted 15 classes with ~750 attendees. In terms of pricing support to the 

Enterprise, the division SMEs contributed pricing expertise to AMRs, individual acquisition 

reviews, and price escalation reviews (in excess of 200 individual reviews with ~45,000 data 

sets). 

As the primary liaison between Defense Pricing and Contracting and the MSC 

contracting activities, J72 provides the contracting community with updated agency guidance 

based on National Defense Authorization Act Requirements, Executive Orders, Audit NFRs and 

CAPs, along with other statutory or higher-level regulations. In FY 21, J72 released 14 

Procurement Letters (PROCLTRS) and five deviations, covering various issues within federal 

and defense acquisition, to include COVID-19, cybersecurity and Small Business. As DLA’s 

representative to the Defense Acquisition Regulation (DAR) Council, J72 reviewed and provided 

comments on 47 open Federal Acquisition Regulation (FAR) cases and 62 open DAR cases, 

representing Agency interests. In support of audit sustainment and to ensure the memorialization 

of corporate history, J72 digitized 53 years’ worth of acquisition policy, deviations, delegation, 

and ratification documents.

(3) Acquisition Operations Division (J73)

The J73 Acquisition Operations Division helped MSC and DLA acquisition teams 

develop strategies and secure approvals from the J7 Director and Deputy Director in their various 

executive functional roles. J73 also oversaw the DLA/DCMA strategic partnership, service 

requirements management, as well as various other programs that impact and support agency 

acquisition operations. 

On May 2, 2021, DLA and DCMA signed a Memorandum of Understanding 

laying out the acquisition roles, responsibilities and expectations for this critical agency 

partnership. J73 conducted five Executive Steering Groups, focused on exploration and 

illumination of systemic issues impacting contract administration and readiness improvements 

for the Warfighter. 

The Strategic Contracts program continued to evolve over FY 21. STATCON 

criteria were streamlined to incorporate risk definitions based on an Enterprise perspective. The 

goal of the new process is to focus the Agency on a manageable population of contracts, but 

which still represent the highest level of risk and have critical impacts to mission and/or 

acquisition business. The STRATCON program name changed to Strategic Requirements and 

Acquisition Plan (STRAP).

To execute the oversight and approval responsibilities of the DLA Senior 

Procurement Executive, J73 facilitated multiple Acquisition Strategy Panels (ASRPs) and 

Integrated Acquisition Review Boards (IARBs). These cross-functional panels and boards are 

chaired by the J7 Director and ensure an agency perspective, sound strategy, and full vetting 

from a cross-functional enterprise perspective. As most acquisition authority is delegated to the 

MSC Head of Contracting Activity, ASRPs and IARBs conducted by J7 HQ are typically in 

excess of certain dollar thresholds, high visibility, or involving an atypical risk. Examples of 

include Troop Support’s Medical National Prime Vendor program, DLA Aviation’s GE T700 

program, and Land & Maritime’s Gateway to Sustainment. In addition to ASRPs and IARBs, 

J73 continued to lead “Red Teams” - teams of cross functional subject matter experts review 

selected programs or contract and provide to agency management officials a corporate 
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assessment of risks to schedule, performance, or the agency. J73 completed Red Team reviews 

for the DLA Energy Air Card program and DLA Troop Support Subsistence Prime Vendor 

program - Iraq, Kuwait, Jordan, Syria.

J73 supported the J7 Deputy Director in her role as the agency’s Senior Services 

Manager (SSM). Support included the establishment of processes for review and approval of 

agency service requirements, known as Service Requirement Review Boards (SRRBs) (eight 

requirements valued at $850 million approved by SSM); submission of the Agency’s Senior 

Review Panel briefing to OSD on the DLA service requirements review process (reviewing $1.7

billion in spend and identifying $46 million in efficiencies); conducting, in conjunction with J8, 

the annual Services Portfolio Review of all service contract requirements, with a focus on the top 

ten highest spend requirements in the Knowledge Based Services, Facilities Related Services and 

Electronics and Communications Service Portfolios. J73 continues efforts to streamline service 

requirement reviews and beginning in FY22, the annual Portfolio Reviews will be integrated 

within the PBR process.

In support of agency and administration priorities to promote competition in 

federal acquisition, J73 continued to work across the agency to reduce bridge contracts and 

specifically with DLA Troop Support to develop strategy changes to reduce time to award for 

follow-on contracts. Over the year, the number of bridge contracts fell by ten from 51 to 41. 

Executive orders and the LOE 4.1 efforts to reduce churn and increase resiliency will generate a 

greater focus on Agency initiatives and practices to promote effective competition in FY22.

With the dissolution of JCASO beginning Oct 1, 2020, DLA Operational Contract 

Support (OCS) program management functions were integrated into J73. Over FY 21, J73 

established DLA’s first ever OCS related Mission Essential Tasks and standards in the Defense 

Readiness Reporting System (DRRS), developed DLA’s first OCS policy document for 

publishing, engaged in an OPLAN OPT with J31 Planners to establish OCS into DLA Support 

Plans, and submitted the first ever OCS-vetted and validated lessons learned through Joint 

Lessons Learned Information System. Training responsibility for the Expeditionary Contracting 

Cadre transitioned to J1 in FY 21. 

(4) Acquisition Programs (J74)

The J74 Acquisition Programs Division has a broad range of mission and 

functions, providing program and project management for major DLA acquisition and industrial 

capabilities initiatives in support of J7’s acquisition and contracting mission. These include 

oversight of strategic sourcing initiatives, the Warstopper program and industrial base 

monitoring, DLA’s Industry Engagement Program, Acquisition related R&D efforts and 

Government Purchase Card (GPC) Management associated with acquisition processes. J74 also 

monitors acquisition process performance metrics for the enterprise. With its high degree of 

focus on end-to-end acquisition processes, industry engagement/analysis and industrial base risk 

management, J74 is the division most heavily engaged in the LOE 4 objectives.

In addition to the focused LOE 4 efforts, the J74 Industry Engagement team 

managed yet another successful year of opportunities for robust and informative dialogue 

between DLA and industry, covering many of the hot topics and issues facing DLA, the 

Department and the nation. J74 led two Industry Association Webinars with major defense 

industry associations to discuss the lingering (and what appear to be enduring) impacts of 

COVID-19 on the industrial base, DLA’s projected demand forecasts for FY 21 and FY22, and 
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other initiatives. As the agency did in all other areas of its business, J74 leveraged virtual 

communications platforms to strengthen and maintain our relationships and interactions. The 

Industry Engagement team also conducted the 2nd DLA Supplier Feedback Survey, launched in 

Nov 2020 and closing in Mar 2021, with over 2,800 respondents. As with the first survey, this 

iteration collected valuable supplier feedback data for developing action and improvement plans 

to further strengthen the DLA/industry relationship and established a baseline to measure trends 

in future surveys. Modest gains were seen, specifically in communication, effectiveness and 

DLA-supplier relationship, whereas a slight drop occurred in growth & profit potential, which 

could be attributable to the challenging funding environment and pandemic effects. Survey 

feedback serves as a key source of data for various industry focused initiatives, to include 

industry training for DLA workforce and LOE 4 efforts to gain greater understanding of our 

industrial base and improve overall processes and communication.

After a banner year supporting COVID-19 requirements, the Warstopper program 

returned to its traditional focus of mitigating industrial base vulnerabilities across all supply 

chains in FY 21, while still placing significant resources and attention on medical readiness 

needs. The program maintained its historical ROI of 7:1 and made $45 million in industrial 

investments across all supply chains. Projected ROI for FY 21 is $315 million in cost avoidance. 

Significant FY 21 investments included $17 million in medical readiness (to include over $1

million in additional PPE coverage); $5.5 million in aging aircraft obsolescence management and 

$7 million in rocket launch propellant readiness. The program is the agency’s primary source for 

conducting risk analyses on industrial base fragility and criticality, and the outputs of the 

program’s studies and analyses were utilized by multiple DLA stakeholders, such as the J3 

SCRM Office and MSC acquisition teams, to make data-driven, risk-based operational and 

acquisition decisions. Warstopper program reps, along with representatives from the J3 SCRM 

office, participated in and provided input to the industrial policy led Supply Resiliency Working 

Group, stood up to work recommendations from Executive Order 14017 and complete the 

Annual Industrial Capabilities Report to Congress. 

(5) J76 Acquisition Procurement Process & Systems

J76 represents the J7 Director in his role as Enterprise Business Cycle Owner 

(EBCO) for procurement and conduct procurement process and system performance evaluation, 

oversight, and maintenance. The division is responsible for ensuring the integrity of DLA 

procurement processes and systems operations and work cross-functionally with MSCs and Jcodes to support process excellence, development, and business modernizations efforts.

During FY 21, J76 was involved in Department and agency efforts to improve 

supply chain security. DLA continued participation in this Department wide effort Cybersecurity 

Maturity Model Certification (CMMC), which seeks to enhance the protection of controlled 

unclassified information (CUI) within the supply chain. The CMMC will review and combine 

cybersecurity standards and best practices and map these controls across maturity levels ranging 

from basic cyber hygiene to advanced. DLA J76 presented briefings at industry forums to bring 

awareness to CMMC requirements and continued monthly DLA working group sessions focused 

on understanding CMMC and reviewing acquisitions for possible test pilots. No DLA pilots were 

chosen in FY 21 due to a strategic pause by the DoD Program Management Office. 

In coordination with J3 and in relation to the Acquisition Modernization Plan, J76 

led efforts to broaden understanding and application of SCRM tools. Acquisition teams 
159

continued to familiarize themselves with the Business Decision Analytics (BDA) application, a 

support tool that assists with risk determinations regarding items, prices, and suppliers. In FY 21, 

additional capability was incorporated to add indicators, or flags, for risky vendors, as was as a 

“bot” to perform Section 889 checks (Section 889 is an NDAA requirement prohibiting the US 

government from buying equipment or contracting with companies that use Chinese affiliated 

telecommunication equipment). Other supply chain security efforts included continued 

maintenance of the “lockout” process for suspicious vendors, an internal control that ensures 

DLA can maintain sufficient levels of automated non-LTC buys (between 34%-42%) to keep up 

with requirements without compromising security.

On the innovation front, J76 continued aggressive championing of Robotic 

Process Automation (RPAs or “bots”). During FY 21, J76 approved five use cases for migration 

to production, saving approximately 9,800 manual processing hours. Seven more acquisition 

RPA use cases have been submitted for development, with potential savings of 6,000 manhours. 

Other significant FY 21 activities included concentrated efforts towards 

prioritization of Requests for Changes in order to lessen the impacts from strategic ERP 

Migration efforts, active engagement in Enterprise modernization/transformation efforts such as 

Warehouse Management System and Troop Support Modernization, and initiation of working 

level discussions for the future version of Procurement for Public Sector to replace 

EProcurement as DLA’s Contract Writing System. J76 also spearheaded a source selection tool 

effort to test three commercial products with intent of selecting one for DLA-wide use in FY22.

(6) J78 Procure to Pay (P2P Process Cycle Integration (PCI) Team

The J78 Procure to Pay (P2P) Process Cycle Integration (PCI) team serves as the 

J7 lead supporting the agency’s financial audit. J78 led DLA enterprise efforts for the agency’s 

first audit assertion involving the Transaction Fund (TF), which is OUSD(C) number one audit 

priority for DLA. Although this first assertion attempt ultimately resulted in a “disclaimer of 

opinion,” the progress made by the Transaction Fund team set the example for the Agency in 

meeting FY 22 audit priorities.

Other significant accomplishments for J78 audit efforts included closure of 19 of 

77 NFRs (25%) from FY19 to FY 21 that contributed to Transaction Fund Material Weaknesses 

and the lowering of risk on 90% of remaining NFRs (58), through implementation of mitigating 

controls. J78 implemented and tracked Corrective Action Plans (CAPs) to correct 97 identified 

control weaknesses in NFRs covering over 150 conditions requiring remediation, across all three 

DLA funds. The division responded to an increasing number of Provided-By-Client requests, 

maintaining 85% timeliness response rate for Transaction Fund and 95% for Working Capital 

and General Fund. Collectively, the organization demonstrated overall improvement in ensuring 

audit ready processes, as the number of observations on J-7 led walkthroughs decreased 75% as 

compared to FY20.

J78 also oversaw Internal Control Over Reporting (ICOR) for three service 

organizations – U.S. Bank’s Commercial Card Transaction Processing System (CCTPS), DLA’s 

Wide Area Workflow (WAWF) system, and DCMA’s Contract Pay System (“MOCAS”). The 

division collaborated with the Enterprise Risk Management (ERM) Program Management Office 

(PMO) on developing and refining the agency’s internal control infrastructure, to include 

Industrial Base Vulnerability workshops to provide for greater in-depth understanding of 

industrial base issues such as market conditions and foreign dependency.
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The J78 Military Interdepartmental Purchase Request (MIPR) Team oversaw 895 

DLA EBS users generating $2.6 billion in Intragovernmental Reimbursable and Assisted 

Acquisition Procure-to-Pay (P2P) MIPR orders. The agency metric for MIPR timeliness, which 

measures the accuracy, velocity, and completeness of MIPR execution from MSC and J-Codes to 

intragovernmental trading partners, was 91%. The J78 MIPR PM was detailed to J8 to establish 

the new DLA G-Invoicing Program Management Office and Center of Excellence (CoE) to 

provide accelerated P2P expertise regarding agreement, buy/sale policy, and implementation 

strategy with the U.S. Department of Treasury, OSD, and multiple DOD military components

and other federal government representatives and trading partners. The CoE will stand-up in 

FY22 to assist the agency with full G-Invoicing compliance by FY23.

(7) Directorate Coordination and Integration

Each J7 division has specific missions they are responsible for executing but, as a 

collective, the divisions contribute to process excellence and compliance, to include the agency 

management review process. In FY 21 J7 supported AMRs at DLA Energy and DLA Disposition 

Services, after a pause due to COVID-19 restrictions. The acquisition review areas cover eight 

topics that fall within the Procure to Pay Enterprise Business Cycle Owner AOR. AMR findings 

associated with NFRs and CAPs were noted during the review process to further strengthen the 

link between policy compliance and auditable processes. J7 also conducted an Acquisition 

Process Management review for DLA Troop Support COVID-19 actions to ensure compliance 

with acquisition policy and procedures. Moving forward J7 will continue to work with J3 to 

refine the program and links to Audit Readiness and Enterprise Risk Management. In addition to 

AMRs, all J7 divisions supported the J7 Director in continuing regular senior-leader procurement 

visits to monitor overall procurement program health and compliance. All visits, with the 

exception of Energy, were conducted virtually. J7 SMEs also supported various DODIG and 

GAO level acquisition related audits and Congressional inquiries/engagements.

(8) DLA Contracting Services Office (DCSO)

DCSO is one of the two J7 “operational” arms, providing full-service contract 

support for the agency’s business operation requirements. DCSO’s main customers are the DLA 

J-codes, although the organization serves a number of external customers as well. In terms of 

metrics, key FY 21 accomplishments included:

(a) More than $1.5 billion in obligations - an all-time high

(b) More than 61,000 contract actions

(c) Small Business Goal Achievement of 51.33% overall achievement, 

(Goal 49%), Small Disadvantaged Business (SDB): 25.21% (Goal 5%), Service-Disabled 

Veteran-Owned (SDVOSB): 15.42% (Goal 5%), Woman-Owned: 11.65% (Goal 3%), and Hub 

Zone: 7.50% (Goal 3%)

(d) Competition: 82.34% of contract obligations (82% goal)

The J6 Enterprise Technology Services (JETS) contract continues to be DCSO’s 

flagship program. The agency executed $512 million in obligations in FY 21. The indefinitedelivery, indefinite quantity (IDIQ) contract program has consolidated all J6 requirements under 
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a single program and over $1.6 billion has been obligated since the contract was originally 

awarded. The program’s streamlined acquisition approach has resulted in $563 million in savings 

for the agency and an average task order lead time of 47 days.

Other major acquisitions awarded in FY 21 include the multiple award CONUS 

Multi-functional Device (MFD) IDIQs, awarded by the DCSO New Cumberland office and 

providing 60-month leases for office and production level MFDs, accessories and associated 

services supporting DoD within the United States, Guam and Puerto Rico; the Energy 

Automation Operational Technology Sustainment (EAOTS) contracts, transferred from the 

Naval Warfare Information Center and awarded by the DCSO Columbus office, and which 

converted cost-plus-fixed-fee contracts to firm fixed price at a 21.6% cost reduction; and a 

contract in support of DLA Transformation for the development of the new DLA Strategic Plan, 

awarded by the DCSO Richmond Office.

In support of organizational efficiency, the DLA Strategic Materials contracting 

office merged with DCSO on Oct 1, 2021. In addition to generating greater efficiency and 

standardization, this merger provided expanded development opportunities for personnel.

(9) DLA Strategic Materials

As the other operational arm of J7, DLA Strategic Materials supports the 

Department though decreasing and precluding dependence upon foreign sources or single points 

of failure in times of national emergency. In addition to maintaining actual stockpiles, Strategic 

Materials employs risk mitigation strategies including acquisition and retention of materials, 

recycling of end-of-life excess military equipment, qualification of domestic material sources for 

use in military applications and funding research and development of new material sources.

Below is a summary key FY 21 statistics:

(a) $1.1 billion in inventory

(b) 46 commodities across 15 CONUS locations

(c) $83 million in commodity sales (which support operations)

(d) 153 materials assessed/modeled

(e) Recycled over 440,000 lbs. of superalloys

(f) Shipped 97.8 million lbs of commodities

While Strategic Materials has been working for years at risk mitigation, the 

attention the organization received in FY 21 exceeded anything experienced in recent history. In 

Feb 2021, President Biden issued Executive Order 14017 on America’s Supply Chains. As part 

of that report, various federal agencies were directed to provide reports on some of the nation’s 

most critical and vulnerable supply chains, to include those for strategic and critical materials. 

Working with partners at OSD Industrial Policy, Strategic Materials personnel provided direct 

input and analysis support to the 100-day report required by the Executive Order, as well 

recommendations on how the National Defense Stockpile (NDS) could be used to more 

effectively address current supply chain challenges. Also in FY 21, the White House published a 

report titled Building Resilient Supply Chains, Revitalizing American Manufacturing, and 

Fostering Broad-Based Growth that outlined a strategy to modernize the NDS. This report 

specifically highlighted need to reform and strengthen the NDS with recommended legislation 

drafted by Strategic Materials personnel, addressing topics ranging from purchasing power, loan 
162

capabilities and fund operations. Finally, Strategic Materials submitted regular reports required 

by Congress – the FY 21 Congressional Report on Strategic and Critical Material Requirements 

(over 283 materials reviewed) and the Operations & Planning Report – and several other 

Congressional or other interagency reports on materials such as tantalum and rare earths. 

Strategic Materials leadership engaged regularly with representatives from Legislative Affairs on 

various proposed pieces of legislation related to the Department’s strategy for access to critical 

and strategic materials, as well as future changes to the Transaction Fund and the Stockpile Act 

to support NDS operations.

In the area of recycling, Strategic Materials advanced recycling initiatives for 

various materials, including a proposal to establish a closed loop germanium (Ge) recycling 

program from the NDS to support the National Security Space Industry Title III Office, boron 

carbide material recovered from damaged DoD body armor plates, lithium-ion battery recycling 

for recovery of nickel and cobalt and an electronic waste recovery and recycling program for 

critical and strategic materials. The Strategic Materials Recovery and Reuse Program (SMRRP), 

which reclaims strategic and precious metals from excess government-owned turbine engine 

components for super alloys (nickel, cobalt, and titanium) has generated 849,000 net pounds of 

recycled super alloys from the hot sections of turbine engines. Strategic Materials also continued 

its partnership with J6 R&D with multiple Small Business Innovation Research projects focused 

on developing domestic sources for various critical and strategic materials.

FY 21 also saw the continuation of several ongoing environmental projects to 

restore and remediate land that was damaged as a result of past material storage and handling 

practices that allowed chemical constituents to leach into soil and water. Strategic Materials is 

currently remediating its former depot in Somerville, NJ, which had stored materials including 

chromite, zinc, aluminum, lead, ferrochrome, bauxite, and mercury. Working with various 

federal, state, and local stakeholders, Strategic Materials has excavated all impacted soil, asphalt, 

concrete, and rail lines. Excavated grass areas have been backfilled with clean fill, covered with 

topsoil and lime, and hydro-seeded to revegetate. To date, 135,000 tons of contaminated soil and 

4,750 tons of contaminated asphalt have been disposed of, and an equivalent amount of clean fill 

has been brought to the site to refill the excavation areas. More than 15 acres have been 

revegetated to support native New Jersey ecosystems. Overall, this project has cleaned nearly 25 

acres of contaminated soils and sediment. The project will continue into FY 22. 

 
163

Defense Logistics Agency

DLA Finance (J8) 

Fiscal Year 2021 Historical Report
164

1. Introduction

The DLA Finance (J8) Director/Chief Financial Officer (CFO) serves as the principal financial 

advisor to the DLA Director and is the primary advocate for the agency when working with the 

Office of the Under Secretary of Defense (Comptroller) (OUSD(C)) and the Office of 

Management and Budget (OMB). J8 provides leadership and guidance to facilitate DoD’s 

financial management requirements. DLA Finance performs the full spectrum of financial 

management services for DLA’s three funds (Working Capital Fund (WCF), General Fund (GF), 

and National Defense Stockpile Transaction Fund (Transaction Fund (TF)), to include 

programming, budgeting, execution, accounting, financial reporting, audit response and 

sustainment, process management, process health, financial policy, and human performance and 

strategic planning for its workforce. DLA Finance operates with integrity and accountability in a 

cost-conscious culture and maintains strong, agile relationships with its internal and external 

partners while upholding its fiduciary responsibility to the taxpayer.

The J8 Headquarters (HQ) is at Ft. Belvoir, VA. The J8 HQ Division Directors as well as the GInvoicing Program Management Office and the Financial Policy Office Directors report to the 

Deputy CFO directly or through the Accounting Officer. J8 has offices located at the DLA Major 

Subordinate Commands (MSCs) and those offices are named to coincide with the activity they 

support; (e.g., DLA Finance Troop Support or DLA Finance Distribution). The MSC 

Comptrollers and the J8 Human Capital Office Director report directly to the CFO. 

a. Key events:

1. Supported the nation’s COVID-19 response

2. Supported Operation Freedom’s Sentinel, Operation Resolute Support (ORS), 

Operation Allies Refuge (OAR), and Operation Allies Welcome (OAW)

3. Supported Warstopper program increases

4. Continued Financial Statement Audit Engagement and Remediation

5. Established Government Invoicing Office

6. Implemented 100 percent telework in response to the pandemic

b. Key accomplishments:

1. Managed over $40 billion in obligation authority in three funds: Defense-Wide 

Working Capital, General and Transaction.

2. Met Defense-wide Working Capital Fund Supply Chain Management cash 

commitments through aggressive management of Material Replacement Rates.

3. Ensured funding replenished inventories and maintained service readiness.

4. Provided COVID-19 support to the Federal Emergency Management Agency 

(FEMA), Department of Health and Human Services (HHS), and other federal customers. As of 

Sep 30, obligated $4.7 billion for COVID-19 support.

5. Progressed towards a Transaction Fund Financial Statement audit opinion.

6. Prioritized the auditor’s Notice of Findings and Recommendations and 

composed Corrective Actions Plans to achieve J8 targets.
165

7. Led DLA and the Department of Defense in implementing G-Invoicing.

8. Processed 66 internal publications and reviewed/coordinated 62 issuances.

9. Developed plan to transfer the unliquidated obligation (ULO) management 

from J7 to J8 at the start of fiscal year 2022. Reviewed current procedures for potential policy 

and process updates.

10. Supported Strategic Data Services as it downsized from three divisions to two, 

impacting 24 site facilities/locations.

11. Published a DLA Manual (DLAM) for documenting third-party relationships 

affecting DLA’s Internal Controls over reporting.

12. Published a Standard Operating Procedure (SOP) to improve the auditability 

of DLA’s use of third-party service organizations.

13. Developed 28 unattended robotic applications (BOTs).

14. Established business rules to reconcile supply and demand requirements.

15. Developed a method for reconciling DLA’s Budget Exhibit Fund 11 with the 

military services’ Fund 11/OP-32.

16. Supported efforts to minimize ordering with “XP” (manual billing) fund 

codes.

17. Worked with Defense Finance and Accounting Service (DFAS) to reduce 

manual workload.

18. Facilitated the transfer of 937,058 National Stock Numbers (NSN) and budget 

authority totaling $560 million off of $724 million in sales from the Industrial Hardware Supply 

Chain to the Aviation, Land, and Maritime supply chains.

19. Conducted 173 control compliance tests on 10 unique processes. These tests 

provide invaluable information regarding risks and areas requiring additional focus.

20. Helped develop a knowledge-sharing session for contract administrators; 

delivered four sessions to nearly 200 J7 and J8 personnel. These sessions spread awareness of 

common issues with contract closeout, reducing reoccurring post-award inquiries.

21. Enabled DLA’s material supply chains to the support the USDA Forest 

Service as it addressed severe, prolonged wildfire disasters across the West Coast.

22. Participated in a cross-functional working group tasked with improving 

customer/vendor/DLA experience with timely/accurate receipting of Subsistence Prime Vendor 

deliveries. Developed BOT solution to enhance customer/vendor process, reduce manual 

workload, and obtain more accurate/timely data. Pilot rolled out Memorial Day Weekend 2021 

for customers in the Southern California prime vendor AOR serviced by US Foods La Mirada, 

with plans to expand/scale to other vendors/locations.

c. Key Challenges: 

1. J8 continued to monitor the CRR and has maintained a relatively flat CRR 

since FY 17. In the FY 23 budget estimate, DLA is required to ensure that our budget maintains 

a cash balance within lower and upper operating limits. DLA Energy and supply chain rates must 

therefore be set accordingly. This requirement will increase the CRR but not reduce DLA efforts 

to improve cost management and transparency.

2. J8 continued supporting efforts to reduce use of the XP fund code. DLA 

receives approximately $12.2 billion in customer orders through manual billing each year, which 

precludes visibility of customer new orders by appropriation. DLA is working with customers to 
166 

comply with the DoD Financial Management Regulation (FMR) to reduce and/or eliminate 

manual billing and promote the automated MILBILLS process. In addition to budget 

reconciliation issues, use of the XP fund code creates manual workload, increasing costs and 

delaying collections. 

3. Resources and efforts were shifted to nation-wide COVID-19 support (Personal 

Protective Equipment (PPE) items) to support FEMA and HHS as well as DoD. Financial 

resources and systems are being used to track spending and sales at the line-item level. 

4. Developing Standard Operating Procedures (SOPs) based on financial mission 

needs and findings from the independent public accountant. 

5. Managed costs across the agency and tracked savings and cost avoidances. 

6. Improved our Risk Management Internal Control program in support of A123 

and the Financial Statement Audit.

7. Established a G-Invoicing Center of Excellence and Program Management 

Office to facilitate implementation.

8. Invested in our people to ensure they have the tools necessary to succeed (AI, 

blockchain, DFMC, CDFM). 

9. Continued to develop a reliable cash model. Through enhanced tools and 

capabilities, we will improve our cost and cash management of the Defense-wide Working 

Capital Fund. 

2. Organization 

a. DLA Finance was authorized 718 positions in FY 21, organized in accordance with 

the chart shown 

below. 

b. J8 operated as a high-performance entity that sustained accurate and reliable financial 

reporting and audit remediation, provided accounting and financial performance that met or 

exceeded stakeholder expectations, and operated with high standards for efficiency and financial 

Director – Chief Financial Officer

Deputy Director – Deputy Chief 

Financial Officer (Resource 

Management Officer

Comptroller, DLA 

Troop Support

Comptroller, DLA 

Land & Mari�me

Comptroller, DLA 

Distribu�on

Comptroller, DLA 

Energy

Comptroller, DLA 

Avia�on

Comptroller, DLA 

Disposi�on Services

Director, 

Business 

Financial 

Opera�ons 

& Analysis

Director, 

Financial 

Systems & 

DACA

Director, 

Financial 

Improvement 

and Audit 

Remedia�on

Director, 

Enterprise 

Financial 

Opera�ons

Director, 

Financial 

Policy

Accoun�ng Officer, 

Accoun�ng 

Opera�ons

Director, 

Enterprise 

Accoun�ng

Director, 

Financial 

Repor�ng

Director, 

Opera�onal 

Accoun�ng

Director, 

Service 

Provider
167

effectiveness. The CFO focuses on the fundamentals of financial management, ensuring 

adherence to basic principles of accounting and providing finance support in a dynamic 

operating environment. Our ability to attract, develop, and retain a diverse, skilled, and agile 

workforce is vital to our continued success. To achieve a shared vision with the agency’s 

Strategic Plan, J8 employees and leaders work together to fortify the culture, reward 

performance, build connections and prioritize the 

safety. 

c. Developed policy which assigns responsibility and prescribes procedures for the DLA 

Government-Invoicing (G-Invoicing or G-INV) Program Management Office, to include the GINV General Terms and Conditions (GT&C) Center of Excellence and cross process teams. 

(1) Issued Directive-Type Memorandum (DTM) 21-005, which authorized a PMO 

with appropriate staffing and missions and functions pending issuance of a General Order.

(2) Justified an FTE increase beginning in FY 2022 to accomplish the increased 

workload as a result of the new guidance from U.S. Treasury and OSD which is intended to 

improve business operations and stewardship of taxpayer dollars. 

3. People and Culture:

Consistent with the DLA Strategy, DLA Finance supported the DLA Director’s commitment to 

develop leaders, resource the Enterprise, manage talent, fortify culture, reward performance, and 

build connections. 

a. Key Personnel: 

(1) The DLA Finance organization was headed by two Senior Executive Service 

officials: Mr. J. Arthur Hagler and Mr. Jeffrey Zottola. These executives led an organization that 

(1) serves as the lead on all DLA financial management matters, (2) maintains effective financial 

management and control for the DLA enterprise, (3) assures DLA compliance with federal 

financial management laws and regulations and DoD financial regulations, (4) assures the 

availability of budgetary resources necessary to perform DLA’s mission, (5) assures that agency 

funds are managed and controlled in accordance with federal laws and regulations and DoD 

financial regulations, (6) assures DLA’s three agency financial reports are produced, (7) directs 

the administration of agency financial functions: management, operations, reporting, and 

compliance, (8) acts as the agency’s financial management process owner, assuring that financial 

systems and processes are effective, efficient, and compliant with federal laws and regulations 

and DoD financial regulations, (9) determines financial mission resource requirements and 

efficient allocation of resources, and (10) manages and administers Office of Management and 

Budget (OMB) Circular A-136 requirements for Financial Reporting. 

b. Other functions performed by HQ J8 offices include:

(1) Directing enterprise accounting, financial reporting, financial analysis, and 

headquarters accounting operations
168

(2) Issuing and updating policy relating to financial operations and reporting, 

providing centralized J8 policy interpretation and guidance and coordinated policy guidance 

implementation.

(3) Management and performance of DLA enterprise-wide accounting analysis

(4) DLA Enterprise Business System (EBS) trial balance management to assure 

the integrity of DLA financial reporting.

(5) Overseeing the finance and accounting support procured from the DFAS

(6) Maintenance of the J8 Human Capital Strategy and Plan

(7) Development, coordination, and execution of J8 education and training

c. MSC Comptrollers are responsible for: 

(1) Providing financial management and control in support of MSC programs and 

stakeholder requirements

(2) Administering Planning, Programming, Budgeting and Execution System for 

their supported Command

(3) Working with supported MSC/SC to formulate, prepare, justify, and execute 

the Defense-Wide Working Capital Fund budget 

(4) Presenting, justifying and supporting J8’s budget estimates at hearings 

conducted by DLA, OSD, and OMB

(5) Implementing DLA policy for standard pricing. Establishing cost recovery 

rates, developing sales estimates and materiel obligation requirements

(6) Ensuring the timely and accurate recording of accounting transactions in 

accordance with financial reporting requirements

(7) Maintaining accuracy of accounting information

(8) Overseeing accounting services provided to them by DFAS.

(9) Serving as the MSC/SC subject matter expert (SME) on financial process 

health 

(10) Performing analysis of MSC/SC reporting requirements and internal controls

(11) Serving as the MSC/SC J8 SME for financial system and process 

management 

(12) Ensuring MSC/SC accounting and financial systems functional processes are 

integrated and perform as required.

(13) Supporting MSC J8 financial offices validate financial data, analyze issues, 

and document requirements for CAPs/RFCs.

(14) Analyzing and reconciling accounts

(15) Participating in the DWWCF management of cash and cash conservation 

plans

(16) Implementing funds holder policy

d. Culture: 

Organizational culture refers to the underlying beliefs, values, and assumptions held by 

members of an organization, and the practices and behaviors that exemplify and reinforce them. 

More simply, its “the way WE get things done around here.” 
169

C ost consciousness – while always maintaining the Warfighter Always mentality, 

strategically minimize costs and show a benefit to our customers. Understand long-term value and 

efficiency of every decision. Focus on strong and sustainable cost discipline. Consistently deliver 

value-added financial products at the least cost. 

A lways accountable – the annual audits require a new way of thinking across DLA. 

DLA will use the annual audit report to build a better financial reporting foundation. Audit is a 

journey; audit advancement describes our positive progress toward reaching the goal. 

P artners – maintaining strong relationships with our partners. We celebrate and 

leverage differences to deliver innovative and effective outcomes tailored to our partners’ needs. 

I ntegrity – we deliver reliable financial products, every time! 

T eamwork – collaborating with organizations both inside and outside of Finance, we 

provide complete and accurate information to support timely, informed decision-making. 

A gility - responsive to customer and leadership’s evolving requirements and financing 

the DLA mission. 

L earning – leveraging J8’s talents with learning opportunities throughout the financial 

domain and participating in personnel development to achieve individual excellence and maintain a 

continuous learning culture.

DLA Finance continued to operate in a manner consistent with our culture and values, 

even while working in an almost 100% telework environment! Maintaining a strong culture and 

positive atmosphere is critical to DLA’s core values and J8 leadership sought a positive work 

culture for all employees as we faced many challenges of COVID-19. J8 continued to use its 

Human Capital Advisory Group (HCAG) to provide information and key messaging surrounding 

the events of COVID-19, to include policies, procedures, and future work efforts. It continued to 

assist the CFO in developing multi-functional financial specialists who understand events that 

drive financial outcomes, updated communication plans and guidebooks, standardized processes, 

and reviewed J8 Human Capital Policies to ensure consistency in measuring job performance 

and rewarding employees. Additionally, J8 leaders reviewed several J8 performance standards to 

better align them with duties being performed by our financial staff and provide more specific 

narrative for measuring work performance.

The 2020 Denison Culture Climate Survey was delivered to the workforce in Nov 2020, 

with roughly 400 J8 employees participating. As a result of the survey, all four survey indices for 

J8 shifted into the fourth (highest) quartile, demonstrating an overall employee satisfaction and 

pride to work in the J8 organization. As a result, the CFO and DCFO have created the FY 21 J8 
170

Culture Action Plan to not only maintain the improved culture in J8, but also exceed the 

exceptional previous results.

Leadership formed the Fresh Focus Group to share knowledge and innovate resources for 

initiatives such as professional development, networking, and retention of personnel. The 

group’s priorities align with collaboration and integration across all organizations in J8; develop 

employees with skills needed to increase productivity and confidence in their abilities; create 

employee awareness of clear career paths; and to shorten the bridge between senior leaders and 

the workforce, encouraging bottom-up communication and top-down commitment.

The group continued to move forward in FY 21 with their second initiative, the J8 career 

development roadmaps. This initiative replaces the initiative formerly known as Fast Track, a 

previously used career developmental program that shaped career paths for J8 employees. The 

group has leveraged SMART goals to assist with addressing the core needs of the roadmaps, 

with intentions to cultivate a capable and empowered workforce. 

DLA Finance requires that all employees obtain DoD FM certification; or use other 

OUSD(C) approved Alternate Certificate, with 100% of their staff certified within the required 

timeframe. DLA Finance also had its own mentor/protégé program. This program provides 

finance leaders with an enhanced competency base, builds collective knowledge, aids in 

recruitment, strengthens retention, fosters a cost-effective “learning environment,” and promotes 

more inclusive management practices.

4. Total Personnel: 

DLA Finance has a consistent workforce of approximately 700 employees across the 

continental United States (CONUS) with an authorized end strength of 718 positions. At the end 

of FY 21, DLA Finance had 682 employees on-board with a total of 671 Full Time Equivalents. 

They remain positioned to meet their goals. 

5. Historical Narrative

a. Fiscal Stweardship critical capability:

DLA J8 is the OPR for Fiscal Stewardship, one of the three critical capabilities (CC) in 

the new DLA Strategic Plan. This CC has three objectives. They are: 

(1) B.1 Auditability - Fiscal Stewardship: The first objective is tied to the OSDapproved DLA Audit Roadmap. DLA Finance is recording strategic plan tasks in the DLA 4-

week execution tool to manage near term actions and document achievements.

(2) B.2 Cost Visibility & Cash Management: Cash Management and Cash 

Visibility has two major efforts. The first is the Cash Model on which J83 Data Analytics has 

been partnering with the J6 Analytis Center of Excellence. J83 has established a bi-weekly

meeting with J6 ACE and CFO/DCFO to work requirements, issues, and decisions. The second 

initiative is Financial Transparency. J83 is working closely with DLA J3 for LOE 3 and recently 

began meeting with distribution focal points on a current system capability to provide cost 

transparency to the military services. 
171

(3) B.3 Investment to drive efficiency and effectiveness: CFO/DCFO direction 

has been extremely valuable guiding the final objective, efficiency and effectiveness. Maximum 

use is being made of the Business Case Analysis (BCA) process, Continuous Process 

Improvement (CPI) program led by DT, Contract Reviews (SRRB), and the Program Budget 

Review (PBR) processes. The MSC work accomplished in the BCAs, CPI, PBR, and contract 

reviews will drive how well DLA and J8 execute the Strategic Plan. In the PBR cycle, 27 Direct 

BCAs were submitted and of those, 19 were approved. 

J8 also has OCR assignments for three of the lines of effort. They are:

(1) LOE - Support the Nation / 2.1 Objective – Formalize targeted approach to 

Whole of Government and organizational structure to support.

(2) LOE - Trusted Mission Partner /3.2 Objective - Provide greater financial 

transparency to customers.

(3) LOE - Modernized Acquisition and Supply Chain management/4.2 Objective 

– Improve the end-to-end post-award segment to enable collaborative customer support, increase 

responsiveness, and manage costs.

b. Achievements and Milestones 

(1) Established CFO financial improvement priorities in accordance with audit 

findings, OSD Comptroller goals and objectives, and DLA Director strategic plan and directions. 

(2) Continued to hire and train our workforce to perform their job roles in 

accordance with the General Order missions and responsibilities. 

(3) Reviewed selected performance standards to better align them with duties 

being performed and to provide more specific narrative for measuring performance. 

(4) Wrote new position descriptions to eliminate standardization, where 

necessary.

(5) Conducted Position Management reviews in the HQ J8 Staff Offices to reflect 

more specific duties and responsibilities.

(6) Utilized technology to deliver virtual training to accommodate remote 

working conditions as a result of COVID-19. 

(7) Delivered six formal On Boarding training sessions for 20 new employees. 

(8) Collaborated with FEMA and HHS to ensure accounting and financial 

statement completeness and accuracy for all three agencies when reporting on the $2.37B worth 

of advance payments for COVID-19 relief. 

(9) Launched the J8 Accounting Guidance Review Implementation Team 

(AGRIT). Published Charter and Standard Operating Procedures to support Notice of Findings 

and Recommendations (NFR) Corrective Action Plans (CAPs).

(10) The AGRIT reviewed newly issued Statement of Federal Financial 

Accounting Standards (SFFAS) to identify, develop and implement J8 actions to ensure 

compliance with SFFAS Generally Accepted Accounting Principles for federal entities. 

(11) Worked with Agency Financial Reporting (AFR) Action Officers to improve 

the quality of the supporting data that is included in the AFR.
172

(12) Issued a comprehensive Financial Reporting Procedures SOP 7710.11.001, 

which outlines not only the monthly and quarterly financial reporting process but also contains 

sound internal controls to address material weaknesses identified during the financial statement 

audit. 

(13) Enhanced our accounting and business process analyst competencies and 

skill sets by updating training material and conducting 35 formal training sessions which resulted 

in 499 employees being trained for the J8 workforce. 

(14) Issued a comprehensive Financial Reporting Procedures SOP which outlines 

the monthly and quarterly financial reporting process and contains internal controls to address 

material weaknesses identified during the financial statement audit. 

(15) Implemented financial policies in accordance with audit findings. 

(16) Produced and published the three DLA agency financial reports on time, a 

significant achievement which required constant communication with the Independent Public 

Auditor and J8 and DLA enterprise-wide mission stakeholders while the agency’s workforce was 

teleworking full time. 

(17) Supported Transaction Fund Subject Matter Experts (SMEs) in their efforts 

to obtain a modified audit opinion in FY 21. Provided advice on concepts and issues to address 

compliance with Generally Accepted Accounting Principles (GAAP). 

(18) Continued to remediate financial systems deficiencies limiting detailed 

account reconciliation and analysis at the enterprise, MSC/supply chain and fund levels. 

(17) Submitted seven US Standard General Ledger and Treasury changes for 

DLA’s Enterprise Business System as a result of updated guidance. Developed mitigation 

strategies until the changes can be implemented. 

(18) Supported the tracking of financial impact to DLA of the Afghanistan 

retrograde, monitoring changes in obligations/sales against accelerated drawdown schedule –

specifically, ability to meet the guaranteed minimum on the five-year Subsistence Prime Vendor 

Afghanistan award made Mar 2020 prior to announcement of drawdown plans. 

(19) Supported efforts to modernize food service to customers on-base; by end of 

FY 21, 10 kiosks and 11 food trucks were in operation with additional expansion planned for the 

future. Finance supports acceptance & execution of customer MIPRs for actual Food Truck 

assets and equipment, as well developing analysis for sales locations with kiosk/food trucks. 

c. COVID-19 Support

(1) Supported Warstopper program funding increases, which to date has provided 

over 6.4M N95 masks and other critical PPE, as well as over 8,000 ventilators.

(2) Supported Vaccine operations; obtained Defense Health Agency (DHA) 

COVID-19 Funding for the distribution and other miscellaneous support costs for the vaccine.

(3) Supported USAID for India and Nepal. Obtained funding for both India and 

Nepal for medical material and Personal Protective Equipment (PPE) in support of COVID-19; 

included items such as face shields, face masks, human remains pouches, rapid diagnostic tests, 

O2 concentrators, and N95 masks.

(4) Supported Clothing &Textiles (C&T) supply chain with the processing and 

tracking of a funded order from the Department of Health and Human Services, which had White 

House-level visibility, for the procurement and distribution of approximately 26.6 million cloth 

masks for disadvantaged populations at designated food banks, health centers, and reservations.
173

(5) Supported C&T with financial requirements for the procurement of reusable 

gowns and disposable isolation gowns for the HHS Strategic National Stockpile, as well as 

surgical gowns for FEMA distribution centers. Through Jun 2021, COVID-19 support by C&T 

was approximately $510 million or 26% of FYTD 21 sales.

(6) Assisted with processing billing adjustments and coordinating with DFAS for 

payments to vendors supporting COVID-19 requirements to insure timely payments.

(7) Drafted a White Paper to answer the Ernst Young (EY) request on DLA 

distribution and accounting of COVID-19 vaccines. The White Paper addressed how DLA is 

serving as a distribution point, the accounting treatment of the vaccines and how at no time the 

vaccines were included in inventory. It also set the base for the policy memorandum on the same 

topic signed by the Chief Financial Officer.

(8) Robotic Process Automation Customer Receipt “Bot” – participated in crossfunctional working group tasked with improving customer/vendor/DLA experience with 

timely/accurate receipting of Prime Vendor deliveries. Developed BOT solution leveraging RPA 

technology to enhance customer/vendor process, reduce manual workload on DLA, and result in 

more accurate/timely data available for decision-makers. Pilot rolled out Memorial Day 

Weekend 2021 for customers in the Southern California prime vendor AOR serviced by US 

Foods La Mirada, with plans to expand/scale to other vendors/locations.
174

Defense Logistics Agency

DLA Joint Reserve Force (J9) 

Fiscal Year 2021 Historical Report
175

1. Introduction

The range of Defense Logistics Agency Joint Reserve Force accomplishments in FY 21 show 

just how critical the staff element is to the agency. J9’s success can be credited to its jointness. 

Working together across services means skilled labor is directed at the most important projects. 

In particular, the DLA Troop Support Joint Reserve Force provided medical cold-chain support, 

important in today’s COVID-19 environment when vaccines require strict temperature control 

throughout the distribution process. The team also inspected steel-toe combat boots, a crucial 

safety measure for a crucial safety item. 

Team members from the DLA Disposition Services Joint Reserve Force deployed to Afghanistan 

to retire or destroy property in preparation for the withdrawal of American forces. Closer to 

home, the team led several re-warehousing projects. 

DLA Aviation Joint Reserve Force had so many accomplishments during the fiscal year that 

highlighting some risks not mentioning others just as important. The team researched the 

operating status of 552 vendors, critical information in the age of coronavirus. It also helped 

identify backorder drivers and compile aged backorder listings, critical efficiency measures. A 

third highlight is the work the team did to align missions and functions for the command’s 200-

plus reporting units with DLA Aviation’s operating plan. A fourth, but by no means final, 

highlight is audit support, which moved the agency closer to compliance with generally-accepted 

accounting standards.

Last but not least, DLA Energy JTF participated in some of the year’s most important events, to 

include hurricane support, Afghanistan withdrawal, and command post training in Korea.

2. Organization

The Joint Reserve Force (JRF) is a two-star Directorate led by a Navy rear admiral (upper half) 

and supported by a full-time staff of Army and Navy active-duty service members and DoD 

civilians. Under the Director and Deputy Director are three divisions – J91 (Personnel), J93/7 

(Operations, Training, and Readiness), and J95/8 (Joint Plans, Policy, and Finance) – and special 

staff (Special Assistant to the Director, Public Affairs and Judge Advocate General). Reserve joint 

team leads (JTLs) serve as the Directorate’s liaisons with key components. They are located with 

their components but report to J9 Director. For FY 20, the joint reserve force had JTLs with DLA 

Logistics Operations, DLA Aviation, DLA Disposition Services, DLA Distribution, DLA Energy, 

DLA Land & Maritime, and DLA Troop Support.

 
176 

3. Total Personnel: 

 Service-funded Authorizations 

 Navy Reserve 326 

 Army Reserve 196 

 Air Force Reserve 127 

 Marine Corps Reserve 14 

 Total 663 

 

DLA-funded Authorizations 

Full-time Equivalent 7 

 Officers 3 

 Total 10

 

4. Historical Narrative 

a. DLA Troop Support JTF 

(1) Missions 

(a) Processed COVID-19 TempTales for the Medical Cold Supply Chain. 

(b) Continued Medical Cold Chain support throughout the pandemic.

(c) Began daily weekday support to the Medical Directorate.

(d) Coordinated cross-MSC short-notice support to the C&T Directorate: 

Navy-issued boot inspection at vendor Peckham in Lansing, MI. 

(2) Developments 

(a) Imbedded JRF members into DLA Troop Support’s Command and 

Control Center (CCC). Worked with the principals to develop a comprehensive joint support 

plan that incorporates a rapid response group for contingency operations. 

(b) Created joint rating chains based on supply chain support alignments. 

Developed cross-training plans for each supply chain and the CCC. 

b. DLA Land and Maritime JTF 

(1) Introduction: 

The DLA Land and Maritime JRF provides a ready and available force capable of 

supporting CONUS and OCONUS missions. The JRF is comprised of thrity-five reserve and 

individual augmentees (IMA) from the Army, Air Force, Navy, and Marine Corps. While there 

are no full-time personnel, the Personnel Division at DLA Land and Maritime provides support. 

(2) FY 21 Budget/Execution/Operational Support 
177

JRF Land and Maritime was not granted financial allocations or provided any 

travel support for FY 21. Annual Training (AT), Active Duty for Training, and Inactive Duty for 

Training were all funded by the services. Where applicable, DLA Land and Maritime funded 

Personnel Force Innovation (PFI) tours and Active Duty for Special Work. Each member will 

have satisfied his/her AT exercise requirements on or before Sep 30, 2021. 

(3) Line of Effort 1: Warfighter Always Accomplishments

The Joint Reserve Force at Land and Maritime ended the year with a personnel 

strength of 85% and a readiness rate (medical/dental/clearance) of 90%. It provided exercise 

support, conducted PFI Tours, participated in the Industrial Hardware mission, saved $11 million 

by reviewing 500 lines in the Counterfeit Detective and Avoidance program, expedited 1,089 

requisitions valued at $6,379,680 for inventory reduction, and reviewed more than 3,294 lines of 

contracts valued at $11,068,814 for the Non-NSN project.

c. DLA Aviation JRF

(1) LOE 1: Warfighter Always

The DLA Aviation Joint Reserve Force worked with a mission-oriented focus 

under the Customer Operations Directorate and Supplier Operations Directorate over the last 

year. JRF Aviation personnel identified an area for improvement in alignment under DLA 

Aviation’s Audit, Process Compliance and Risk Management Directorate. Following 

identification of a need, JRF Aviation members created the Audit Readiness, Process 

Compliance and Risk Management (ARPC&RM) Branch. 

Within Customer Operations (CO), service members focused on Backorder 

Drivers and Aged Backorder Listings. Service members researched 513 national item 

identification numbers (NIIN) for aircraft such as the CH47, H60, KC-130, F-18, and B-2, 

identifying 90,000 customer backorders worth more than $40,587,202. Service members also 

utilized ILSMART, an Inventory Locator Service resource, to find surplus material that 

contributed to emergency buy contracts with vendors such as Brown Helicopter, HD Aero 

Support, Unical Defense Inc, and Broadwing Aviation L.P. 

Service members assigned to Supplier Operations analyzed the business status of 

552 vendors. Only seven were deemed invalid. Continuous research yielded actionable 

information eased on individual contract performance and COVID-19’s impact on supply chains.

In launching the ARPC&RM Branch, DLA Aviation JRF sought to maintain 

stewardship through audit readiness and sustainment, process compliance, efficiency, and audit 

integrity of all DLA Enterprise Business Cycles and system interfaces. The ARPC&RM Branch 

created and executed local programs for Enterprise Risk Management and the Risk Management 

and Internal Control program. In addition, JRF Aviation service members completed projects 

that promoted efficiency in DLA’s internal control processes, converting end-to-end (E2E) 

processes in business enterprise architecture to a user-friendly Excel document format and 

creating repositories for DLA issuances, DLA expired issuances, and other key documents.

The ARPC&RM Branch contributed to key MSC mission objectives. Service 

members reviewed a draft of DLA Manual (DLAM) 5010.40 Volume I (Risk Management) and 

Volume II (Internal Controls), assessing the clarity of guidance and identifying areas that 
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required more information or explanation. The team also validated the completeness and 

accuracy of internal control performed by DLA employees at Tinker Air Force Base (AFB), 

Warner-Robins AFB, and Ogden-Hill AFB. Notably, the ARPC&RM Branch created a 

repository for all Mission and Function (M&F) information for DLA Aviation’s over 200 

subordinate organizations. This action aided the execution of DLA Statement of Assurance 

deliverables. ARPC&RM Branch service members generated several products including an 

Official Issuances & Expired Issuances Records Excel Workbook, the ASG #3606 DLA 

Aviation Historical Report Oct 2020 to Jan 2021 Excel Workbook, a Risk Management Process 

PowerPoint, and the Audit Calendar and the Process of Cycle Memorandum Checklist. 

(2) LOE 2: Global Posture

The JRF Aviation unit drilled in an all-virtual battle assembly (VBA) 

environment from Oct 2020 through Aug 2021 in response to the COVID-19 pandemic. JRF 

Aviation anticipates returning to Onsite Battle Assembly (OBA) in Sep 2021. The unit 

demonstrated adaptability in achieving “Strategic Positioning” as a “Joint Reserve Force” to 

maintain operational support and readiness in an all-virtual environment., JRF Aviation 

overcame COVID-19 restrictions by utilizing digital platforms such as CVR Microsoft (MS) 

Teams, DoD MS Teams, DLA MS Teams, Cisco meeting platforms, audio bridges and other 

collaborative platforms. 

Over the year, JRF Aviation leaders developed more efficient ways of validating 

service member, increasing service member readiness by 15%. 

All service personnel assigned to JRF Aviation completed all FY 21 General 

Military Training and Total Force Annual Training. Due to the COVID-19 restrictions, training 

was conducted remotely in online service training systems or by group in MS Teams. Each 

branch within JRF Aviation held individual and group training sessions for members to increase 

mission-oriented knowledge and skills development for onboarding service members. Topics 

included Controlled Unclassified Information and DLA automated systems such as Inventory 

Locator Service Mart, FEDMALL, and SASOR. JRF Aviation leaders encouraged 

servicemembers to seek other training sources through Joint Logistics and Defense Acquisition 

University courses. Other opportunities included Aviation Production Governance Board 

meetings, preliminary Order-to-Cash Business Process Overview meetings, and Industrial Plant 

and Equipment continuous process improvement meetings. 

(3) LOE 3: Strong Partnerships

Directed by the DLA Aviation commander, Air Force Brig. Gen. David Sanford 

and the DLA Aviation Joint Team Leader, Colonel Rebecca Schultz, JRF Aviation service 

members continued working with DLA Directorates and civilian DLA personnel to refine 

organizational integration. Alignment with mission and operational support greatly influenced

JRF Aviation organizational structure. The new structure highlighted integration between all 

service branches with commissioned and enlisted service members. The integration embraced 

joint force concept that fosters innovation while welcoming ideas and creativity. Each Branch 

demonstrated commitment to developing strong partnerships and functional working 

relationships with their full-time counterparts. 
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The JRF Aviation and civilian DLA Customer Operations Team collaborated to 

ensure efforts were aligned with mission priorities. Prior to each drill weekend, JRF Aviation 

service members and civilians identified projects to be completed. These meetings also provided 

insight into issues or barriers affecting productivity. JRF Customer Operations intends continue 

to collaboration with civilian. 

The ARPC&RM Branch established a rhythm of meeting full-time counterparts 

in morning and afternoon sessions. 

(4) LOE 4: Whole of Government 

JRF Aviation helped offset the workload of full-time staff for the LOE Whole of 

Government during the COVID-19 pandemic. Work accomplished by the reservists contributed 

to significant increases in collaboration with government partners. 

The unit successfully adapted to an exclusively virtual environment, gained new 

efficiencies utilizing virtual collaboration platforms, and maintained a well-trained and ready 

force. JRF Aviation leaders and servicemembers exchanged best practices throughout the JRFAviation team. By providing adequate support while launching VBA formats, JRF Aviation 

fulfilled all readiness and training requirements. 

In looking ahead, JRF Aviation is prioritizing complete strategic alignment with 

J9 and DLA’s Lines of Effort. Major foci remain individual service member readiness, training 

proficiency, and professional development. JRF Aviation is looking forward to returning to 

Onsite Battle Assembly and further MSC integration by securing space for servicemembers to 

drill in the main Aviation building. JRF Aviation integration will maximize accessibility and 

leverage the professional experience and technical expertise of servicemembers. 

(5) LOE 5: Always Accountable 

JRF Aviation prioritizes both personal and professional accountability. Under the 

LOE Always Accountable, the team realized several key wins operating virtually. Eliminating 

travel for the 21 members who lived greater than 50 miles from Richmond, Virginia, saved 

$63,000. Eliminating billeting saved $18,900. JRF Aviation also realized a work production 

increase during the same timeframe. Three additional JRF members participated in virtual drills, 

fully engaged for roughly 10 hours on each of three drill days, increasing mission support 20%. 

Lastly, the J9 Director’s vision for the Joint Reserve Force was realized in the 

JRF Aviation joint reorganization plan. Due to the flexible nature of an all-virtual operational 

setting, many service members chose to reschedule their individual drills. Each branch within the 

new structure has blended representation of each service. 

(6) People and Culture 

(a) JRF Aviation has thirty-four total authorized billets with eleven 

vacancies at the close of FY 21. Current manning is 74%. The U.S. Air Force team has seven 

authorized positions, four which are filled. The U.S. Marine Corps has two funded positions with 

one filled. The U.S. Navy has fifteen billets and is currently at 86% manned. The U.S. Army has 

ten billets, all of which are filled. 
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(b) The JRF Aviation Cultural Committee meetings continued 

collaborative discussions throughout this year. Following the SWOT strategy developed and 

executed by the JTL and SEL, the Dennison Survey was released to service members. Overall 

response rate increased by 6%. JRF Aviation established a Culture Action Board to evaluate the 

results and establish actions focused on mission integration priorities, communicating, and 

establishing clear goals for annual training. The Culture Action Board identified an area of need 

within the communication line between JRF Aviation and J9. A collateral Executive Officer 

(XO) position was launched during May VBA duties of synchronizing resources and information 

to take on the myriad of tasks from J9 as well as ensuring readiness posture for each service 

member. 

JRF Aviation recognized individual achievements by presenting three Joint 

Service Achievement Medals (JSAM), two Joint Service Commendation Medals (JSCM), and 

seven Defense Meritorious Service Medals (SMSM). The unit also hosted two retirement 

ceremonies. 

d. DLA Disposition Services JTF

(1) DLA Disposition Services conducted two reorganizations in FY 21

(2) In Jun and Jul, 12 members of DSU-1 provided over 960 hours of postCOVID-19 support to DLA Disposition sites at Joint Base Lewis-McChord and Fort Bragg. An 

additional four members provide support at Joint Base Lewis-McChord and Camp Pendleton. 

Overall, DSU-1 provided over 2,000 hours of post-COVID-19 recovery support during the three 

summer months of 2020.

(3) DSU-1 returned to limited in-person drill Sep 2020 and transitioned to full inperson drill Oct 2020. By Mar 2021, DSU-1 had returned full spectrum support to Disposition 

Site Lewis and nearly 20% of unit had performed local annual training. DSU-1 processed nearly 

$4 million in property in Q1 of FY 21 alone, demonstrating significant productivity while 

experiencing zero COVID-19 cases.

(4) One DSU-2 member returned from Kuwait and three from Qatar in support of 

DLA Disposition Services. 

(5) DSU-2 provided over 1,720 hours of CONUS-based support to DLA 

Disposition Services – a value of at least $234,000.

(6) Six service members from DSU-2 provided exercise support to DLA 

Disposition Services COREX 21, with three members deployed to Guam and another three to 

Battle Creek, Michigan.

(7) DSU-3 provided over 4,409 hours of support, processing 8,920 line items 

totaling $2,211,001.06.

(8) DSU 3 members attended 15 DLA-sponsored schools in FY 21, increasing 

unit training readiness 30%. 

(9) DSU-3 hosted the FY 21 Expeditionary Forces Leadership Huddle in May 

2021 in Salt Lake City. Six leaders from DSU 3 participated. 

(10) Three members from DSU-4 each provided 170 days of support to DLA 

Distribution’s Audit Readiness mission in Susquehanna, Pennsylvania.

(11) One member from DSU-4 assisted DLA Troop Support with inspecting 

30,000 pairs of steel-toe combat boots at Peckham Industries in Lansing, Michigan recalled for 

possible quality defects.
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(12) One member from DSU-4 provided 60 days of Audit Readiness support to 

DLA Distribution Susquehanna, Pennsylvania.

13) One member from DSU-6 provided 80 hours of support to DLA Disposition 

Ft. Bragg, North Carolina.

(14) In Aug, one member from DSU-6 provided 80 hours of support to DLA 

Distribution at New Cumberland, Pennsylvania. Another provided 80 hours to the DLA 

Disposition site at Camp Pendleton, California. A third provided 88 hours to NS Great Lakes. A 

fourth provided 80 hours to LCSRON 2 at NS Mayport.

e. DLA Distribution JTF

(1) Overview

DLA Distribution JRF members provided significant and timely support to 10

distribution centers in FY 21: DLA Distribution Susquehanna Pennsylvania, DLA Distribution 

Tobyhanna Pennsylvania, DLA Distribution Norfolk Virginia, DLA Distribution Warner Robins 

Georgia, DLA Distribution Oklahoma City Oklahoma, DLA Distribution Anniston Alabama, 

DLA Distribution Red River Texas, DLA Distribution San Diego California, DLA Distribution 

Pearl Harbor Hawaii, and DLA Distribution Bahrain. 

OCONUS, 18 DLA Distribution JRF personnel provided logistics and contracting 

skills in Kuwait, Afghanistan, Jordan, and Djibouti. CONUS, DLA Distribution JRF supported 

Audit Readiness, Re-Warehousing, and COVID-19 missions, as well as providing stand-by 

hurricane support. 

DLA Distribution JRF welcomed three new leaders on Mar 1, 2021. CAPT Greg 

Eaton, SC, USN began his tour as the Distribution JRF Joint Directorate Chief. In addition, two 

new Branch Chiefs, CDR Allen Ledbetter, SC, USN and CDR James Phillips, SC, USN were 

selected as Expeditionary Distribution Support Unit (EDSU) commanding officers at 

Susquehanna, Pennsylvania and Warner Robbins, Georgia respectively.

(2) Eastern Distribution Support Unit Missions

JRF members from EDSU-SP supported missions at Susquehanna, Pennsylvania 

and Tobyhanna, Pennsylvania, in FY 21. The Susquehanna mission consisted of JRF members 

completing a cyclic inventory. Between Mar and Jun, 13 JRF members provided 547 man-days 

of support to Susquehanna on AT and long-term orders. By the end of the year, 41 JRF members 

had supported this mission. In addition, many JRF members on long-term orders at Susquehanna 

were dual hatted as part of Distribution’s hurricane support team. The Tobyhanna mission 

included JRF members from EDSU-SP, as well as ARE members tasked with re-warehousing 

efforts. A total of 21 JRF members (EDSU-SP, ARE, Non-Org) supported in FY 21 providing 

over 300 man-days of support. 

Distribution JRF members from EDSU-WG provided re-warehousing support to 

Warner Robins, Georgia. The mission consisted of re-warehousing sheet metal in Bldg. 376 and 

PPP&M (Preservation, Packaging, Packing and Marking). While on site, several JRF members 

also received valuable training and licensing on the forklift. In total, 19 JRF members (ARE, AF 

IMA, EDSU-WG) provided 325 man-days of support. 
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Distribution JRF members from EDSU-NV (Navy, AF IMA) supported he Navy 

Warehouse Transfer and Operating Materials and Supplies inventory at Norfolk, VA. JRF 

members supported warehouse material movement to accommodate bulk storage. Some JRF 

members were also assigned to the hurricane support team; others supported Operation PACER 

GOOSE 2021. A total of 58 JRF members supported Norfolk with over 700 man-days. 

EDSU-OO JRF members supported Oklahoma City’s re-warehousing mission to 

ensure audit compliance. JRF members were tasked with eliminating storage locations and 

location labeling updates. Twenty-one JRF members provided over 300 man-days of support. 

Distribution JRF members from EDSU-JC leveraged their Annual Training to support 

Red River, Texas and re-warehouse Bldg. 499. JRF members were tasked with consolidating 

CC/F assets. They also disassembled tank components, inventoried and transferred pallets, and 

received/verified/inducted equipment utilizing WEBFLIS and he Distribution Standard System. 

Total support to Red River by 30 JRF members was 500 man-days.

Finally, 31Distribution JRF members provided timely assistance by contact tracing DLA 

Distribution personnel exposed to COVID-19, and tracking/reporting personnel accountability.

f. DLA Energy JFT

(1) Summary of Achievements

FY 2021 transitioned DLA Energy Joint Reserve Forces from a virtual 

environment back to a physical environment starting 17-19 Sep 2021. As a result, the JRF 

completed seven virtual assemblies and one physical assembly. The physical assembly allowed 

Army personnel to complete an initial diagnostic ACFT and Navy personnel a fitness test. CDR 

Greenwood recognized Navy personnel with awards for Hurricane Support. The majority of 

DLA JDC support went to the Operations HQ at Ft Belvoir, Virginia. However, LNO support to 

the CENTCOM AOR, real world mission support for Eielson Supply chain in Alaska and 

exercises support like Pacific Sentry, QLLEX, and the American North pipeline repair were also 

covered to support MSCs and Combatant Commanders. The key transition was the incoming 

Joint Director, COL Watford, who replaced COL Kirkpatrick when she accepted a Chief of Staff 

position for the 451th Expeditionary Command. 

(2) Personnel

In 2021 DLA Energy JRF had 24 team members in the Army, 17 in the Navy, 7 in 

the Air Force, and 1 in the Marines

(3) Key Personnel

COL Watford: JDC Chief 

CSM Cotton: Command Sergeant Major

LTC Morrow: Americas Regional Team Lead

CDR Greenwood: Indo-Pacific Regional Team Lead

LTC Davis: Europe & Africa Regional Team Lead

MAJ Swartout: Middle East Regional Team Lead
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(4) Major Events.

(a) One Quality Assurance Specialist trained two Americas EAST quality 

assurance personnel at Ft Belvoir, Virginia, and offered virtual courses to new JRF QARs.

(b) The 76th Operational Response Command (ORC) updated its Request 

for Orders in Oct 2020. 

(c) Subject matter experts from INDOPAC, EUCOM, MIDDLE EAST, 

and AMERICAS briefed their regions. 

(d) MAJ Zhang deployed to Arifjan/Iraq as a DLA LNO in Apr 2021.

(e) Americas Region participated in Immediate Response-21 (IR-21) in 

Apr 2021. IR-21 was a DLA Energy Americas discussion-based exercise designed to improve 

disaster response skills and preparation. The exercise simulated the deployment of two DLA 

Energy Americas Task Forces supporting FEMA and activating DLA Energy’s contingency 

contractor – Foster Fuels.

(f) MAJ Foote supported EUCOM’s Defender 2021 exercise during 

virtual training from May 10-21, 2021.

(g) CDR Greenwood, Indo-PAC Branch Chief, supported Pacific Sentry in 

Hawaii from May 30, 2021 to Jun 26, 2021.

(h) On INDOPAC junior officer supported DLA Energy Operations 

Center from Jun 13-25, 2021 at DLA HQ, Ft. Belvoir, VA.

(i) Two junior officers completed the Combined Command Post Training 

(CCPT) Aug 6-27, 2021 at Camp Winters, South Korea.

(j) MAJ Eldredge assisted the Energy HQ CCC at Ft. Belvoir 5-19 August 

2021. He assisted with hurricane support and the Afghanistan withdrawal.

(k) A junior officer from INDOPAC supported DLA Distribution with 

inventory management and lost-item investigation from Aug 15-21, 2021 in San Diego, CA.

(l) One team member assisted with Hurricane support in the Energy HQ 

CCC, Aug 9-13, 21.

(m) MAJ Perry of INDOPAC worked in the DLA CCC, Aug 19-30, 2021 

at Ft. Belvoir, VA

(n) One team member from Americas provided emergency fuel logistics 

support to the Federal Emergency Management Agency during Hurricane Ida from Aug 28, 2021 

to Sep 16, 2021.

(o) MAJ Sabellico of INDOPAC worked in the DLA CCC Sep 6-17, 2021 

at Ft. Belvoir, VA.

(5) Shortfalls or Constraints

(a) Aligning all 24 IDT AF IMAs into Battle Assemblies.

(b) Obtaining DLA accounts and government computers.

(c) Obtaining ASI R8 Petroleum School slots for officers.

(d) Acquiring exercise billets and skill sets when J9 planners have 

working groups outside of JRF Battle Assemblies.
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(6) Exercises

(a) Pacific Sentry 20-2: May/Jun, Hawaii, CPX, 4 PAX

(b) EUCOM’s Defender 2021: 10-21 May, FTX, 4 PAX

(c) Immediate Response-21 (IR-21) in Apr 2021. 2 PAX

(d) QLLEX 21: 11-25 Jun, FTX, 4 PAX

(e) American North Pipeline Repair 21, Sep 19-30, 1 Pax

(7) Training 

(a) Joint Petroleum Course (J10)

(b) Petroleum Quality Assurance (J20)

(c) Theater Sustainment Planners Course

(d) Combined Command Post Training
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Defense Logistics Agency

DLA Inspector General (DA) 

Fiscal Year 2021 Historical Report
186

1. Introduction. 

a. Mission

The DLA Office of the Inspector General (OIG) mission is to sustain Warfighter 

readiness and lethality by providing DLA leadership with facts, analysis, and recommendations 

through the execution of the five functions of Defense Inspectors General—teaching and 

training, assistance, audits, investigations, and inspections—to mitigate agency risk, improve 

processes, ensure compliance, and optimize resources in peace and war. While operating 

independently from DLA’s standard command structure, the DLA OIG assists the command 

with combatting Fraud, Waste, Abuse, and Mismanagement (FWAM) across the enterprise 

which is a collaborative effort. Despite its independent status, the DLA OIG relies on the 

continuous support from mandated partnerships with the Defense Criminal Investigative Services 

(DCIS), Military Criminal Investigation Organizations (MCIO), DoD Office of the Inspector 

General (DoD OIG), and meaningful relationships with other DoD Inspectors General offices 

and their associated criminal investigative agencies. The DLA OIG works closely with the DLA 

General Counsel office to coordinate and determine the best course of action for many matters 

relating to DLA OIG operations. 

b. Summary of key DLA OIG events and activities in FY 21

While the COVID-19 pandemic continued to significantly impact operations across DLA, 

DLA OIG still managed to provide robust support to the enterprise in the areas of administrative 

and hotline investigative cases, operational audits, and liaison efforts relating to external audits. 

The Investigations Division (ID) opened 216 investigative cases and closed 218 cases with 161 

open at the end of the FY. The Operations Division’s (OD) Hotline program processed over 233 

cases – a 24% decrease compared to FY20 when the COVID-19 pandemic caused a large spike –

and closed 298 cases. The Audit Division (AD) completed one planned project, one unplanned 

inspection, and terminated one audit due to lack of evidence. The External Audit Division (Ext 

AD) supported and closed 113 external audits, including 53 audits from GAO, 53 from DoD 

OIG, and seven from the military services. The lingering effects of the COVID-19 pandemic in 

the first half of FY 21 significantly impacted operations of the aforementioned DLA OIG 

functions which is detailed in the historical narrative of this report. 

2. Organization

The DLA OIG structure provided functional and regional support to the command. The majority 

of DLA OIG Investigators and Auditors served in operationalized positions located away from 

DLA HQC to provide support within the Major Subordinate Commands (MSC) and Regional 

Commands. A small staff aligned with the DLA Headquarters (HQ) provided oversight and 

administrative support, managed the DLA Hotline, and provided liaison for all external audit 

activities. The chart below captures the organization to which DLA OIG adhered in FY 21.
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3. Key personnel. 

For FY 21, DLA OIG did not see many changes in key personnel. The DLA OIG Director, 

William Rigby, remained the DLA Inspector General and has served in this position since 2016. 

Likewise, DLA OIG’s four Division Chiefs remained the same – Steven Pigott for Audit 

Division (AD), Jerold Unruh for Investigations Division (ID), Andrew “Dutch” Duszynski for 

Operations Division (OD), and Andrew Hagenow for External Audit Liaison Division (Ext AD). 

LTC David Krzycki, USA, retired after nearly 30 years of military service. He arrived at DLA 

OIG in Jan 2017 and served in a variety of command and staff positions including a deployment 

to Djibouti as commander of a DST. DLA OIG did not experience any other changes to first line 

supervisors.

4. Total personnel.

At peak strength, DLA OIG had 49 FTEs on hand of a total 49 FTEs authorized (one “excess” 

GS-1805 investigative analyst served continuously on an active-duty Air National Guard 

deployment the entire FY). DLA OIG also had two military service members (O5) on hand with 

an authorization of one. OIG hired one auditor (0511 job series) and two criminal investigators 

(1811) in FY 21. DLA OIG FY 21 manning authorizations are below:

a. GS-1811: 18 authorized; 18 on hand for FY 21.

b. GS-1810: 2 authorized; 2 on hand for FY 21.

c. GS-1805: 5 authorized; 6 on hand for FY 21 (including one active duty deployment).

d. GS-0511: 21 authorized; 21 on hand for FY 21.

e. GS-0301: 2 authorized; 2 on hand for FY 21.

f. GS-0341: 1 authorized; 1 on hand for FY 21.

g. Military O5: 1 authorized; 2 on hand for FY 21.
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DLA OIG had personnel located at DLA HQ and each of the MSC HQ’s, including DLA 

Aviation, Disposition Services, Distribution, Energy, Land and Maritime, and Troop Support; at 

the three Regional Commands in Kaiserslautern, Germany, Pearl Harbor, Hawaii, and Tampa, 

FL; and, at three of our major facilities in San Joaquin, CA, Tinker AFB, OK, and Anniston, AL.

5. Historical Events and Activities. 

a. COVID-19 pandemic. 

The continuation of the COVID-19 pandemic presented numerous challenges to DLA 

OIG’s daily operations. The DLA IG, William Rigby, estimated DLA OIG operated at 85% 

effectiveness in FY 21 when compared to previous FY’s unencumbered by a worldwide 

pandemic. The Enterprise Hotline program received approximately 50 COVID-19 related 

complaints in FY20 which decreased to 15 complaints in FY 21. The DLA IG continued to 

designate all investigators as mission essential. Non-mission essential DLA OIG employees 

worked primarily in a fulltime telework status throughout FY 21. Most DLA OIG employees 

received the COVID-19 vaccine in FY 21. 

DoD restrictive travel policy implementation resulted in a continuation of significant 

curtailment of official travel for DLA employees in FY 21. Official travel in support of 

investigations alone dropped by 90% compared to pre-FY20 levels. Both investigators and 

auditors integrated alternate methods for conducting interview sessions which safeguarded 

proper social distancing measures and adhered to travel restriction mandates. DLA OIG ID 

collected physical and documentary evidence in person only when essential to prevent loss, 

damage, or destruction of potential evidence. In those instances, agents used Personal Protective 

Equipment (PPE) and took required social distancing and hygiene protective measures. 
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In Oct 2020, DoD OIG converted their Joint IG Course (JIGC) to a virtual format to 

accommodate the pandemic conditions. Completion of JIGC is a baseline training requirement 

for DLA OIG employees and mandated by the DLA IG. Through the summer of 2021, DoD OIG 

continued to offer JIGC only in a virtual format, and three DLA OIG employees successfully 

completed JIGC in this new format by the conclusion of FY 21.

b. Operational audits and inspections conducted in FY 21

The DLA OIG Audit Division worked on the following operational audits and 

inspections in FY 21:

(1) Termination Letter – Audit of Contractor Support for Audit Readiness (letter 

issued)

(2) Inspection of Boston Consulting Group Hotline Complaint (report issued)

(3) Audit of DLA Premium Time (report issued)

(4) Audit of Contractor Teaming Arrangements (in fieldwork)

(5) Audit of Enterprise Help Desk Contract (in fieldwork)

(6) Audit of DLA Distribution Inventory Adjustments (in fieldwork)

c. Denison Culture Climate Survey.

Throughout Oct 2020 and Novr 2020, 86% of eligible DLA OIG employees participated 

in the Denison Culture Climate Survey. In coordination with the DLA IG, the DLA OIG Culture 

Champion, Jerry Cohoon, completed the OIG FY 21 Culture Action Plan in Jun 2021. The draft 

plan addressed three Director-mandated focus areas: Strategic Direction & Intent, Customer 

Focus, and Capability Development. The plan also incorporated ways to maintain successes in 

the “Consistency” focus area through cross-functional coordination and integration, while also 

exploring ways to improve DPMAP efforts (the latter is DLA OIG’s lowest climate score). On 

Aug 3, 2021, the DLA IG and DLA OIG Culture Champion met with a Denison representative, 

Bryan Adkins, to review ongoing culture action plan efforts. In general, Mr. Atkins 

complemented the IG on a strong culture action plan and recommended only a few minor 

adjustments to help provide further clarity. The IG concurred with Mr. Adkins’ suggestions and 

the DLA OIG Culture Champion’s revised the action plan accordingly.

d. DLA IG Town Halls

The DLA IG hosted three FY 21 Town Hall sessions with all DLA OIG employees in Oct

2020, Mar 2021, and Sep 2021. Topics during the October Town Hall included DLA OIG 

support for DLA Priorities (Support to the Warfighter, Audit Readiness, and DoD Reform 

Efforts), DLA OIG Culture Survey Results and ongoing Denison Survey, DLA OIG Software 

Support, and DLA New Strategy development. Topics during the Mar Town Hall included 

enterprise-level priorities and key leader changes, Denison Culture Survey results, and DLA OIG 

software support. Christopher Misener, DLA DI, also provided an overview of the new CUI 

document marking along with a related Q & A session. For the Sep Town Hall, the IG reviewed 

priorities for DLA OIG’s four divisions as well as the agency’s latest Combined Federal 

Campaign efforts. Q & A sessions with the IG concluded all three Town Hall events.
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e. OIG Virtual Holiday Gathering

The DLA IG hosted a virtual holiday gathering for all DLA OIG employees on Dec 17, 

2020. Employees had an opportunity to commune and share successes of the past year. The DLA 

IG shared his holiday message including safety tips as well as assistance options for those 

employee experiencing difficulties during the pandemic.

f. DoD OIG Program Review of DLA administrative Investigations

DoD OIG published their final report in Apr 2021 assessing DLA administrative 

investigations and found deficiencies identified in the areas of case management systems, 

confidentiality, quality assurance, and whistleblower reprisal investigations for the year ended 

December 31, 2019. Prior to the final report, DLA OIG gathered comments on the draft report 

from DLA J1, DLA J6, and DLA DG before forwarding DLA’s formal response to DoD OIG 

with a commitment to corrective actions for deficiencies identified in the report. In general, DLA 

concurred with the report findings. Acquisition of a new case management system with dedicated 

IT support—an ongoing effort—will significantly improve three of the four major deficiencies 

cited in the report.

g. Investigations Case Management System

In coordination with DLA OIG and DLA J6, DLA DCSO awarded a contract to 

Cybermedia Technologies, Inc. (CTEC) in May 2021 for DLA OIG’s new case management 

system (CMS). The new CMS will replace an aging database that lacks proper functionality and 

fails to fully support investigative case file management requirements in accordance with 

applicable policy and law. For the first time, the new CMS will be shared with the Enterprise 

Hotline program, and replace that program’s legacy database, when fully operational.

h. DLA Energy and DLA Disposition Agency Management Reviews (AMR)

From Jun 15-16, 2021, DLA OIG held IG Open Door sessions for the DLA Energy AMR 

and for the DLA Disposition AMR from Aug 24-25, 2021. Investigators from DLA OIG’s 

Investigations Division and Hotline Program conducted interviews and received allegations of 

Fraud, Waste, Abuse and Mismanagement (FWAM). A very low number of employees 

participated in the IG sessions. Typically, MSC’s that do not have a large population of 

warehouse or hourly wage employees do not have big turnouts. Post-AMR, the DLA OIG 

Hotline team led efforts to process all complaints.

i. Updated OIG Operating Plan

On Jul 12, 2021, the DLA IG completed the update of his OIG Operating Plan for FY 21-

22 to align his office goals and objectives with the recently updated DLA Strategic Plan. The 

DLA IG’s primary initiatives are “External Audit and Trade Security Control Customer-Centric

Focus” and “Focused FY 21 Audit Plan.” For the first initiative, the DLA OIG Ext AD will 

ensure DLA is responsive and accurate with its coordination of all external audit tasks as well as 

delivers a timely resolution of findings. Similarly, DLA OIG ID Trade Security Control 
191

Assessment Office (TSCAO) will continue to improve responsiveness to end use certificate 

requests while preventing the illegal transfer of Munitions List and Commerce Control List 

items. This customer-centric approach allows DLA OIG ID TSCAO to effectively facilitate DLA 

Disposition’s key functions including sales of excess property. This initiative supports DLA 

Strategic Plan Line of Effort (LOE) 3.0, “Trusted Mission Partner.” For the second initiative, 

The FY 21 audit plan proposes topics to validate whether agency internal controls are being 

implemented and are effective. The plan is dynamic, will be adjusted as needed, and will focus 

on the highest risk areas that are identified in conjunction with the enterprise risk control process, 

the DoD IG risk priorities, and the DLA Director’s priorities. This initiative supports DLA 

Strategic Plan LOE 1, “Warfighter Always.”

j. Annual Training Summit Postponement

Due in large part to health and safety risk concerns relating to onsite large-group training 

events held during a pandemic, the DLA IG postponed the DLA OIG annual training summit 

originally scheduled for the week of Oct 18-22, 2021. DLA OIG turned-in FY 21 funding 

originally allocated for this event to the Chief of Staff BMO for redistribution among the D-staff 

portfolio for other critical funding needs. The IG has targeted the Spring of 2022 to reschedule 

the training summit which provides critical training and facilitates cross-functional efforts in an 

“in-person / onsite” format for all DLA OIG employees.
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Defense Logistics Agency

DLA Small Business Programs (DB) 

Fiscal Year 2021 Historical Report
193

1. Introduction 

It is the policy of DLA to provide maximum practicable opportunities in our acquisitions to small 

business, service-disabled veteran-owned small business, HUBZone small business, small 

disadvantaged business, and women-owned small business concerns. Such concerns must also have 

the maximum practicable opportunity to participate as subcontractors in the contracts awarded by 

DLA, consistent with efficient contract performance.

The DLA Office of Small Business Programs (OSBP), also known as DLA-DB, was established in 

accordance with the Small Business Act of 1953, as amended, and Department of Defense (DoD) 

Instruction 4205.01, “DoD Small Business Programs,” to aid, counsel, assist, and protect the interests 

of small business concerns. DLA OSBP provides small business advocacy and promotes small 

business utilization to strengthen the competency, capability, and commitment of DLA’s industrial 

base. During FY 21, DLA OSBP demonstrated unwavering commitment to maximizing the 

contributions of small business in DLA acquisitions, while meeting the needs of the Warfighter and 

ensuring each tax dollar is spent responsibly. DLA OSBP guidance propelled DLA to increase 

opportunities for small business, culminating in award of almost thirty-nine percent of eligible 

contract dollars to small businesses for the year.

The Procurement Technical Assistance Program (PTAP) was established by section 1241 of the DoD 

Authorization Act for FY 1985 (Public Law 98–525) in an effort to expand the number of businesses 

capable of participating in government contracts. The statute assigned administration of the program 

to DLA and authorizes cooperative agreements with states, local governments, nonprofit 

organizations and other eligible program participants to carry out the program. Under the PTAP, 

cooperative agreement recipients establish Procurement Technical Assistance Centers (PTACs) that 

assist businesses in pursuing and performing under contracts with DoD, other federal agencies, and 

state and local governments. DLA OSBP is responsible for implementation of the PTAP, pursuant to 

Chapter 142 of Title 10, United States Code. On Oct 1, 2021, there were ninety-six PTACs operating 

under DLA OSBP oversight.

2. Organization: 

DLA OSBP was authorized 13 FTEs for FY 21, comprised primarily of GS-1102 personnel. Mr. 

Dwight Deneal continued to lead the team as the Small Business Director.

Two of OSBP’s FTEs are stationed in Philadelphia to support the DLA Contracting Services Office. 

All other DB FTEs are stationed at DLA Headquarters in Ft Belvoir, where seven primarily support 

PTAP. This leaves four OSBP FTEs, including the OSBP Director and Deputy Director, who support 

and oversee operation of the DLA Small Business program at the headquarters level. 
194

Additionally, DLA’s six MSCs each have a staffed small business office, but those personnel report 

through their various chains of command and not through headquarters. DCSO and Strategic 

Materials OSBP report through DLA-DB because these activities are components of DLA 

Acquisition (J7), which is also part of DLA Headquarters and this structure maintains separation 

between contracting and small business functions. 

3. Key Personnel. 

a. Dwight D. Deneal, Director, OSBP (Dec 2019 – Present) 

b. Christopher Hall, Deputy Director, OSBP (May 2016 – Present) 

c. Sherry Savage, Program Manager, PTAP (Sep 2016 – Present) 

4. Total Personnel.

DLA OSBP was staffed with 13 full-time personnel at the end of FY 21, all civilians. 

5. Historical Narrative.

a. DLA Small Business Performance

Small business represents a critical component of DLA’s diverse industrial base, which 

reduces risk in our supply chain and is essential to our ability to provide resilient and secure 

industrial support to the Warfighter. DLA has about 11,000 suppliers and 80 percent of them are 

small businesses.

The Small Business Act established the 

23% government-wide small business goal, 

which sets a target for the proportion of eligible 

contract dollars that federal agencies should 

obligate to contracts with small businesses. 

From there, the Small Business Administration 

(SBA) sets separate goals for individual 

departments, such as the Department of 

Defense, as it attempts to position the 

government to meet the collective 23% goal --

for FY 21, the DoD goal was 21.95%. In a 

similar fashion to what SBA does, the 

Department sets separate goals for individual 

components, such as DLA, so that DoD-wide performance results in us meeting the overall goal. 

The Department, which establishes small business goals for components through its Office of 

Industrial Policy (OUSD(A&S)), challenged DLA by setting our FY 20/21 small business goal 

(32.36%) higher than it has been since 2012. 
195

Rising to the task, DLA exceeded its small business goal in FY 21, which was the ninth 

consecutive year, and promoted participation in our acquisitions by service-disabled veteranowned small businesses, small disadvantaged businesses, women-owned small businesses, and 

historically underutilized business zone small businesses. 

b. The Procurement Technical Assistance Program (PTAP)

Within DLA, OSBP is responsible for implementation of the PTAP and executes 

cooperative agreements with eligible program participants to establish the Procurement 

Technical Assistance Centers (PTACs) that assist businesses in pursuing and performing under 

contracts with DoD, other federal agencies, and state and local governments. PTACs provide 

day-to-day assistance to businesses in the form of services such as helping prepare 

bids/proposals, marketing to potential buyers, setting up or improving quality assurance and 

accounting systems, complying with cybersecurity requirements, and resolving payment 

problems.

Cooperative agreements, along with grants, are financial assistance instruments and are 

distinct from contracts in that the purpose of grants and cooperative agreements is to carry out a 

public purpose rather than to acquire property or services for the benefit or use of the 

government. PTAP is unique in DLA as it is the agency’s only grants or cooperative agreements 

program. Funding for the PTAP and for DLA’s administration of the program is provided by an 

annual Operations and Maintenance appropriation. For FY 21, Congress appropriated $48 
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million for the program, which was the most ever and was $3.5 million more than was 

appropriated for FY 20.

At the end of FY 21, there were 96 PTACs assisting business in 49 states, Washington, 

D.C., Puerto Rico, Guam, the U.S. Virgin Islands, the Commonwealth of the Northern Marianas, 

and in regions established by the Indian Affairs bureau of the U.S. Department of the Interior. 

For FY 21, DLA OSBP obligated $46.6 million for the PTAC’s use. As a cost sharing program, 

$20.8 million in non-federal funding was also committed by the states and other local entities. 

PTACs provided more than 183,000 hours of one-on-one counseling to 56,729 businesses and 

5,267 training and networking events. 

c. Strategic Initiative 3.3.5, Promote Small Business Participation in Acquisitions

DLA OSBP was responsible for the completion of tasks related to Strategic Initiative 

3.3.5 as outlined in the agency’s FY 20 Strategic Plan Implementation Guidance. This initiative 

established that, as an agency, we will avoid solicitations that involve bundling or consolidation 

of contract requirements, or if such a solicitation is appropriate, we will mitigate the impact on 

small business by structuring the procurement to increase participation by small businesses as 

prime contractors, or to facilitate small business participation as subcontractors and suppliers. 

(1) Defense Logistics Acquisition Directive (completed FY19) 

As part of the initiative and in collaboration with J7, Procurement Policy Letter 

(PROCLTR) 2019-14, SUBJECT: Additional Requirements for Acquisitions Involving 

Consolidation, Bundling, or Substantial Bundling (Defense Logistics Acquisition Directive 

(DLAD) 7.105 and 7.107), dated June 16, 2019, was published.

(2) Computer-based training module (completed in FY20)

Another outcome from the initiative was the development and rollout of the 

Contract Consolidation and Bundling course (ACQ-CCB) in the DLA Learning Management 

System. The training provides a wealth of actionable guidance to help mitigate the impact of 

contract consolidation or bundling when such a strategy is necessary and justified. This LMS 

training went live in Nov 2019.

(3) Defense Logistics Acquisition Directive – PROCLTR 21-13 (completed FY 

21)

A final part of the initiative and in collaboration with J7, PROCLTR 21-13, 

SUBJECT: Training Requirement for Acquisition Team Members When Acquisition Strategy 

Involves Substantial Bundling (Defense Logistics Acquisition Directive (DLAD) 7.107-4), dated 

Jul 7, 2021, was published.

Highlight of the change: When an acquisition strategy involves substantial 

bundling, requires that the acquisition strategy include documentation that each member of the 

acquisition team has, within the previous three-year period, completed the Contract 

Consolidation and Bundling course (ACQ-CCB).

d. DLA Strategic Plan 2021-2026 and Line of Effort (LOE) 4: Modernized Acquisition 

and Supply Chain Management
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DLA OSBP is involved in collaborating with J7 and supporting the completion of tasks 

related to Strategic LOE 4.0 as outlined in the Agency’s FY 21-26 Strategic Plan. This effort 

established an objective to expand industry engagement to foster innovation and maximize value 

for our customers by harnessing and analyzing business performance data to make informed, 

risk-based decisions and develop actionable solutions to improve customer outcomes for routine 

and contingency operations. As part of our implementation of LOE 4.0, Initiative 4.1.2 aims to 

“Build a tailored strategy for transactional suppliers to reduce supplier churn and increase 

resiliency of the DLA industrial base.” The initiative mobilizes an agency-wide effort to reverse 

downward trends in supplier participation with metrics focused on reducing supplier churn and 

improving competition. 

e. Agency-wide training on the Small Business Subcontracting Program 

DLA OSBP developed a training video to provide contracting professionals across the agency 

information regarding the Federal Acquisition Regulations (FAR), Defense Federal Acquisition 

Regulation Supplement (DFARS), and Defense Logistics Acquisition Directive (DLAD) policies 

related to subcontracting. The video developed and strengthened contracting professionals’ 

knowledge of the subcontracting program and was supported by the agency’s Senior 

Procurement Executive.
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Defense Logistics Agency

DLA General Counsel (DG) 

Fiscal Year 2021 Historical Report
199

1. Introduction

The Office of the DLA General Counsel is the exclusive provider of legal advice, counsel, and 

representation for the DLA enterprise. The Headquarters Office of the General Counsel (DG) 

advises the DLA Director, the Vice Director, J1, J3, J5, J7, J8, J9, DLA Installation Support, and 

the Director’s Staff on the full range of matters affecting the agency, while ensuring compliance 

with laws and regulations. As part of the Legal Enterprise, DG’s Major Subordinate Command 

(MSC) legal offices provide full service support to their commands and the total case numbers 

reported herein reflect their invaluable contributions.

The Legal Enterprise’s mission is to deliver professional, candid and independent legal advice 

and support to the agency. As the largest Office of General Counsel in the Fourth Estate, we are 

comprised of a broad range of subject matter experts. Our Legal Enterprise consists of six major 

legal practices areas; international and operational law, administrative and civil law, ethics and 

standards of conduct, procurement fraud and business integrity, labor and employment law and 

acquisition law. The practices areas are organized under four divisions at Headquarters: 

international and operational law; administrative and civil law, which includes the ethics and 

standards of conduct program and the procurement fraud and business integrity program; labor 

and employment law; and acquisition law. DG also oversees the delivery of legal support in all 

practice areas at the MSCs and activities. The timely and effective resolution of legal issues 

deriving from the legal practice areas contributes significantly to the agency’s achievement of its 

goals, lines of effort (LOEs), and priorities contained in its Strategic Plan. In 2018, DG published 

its Legal Strategic Plan in order to ensure that the Legal Enterprise’s efforts are aligned with and 

nested under the LOEs of the agency’s Strategic Plan. 

On Jul 16, 2021, Mr. Matthew F. Pausch left DLA for a new position with the U.S. Army as the 

Chief Counsel, U.S. Army Material Command Legal Center – Rock Island Arsenal, Illinois. Mr. 

Jon Lightner, the Deputy General Counsel, assumed the duties as Acting General Counsel and 

Mr. Mark Cremin assumed the duties as Acting Deputy General Counsel. In Jan 2021, Mr. Scott 

F. Romans assumed the duties of the Chief Counsel for DLA Energy after Ms. Kathleen Murphy 

retired in Nov 2020. 

2. Organization and Personnel

The following are the organization charts of the DLA OGC Legal Enterprise and the HQ DLA 

OGC organization:
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DEFENSE LOGISTICS AGENCY OGC HEADQUARTERS, FORT BELVOIR, VA

3. Historical Narrative

a. International & Operational Law Highlights 

The Legal Enterprise’s mission in this area is to support contingency operations by 

providing around the clock legal advice related to planned and unplanned DLA logistic support 

operations and activities worldwide. We proactively counsel the DLA Logistics Operations 
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Director (J3) and three DLA Regional Commands. To facilitate this support, DG has legal 

offices in Tampa, FL; Hawaii; and Germany that advise and assist Regional Commands that 

support six Geographic and Functional Combatant Commands. We are the agency experts in 

operational and international law, military justice and discipline, and serve as the primary legal 

advisors to the Inspector General, Public Affairs Office and the J5/Transformation Directorate. 

Our attorneys specialize in disaster-preparedness and overseas contingency law. We provide 

legal advice on such matters as local law, customs, international agreements and federal 

employee and contractor rights in areas where humanitarian military operations are taking place. 

Our Directorate and the DLA regional command legal offices provided client focused 

legal support to the regional commanders who provided innovative logistics solutions to the 

Geographic Combatant Commands’ operational needs. In FY 21, we assisted the agency in its 

support to the Afghanistan retrograde efforts, the COVID-19 pandemic response efforts 

involving many federal agency partners in the Whole of Government response, the Haiti 

humanitarian crisis and multiple FEMA responses to natural disasters, hurricanes and wildfires.

b. Administrative & Civil Law Highlights

The mission is to provide timely and effective advice in the areas of environmental and 

safety, installation law, fiscal, and general administrative law. Included in the administrative and 

civil law division are three agency programs: the standards of conduct and employee ethics 

program, procurement fraud and business integrity program, and the legislation program. 

(1) Standard of Conduct and Employee Ethics 

We implement the ethics program in accordance with Office of Government 

Ethics (OGE) and Standards of Conduct Office (SOCO) program directives. The DLA GC serves 

as the Designated Agency Ethics Official. Throughout the enterprise, DLA attorneys provide 

mandatory ethics training, identify and train those employees required to file financial disclosure 

statements, and collect and review financial disclosure statements for legal sufficiency and 

potential conflicts of interests, for over 5,500 employees in FY 21. We advise on employee 

disqualification statements, divestitures and post-employment restrictions. We report annually on 

ethics compliance to the OSD and the OGE. In FY 21, we adapted the annual ethics training to 

the workforce from live delivery sessions to a primarily telework environment while 

incorporating the leader led format through use of a Director video, remote video communication 

and extensive leadership engagement. 

(2) Procurement Fraud and Business Integrity

In our fraud remedies program, we examine indications of contract fraud or other 

improper conduct by contractors and offerors. DLA attorneys throughout the enterprise refer 

matters that merit investigation to the appropriate investigative body, and monitor and report on 

DLA-wide efforts to prevent, detect, deter and remedy procurement fraud and related 

irregularities. We coordinate administrative, civil and criminal remedies. We execute the 

suspension and debarment program on behalf of the agency—our attorneys prepare suspension 

and debarment recommendations for the Suspending and Debarring official (the GC) and may 

hold meetings, when requested, with those parties facing suspension or debarment. In FY 21, the 
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Suspending and Debarring Official issued 62 notices of proposed debarment and 74 debarments 

for a total of 136 ineligibility actions. We also entered into two administrative agreements (AA). 

AAs are used as an alternative to ineligibility actions and provide that certain verifiable actions 

are taken in a prescribed timeframe, such as implementation of enhanced internal corporate 

governance practices and procedures and/or use of independent third-party monitors.

(3) Legislative Program

We draft and advocate for legislative changes that will enhance DLA mission 

accomplishment and analyze the legal impact of proposed legislation. In FY 21, we provided 

comments on DoD and other federal agency proposals to DoD Office of Legislative Counsel and 

reviewed all Congressionally required reports. 

(4) Installation Law

In FY 21, our installation support attorneys at all DLA locations provided advice 

to assist with the agency’s Sexual Assault Prevention and Response Program. They also advised 

on all missions within the installations support directorate to include environmental, occupational 

health, safety, real property, security and emergency services and morale, welfare, and recreation 

(MWR) programs. Our attorneys in Hawaii provided legal and business advice to DoD and Navy 

stakeholders on the Red Hill fuel storage facility in Hawaii. In a lawsuit brought by the Sierra 

Club challenging DLA contracts for the incineration of firefighting foam that contains PFAS, a 

chemical that has been linked to adverse health effects; attorneys from Disposition Services and 

HQ DLA continue to support the Department of Justice attorneys in the ongoing defense. 

(5) Fiscal Law

Our fiscal law attorney participated in the various meetings on the agency cash 

position, provided audit support in the agency’s ongoing FIAR audit efforts, advised on potential 

Anti-Deficiency Act (ADA) matters, policies and investigations, and proactively identified 

common issues in legal sufficiency reviews for the G-invoicing implementation in training 

materials and assisted with drafting of a delegations of authority memorandum for agreements.

c. Labor & Employment Law Highlights

The mission of the labor & employment law division is to defend DLA before the Equal 

Employment Opportunity Commission (EEOC), the Merit Systems Protection Board (MSPB), 

the Federal Labor Relations Authority (FLRA), arbitrators and to assist Department of Justice 

attorneys representing DLA in federal court. In FY 21, DLA attorneys across the enterprise 

defended 127 EEOC cases, 46 MSBP cases, and handled 18 arbitrations and unfair labor practice 

actions. We advise management officials on labor and employment matters to include 

disciplinary actions, policy issues and Office of Special Counsel or Congressional inquiries. In 

FY 21, we continued to advise on a myriad of COVID-19 related issues on workplace 

flexibilities, COVID-19 agency testing programs, reconstitution plans, vaccination mandates, 

and compliance with the COVID-19 guidelines on mission essential travel. 
203

We run the agency’s Alternative Dispute resolution (ADR) program, which has 

approximately 80 DLA mediators, 23 of which are DG personnel. Our ADR program establishes 

procedures to resolve disputes at the earliest possible stage, thereby reducing the time, expense, 

delay, acrimony and other adverse consequences associated with adversarial dispute resolution 

processes. DLA uses ADR to address disputes that occur in the areas of EEO, workplace, labor, 

contracts and FOIAs. In FY 21, we continued our focus on promoting the benefits of ADR in 

various areas and handled 125 ADR matters throughout DLA

d. Acquisition Law Highlights

The mission of the acquisition law division is to support billions of dollars-worth of 

procurements for support of military services and federal agencies, including fuel, construction 

and equipment, medical equipment and consumables and pharmaceuticals, subsistence, uniforms 

and clothing, weapons system repair and replacement parts, distribution services, disposition 

services, and contract actions for internal DLA support. We analyze the mission impact of new 

acquisition statutes, regulations and policies and serve as the DLA legal member of the Defense 

Acquisition Regulation Council. DLA attorneys assist in the preparation and review of 

solicitation and contract documents in connection with major acquisitions and serve on source 

selection panels, and assist contracting officers with negotiations.

We support the Director, DLA Acquisition, J-7, and his staff in areas such as 

procurement policy, procurement actions, such as Justifications and Approvals requiring Senior 

Procurement Executive approval, procurement oversight and review, such as Red Teams, and 

assist with special interest reviews and inquiries, such as DoDIG audits and Congressional 

inquiries. We support the Director, J3 and the J3 staff in procurement-related areas such as F-35 

support, reform initiatives, COVID-19 Task Force and GSA/Whole of Government issues.

In FY 21, we advised on a wide variety of acquisition-related issues, such as reviewing 

and providing comments on the justifications for a significant number of bridge contracts needed 

to provide continuing support for critical Military Service requirements, an extremely urgent 

indemnification request needed for timely gaseous nitrogen support for critical space launches, 

and several Berry Amendment domestic nonavailability determinations waiving the restrictions 

of the Berry Amendment for protective clothing urgently needed for the national COVID-19 

response. We also advised on numerous acquisition policy issues, including revisions to the DLA 

Acquisition Directive, and numerous acquisition documents, including justifications and 

approvals to limit competition, award approval documents, and consolidation justifications.

We run the contract litigation program that defends the agency position in the following 

fora: Government Accountability Office (GAO) protests, Armed Services Board of Contract 

Appeals and support Department of Justice attorneys in federal courts cases, including the Court 

of Federal Claims. MSC legal offices serve as lead counsel in most cases, with active oversight

from HQ attorneys. In FY 21, cases involved more than $11.9 billion in dispute (which includes 

government claims). In FY 21, throughout the Agency, DLA attorneys handled 124 protests, 78 

ASBCA cases and 21 federal court cases, protecting and advancing the agency’s interests. 

Along with DLA Information Operations (J6), DLA OGC continues to develop the 

agency-wide Electronically Stored Information Disclosure & Discovery (ESIDD) program, 

which includes the discovery and disclosure of extensive volumes of ESI in eDiscovery, 

investigations, Freedom of Information Act and Congressional requests. 
204

Defense Logistics Agency

DLA Chaplain (DH) 

Fiscal Year 2021 Historical Report
205

Defense Logistics Agency

DLA Intelligence (DI) 

Fiscal Year 2021 Historical Report
206

1. Introduction

DLA Intelligence serves as the de facto J2 of the organization. DI provides enterprise-wide 

policy, program, and operational support for the following programs: Intelligence, 

Counterintelligence (CI), Special Security Office (SSO), Special Program Activities, Personnel 

Security (PERSEC), Information Security (INFOSEC), Operations Security (OPSEC), Industrial 

Security, Foreign Disclosure (FD), and the Insider Threat Program (InTP). DI presents tailored 

intelligence to ensure DLA decision-makers are aware of the sensitive international factors 

impacting current and potential support requirements, are informed of foreign intelligence entity 

collection operations targeting DLA equities worldwide, and have awareness of foreign threat 

activity occurring wherever the DLA footprint resides. DI ensures DLA personnel have received 

adequate training, security clearances, and security awareness to ensure unclassified and 

classified information is protected from compromise and are equipped to detect, deter, and 

mitigate potential risks posed by trusted insiders to DLA networks, personnel, facilities, and 

operations.

2. Organization 

3. Key Personnel

Key DI personnel include the Director, Stephanie Samergedes (Mar 2010-present); Deputy and 

Intelligence Division Chief, Adrain Clay (March 2010-present); Security Division Chief, Tim 

Sullivan (May 2015-present); and Special Programs Manager, Linda Uehling (Mar 2010-

present).

4. Total Personnel 

By the end of FY 21, DI had 40 positions supporting DLA enterprise worldwide, four

reimbursable PERSEC positions, one position Operationally Controlled (OPCON’d) from J6 to 

cover the CI Cyber duties, and six military reservists. 
207

5. Historical Narrative

a. Managing DI Personnel and Customer Expectations

While DLA was at maximum telework through much of the year, the DI classified 

mission continued to require many DI personnel to provide onsite services for the DLA 

leadership and programs. With minimum staffing across the enterprise and growing unfunded 

mandates, DI personnel adapted to provide seamless support to their customers both virtually and 

in-person.

DI was unable to take advantage of the DLA Rotation program this year due to the 

COVID-19 restrictions, but DI continued to leverage military reservists to assist in PERSEC, 

specifically fingerprinting and working on the new Continual Evaluation (CE) program. Since 

the rotation program will allow a full year participation in FY22, DI has asked for a rotation at 

Richmond and Columbus to support the Personnel Security program. These positions are 

developmental assignments that not only increase the participant’s technical knowledge and 

skills, but also broaden insight into the agency’s mission and functions, develop enterprise 

perspectives that improve the knowledge and capabilities of the DLA workforce, and develop 

skills that met agency needs. DI has had success with this program in the past.

DI proactively supported organizations outside of DLA for Personnel Security support by 

hiring dedicated PERSEC personnel to conduct personnel security services in accordance with 

the DoD and DLA regulations and instructions, specifically the DoDM 5200.2, Personnel 

Security program, and DLA Instruction 5200.02, Personnel Security program. Services included 

but were not limited to conducting pre-appointment security checks on civilian personnel 

selected to occupy a sensitive position; granted interim security clearances, processed serviced 

employees for entry into the Continuous Evaluation (CE) program, etc. By the end of FY 21, DI 

had four reimbursable personnel supporting more than 7,800 reimbursable customers from six 

organizations.

b. COVID-19 Pandemic Impacts

Due to max telework, CI Cyber has taken on a new sense of importance. With almost the 

entire enterprise working from home, our networks are more vulnerable. Bad actors and 

scammers are having a field day during this pandemic. Employees are anxious, distracted, 

working with new and unfamiliar technologies, and accessing sensitive data outside of secure 

working environments. To prove the point, in a span of just seven hours, a cybersecurity 

professional detected 2,500 infections from malicious emails playing on COVID-19 themes. 

Phishing emails that appear to come from legitimate sources like the World Health Organization 

offer links or attachments with information about the spread, face masks, a vaccine, anything that 

will tempt recipients into clicking and infecting their machines with spyware, ransomware, or 

otherwise. To counter this threat, DI submitted a Business Case Analysis for an additional CI 

Cyber FTE to help protect the agency from non-state actors and scammers. DLA leadership 

approved the BCA, effective Oct 2021.

A lesson learned from COVID-19 experiences was the need for access to classified 

systems while teleworking. DI’s Security Division supported the J6 initiative to deliver a remote 

SIPR capability (SecureView) to users. While providing guidance on requirements and potential 

issues, the DI security SME developed a residential closed storage checklist to ensure users 
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issued the system were properly vetted and met security requirements to ensure the protection of 

information.

c. Current Intelligence Support 

While the DLA Agency Synchronization Operations Center (ASOC) and most of the 

DLA organizations focused on DLA’s contributions to the COVID-19 response, DI continued to 

provide uninterrupted, tailored intelligence reports to address DLA’s equities overseas. The DI 

Intelligence team provided 125 briefings in support of the Global Update Briefs (GUBs), and 

another 125 daily written Intelligence Summary (INTSUM) to DLA senior leadership and the 

broader Joint Logistics Enterprise, and research on special requests.

DI’s Intelligence Division has established vital partnerships with key stakeholders and 

counterparts in the Intelligence Community (IC) that allowed DI intelligence specialists to 

leverage the capabilities needed to support DLA’s many missions. The Current Intelligence team 

maintained its near-daily communication with the various agencies in the IC, the DLA Political 

Advisor, and multiple organizations within the joint logistics enterprise to ensure it presented a 

coordinated intelligence picture to support DLA senior leader decisions. This was vital especially 

towards the end of the FY as the U.S. withdrew from Afghanistan. The Intel team supported the 

Afghanistan drawdown by providing at least 12 specialized briefings to the DLA enterprise for 

decision making purposes. These briefings focused on the Afghan threat to DLA personnel on 

the ground and the threat to DLA personnel located in and around locations being used as Lilly 

Pads around the world. DI also participated in a USTRANSCOM formed an Afghanistan 

Intelligence Community of Interest.

The Intel Division also supported the DLA Director’s meeting with NORTHCOM; DLA 

plans in support of USCENTCOM, USSOUTHCOM and USSOCOM; and the Ops Deps 

Pathway to Globally Integrated Exercise 2021 Contested Logistics. During each of these 

sessions, DI provided an intelligence picture for the Director. DI SMEs briefed current threat 

information and current concerns of the COCOMs based on intelligence reporting.

DI also assisted the new Deputy J3 in providing an updated unclassified threat 

assessment to the enterprise. In Jun, DI obtained permission from INDO-PACOM to move an 

unclassified Threat Assessment from the high side to NIPRnet. This allowed for wider 

dissemination of valuable information across the DLA enterprise.

Another DI initiative was providing unclassified briefs to the ASOC and those supporting 

the ASOC. DI provided unclassified threat information that could potentially impact DLA now 

or in the future. This was an opportunity to provide understanding of how to use intelligence and 

what was available in the enterprise.

DI maintained a strong Intelligence Oversight (IO) program this FY. The appointed IO 

officer ensured all DLA Intelligence personnel received annual training. DI did not report nor 

observe any questionable activities during the fiscal year. DI’s IO representative also verified 

that 100% of personnel assigned to DI received the requisite IO training IAW DoDM 5240.01.

DI continued to develop a library of available unclassified intelligence Travel Threat & 

Information products designed for DLA’s official and unofficial travelers. Even during the 

COVID-19 environment, DLA personnel continued to travel. The DI intelligence SME added 

new countries to the list, accessible to the DLA Antiterrorism Officers across the enterprise, and 

updated other travel sheets. The products provide important information such as unclassified 

terrorist/criminal/ medical threats, local customs, helpful language phrases, and links to relevant 
209

information from the Department of State; Center for Disease, Control, and Prevention; and the 

Foreign Clearance Guide. DI personnel also briefing this information to deploying personnel, to 

ensure they had what they needed to ensure their success. 

d. Counterintelligence (CI) Highlights 

The CI team managed all DLA CI functional services covering more than 28,000 

employees to include foreign travel prebriefs/debriefs, foreign visitor vetting, and publishing of 

first DLA CI Issuance. The CI team also liaised with Army CI, DTRA, AFOSI, NCIS, FBI and 

DIA community working groups in support of the Director's Supply Chain Security (SCS) 

priority, to leverage capabilities as part of ongoing DLA CI Incident Assessments (Inquiries), 

and to support counterpart CI investigations involving DLA equities. The CI team was also 

responsible for identifying a major foreign threat to the DLA enterprise at an OCONUS location, 

briefed local command, and contacted Army CI. As a result, the threat was assessed and resulted 

on new TASKORD impacting entire region. Furthermore, the CI team submitted a CI Business 

Case Analysis to leverage OSD resources in support of the Director's Supply Chain Security 

priority. The DLA Director highlighted the importance of the program by releasing a policy 

letter to all employees.

During the current FY, Supply Chain Security (SCS) encountered a complete turnover in 

personnel. DI CI specialists briefed the new crew on the DI SCS strategy, which included a focus 

on Vendor Threat Mitigation (VTM), and explained limitations on DI support due to lack of 

personnel. CI specialists are working with the Defense Intelligence Agency to assist VTM efforts 

and assess CI vulnerability to the supply chain vis-à-vis the foreign vendor base.

e. Insider Threat (InT) Highlights 

The InT program continued to be a crucial part of DI. Despite COVID19-related 

restrictions, the program maintained contact ad outreach to DLA’s MSC, RC, J codes and D 

codes.

The InT team successfully addressed a no-notice Staff Assistance Visit (SAV), answered 

all SAV RFIs and provided deliverables before the SAV deadline. The InT team also liaised with 

the InT community to include DoD Insider Threat Management and Analysis Center (DITMAC), 

National Insider Threat Task Force, Air Force InTP, Navy InTP, DTRA InTP, and DFAS InTP, 

as part of quarterly community meetings, ongoing DLA InTP inquiries, and in support of 

required coordination at DLA locations worldwide. The InT team was also responsible for 

addressing a DoD IG audit of DITMAC and provided deliverables for over 20 requests for 

information involving DLA's InTP policy, inquiries, and mitigation strategies. The InT team 

routinely briefed DI and senior leaders on program requirements. Despite personnel changes, the 

team maintained its Certified Counter-Insider Threat Professional-Fundamentals (CCITP-F) and 

Certified Counter-Insider Threat Professional-Analysis (CCTIP-A) certifications. The team also 

briefed the InTP Senior Designated Official (DLA Chief of Staff) on a bi-weekly basis. The 

DLA Director highlighted the InT program’s importance to the enterprise by issuing an agencywide InT Policy Letter to DLA employees.
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f. CI/Cyber Highlights

DI, in coordination with J6, continued to lead the way in CI Cyber operations with its 

OPCON’d CI Cyber Program Analyst. This analyst served as the agency SME providing CI 

Cyber support to internal and senior agency officials. He provided timely leads to other 

analytical groups within the IC within 24 hours of receipt. His specialized skillset filled a 

specific gap in between the world of threat intelligence and cyberspace awareness for DLA’s 

Computer Emergency Response Team (CERT) and DLA as an agency, providing valuable input 

on specific threat assessments such as Operation Gladiator Shield. 

DI’s CI Cyber Analyst assisted numerous internal and external organizations in fulfilling 

their missions in a heavy-threat cyber environment. He assisted the Office of the Inspector 

General (OIG) and law enforcement in acquiring specific evidence on behalf of DLA and helped 

mitigate a known fraud against DLA. He continued working with OIG and DLA Fraud Counsel 

to secure DLA networks from account/access abuse, which could jeopardize DLA’s long-term 

strategic goals and mission.

Within the DLA CERT, DLA’s cyber analyst identified future phishing campaigns for 

the DLA CERT, and had in some cases, sent users specific warnings to those being targeted. He 

helped DLA's Red Team (Cyber Threat Emulation Team) emulate accurate threat actor actions 

as would be expected in a real-world event, using intelligence and understanding of the threat 

landscape to help shape the emulation. He also helped prioritize CERT network defense and 

detection measures bringing knowledge of the current threat landscape in combination with new 

and emerging trends and threats to help identify and prioritize CERT incident handlers focus.

The DI analyst became a core member of the new Assured Logistics Cyber Center 

(ALCC). The ALCC expands and integrates cyber with the core logistics mission in order to stay 

ahead of threats to the supply chain.

g. Support to Sensitive Customers

DLA provided support to DoD and Whole of Government entities in furtherance of the 

requestor’s classified and sensitive missions. In FY 21, DI conducted deep dives into several 

programs, which included the requirements, agreements, implementation procedures, and 

payment processes. Results were presented to the Office of the Under Secretary of Defense for 

Intelligence (OUSDI), the Defense Intelligence Agency, and the associated customers. DI 

documented end-to-end processes and shared them with stakeholders and customers to ensure 

proper procedures and the tracking of reimbursements IAW the Economy Act, where all support 

provided by DLA must be paid/reimbursed. DI briefed the DLA Special Programs Council on all 

activities to ensure leadership was aware of all support/requirements. Overall, customers were 

happy with the support. Expanding requirements are expected next year and beyond. 

h. TS/SCI and JWICS Support Highlights

Now that DLA will have a new Joint Worldwide Intelligence Communications System 

(JWICS) service provider in the Defense Intelligence Agency (DIA), DI, J3, and J6 have 

partnered with the agency to ensure a smooth transition. Our focus has been on the number of 

accounts, SCIFs, and funding for FY 21-22 and beyond. DLA SSO also oversaw the completion 

of a new SCIF in Richmond and the beginning of construction of the new SCIF in Philadelphia. 
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Richmond’s accreditation has been delayed due to a faulty DLA J6 contract mechanism to 

install, test, and certify the access control and alarms for SCIFs. DI highlighted the requirements 

differ from those the J6 uses for collateral space, and J6 is attempting to figure out how to meet 

the requirements for SCIFs.

i. PERSEC Highlights

During a widespread pandemic, there has been a problem finding locations to conduct 

fingerprinting. DI has utilized its security personnel and reservists to perform fingerprinting 

services a few times a week and scanned fingerprint cards electronically from the MSCs. With 

the assistance of DLA J7, DI now has a contract to conduct fingerprinting in over 1500 locations 

across the U.S., Guam, and Puerto Rico. Not only will this alleviate the reoccurring outages to 

systems due to software updates but it will also protect the agency from an insider threats. A 

win-win.

DI PERSEC supported onboarding and hiring actions for civilians and contractors. DI 

PERSEC specialists worked with J1 on hiring actions requiring security clearance reviews or 

new investigations and with Contracting Officer Representatives (CORs) on contractors 

requiring background investigations for IT access only.

DI PERSEC was working with DHRS and J6 on an automated workflow for the Preappointment Security Check Process for civilian hires. This project was highlighted under a DLA 

Troop Support Internal Review and the out-brief, attended by other MSC leaders, showed this as 

the key to minimizing delays in filling positions. This project was delayed again by J6 wanting to 

review requirements and determine whether another approved application is available. This is the 

third attempt in six years to find an application.

The DI PERSEC team conducted several initiatives this FY. The Defense 

Counterintelligence and Security Agency (DCSA) is actively deploying a new system, National 

Background Investigation Services (NBIS), that will serve as the federal government’s one-stopshop IT system for end-to-end personnel vetting; from initiation and application to background 

investigation, adjudication, and continuous vetting. DI will need to build DLA’s hierarchal 

structure and business workflows, establish an agency deployment team, and ensure DI 

personnel are trained and prepared for the transition. DLA is scheduled to onboard with NBIS on 

Jul 8, 2022.

Another continued PERSEC initiative is Continuous Evaluation/Vetting (CE/V), which 

includes military, civilian, and contractors for both DLA and DI’s reimbursable community. The 

DoD will focus on the candidate population that has not been enrolled in CE/V previously and 

told the services and agencies to work those cases as the priority to ease the burden and get the 

Department close to meeting the mandate for Trusted Workforce (TW) 1.25, September 30, 

2021. Should DI not have someone enrolled by 30 Sep 2021, the CE working group is leaning 

towards continuing enrollment under the current conditions versus preventing the Services and 

agencies from deferring investigations. As of today, DLA has 6,004 that have not been enrolled, 

which will be the DI target audience. DI will focus on enrolling these personnel between now 

and Sep 30, 2022, to meet the goal for TW 1.50. DI was able to obtain reservist personnel 

through Sep 2022 to assist with the initiative.

DI published the 5200.02i, Personnel Security program with updates to include 

information from Security Executive Agent Directive (SEAD) 3, Reporting Requirements for 

Personnel in National Security Positions, and SEAD 8 Temporary Eligibility.
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DI, with assistance from J8, awarded a contract to conduct fingerprinting in over 1,500 

locations across the U.S., Guam, and Puerto Rico. This contract will provide DLA customers 

with a more robust, reliable capability to capture fingerprints for national security investigations. 

With many reoccurring outages to the systems at each DLA installation due to software updates 

pushed by J6, this will allow customers access to the location more convenient to them and 

minimize the impact of traveling during a pandemic only to find the machine will not transmit 

their prints. This also protects the agency from an insider threat perspective of allowing non 

vetted individuals into DLA spaces.

i. INFOSEC/OPSEC Highlights

The Security Division supported DLA virtually (minimal impact to MSC operations) 

with INFOSEC, Industrial Security, and OPSEC oversight and assistance. 

DI Security professionals authored OPSEC articles for new teleworkers to stress security 

during a telework environment. DLA INFOSEC partnered with the J6 to discuss the 

implementation of classified processing outside secure areas utilizing secure devices.

The INFOSEC/OPSEC security specialist supporting DLA Europe and Africa, Mr. 

Anthony Biafore, was recognized as the winner of the senior security specialist of the year award 

for FY 21. He was recognized for his outstanding work in implementing security programs for 

the command and his support of DLA CENTCOM Forward.

FY 21 presented multiple opportunities for DI to increase communication and heighten 

awareness for Operations Security (OPSEC). DI continued to respond to mandatory telework due 

to the COVID-19 health crisis by reminding personnel of the need to practice proper information 

security in a remote environment. DI passed information over a variety of media, utilizing the 

Director’s Blog, DLA Today, and emails to the staff and leadership. In the midst of the 

pandemic, the Secretary of Defense announced an OPSEC Campaign to combat a multitude of 

information leaks and a “culture of insufficient OPSEC practices and habits within the DoD.” 

Through a series of memoranda, OSD directed the entire community to conduct a training stand 

down, to ensure proper prioritization of OPSEC and unauthorized disclosure efforts, and to 

assess command OPSEC programs to determine if current protection measures were sufficient to 

protect sensitive government information. The DI Foreign Disclosure Officer also completed the 

required checks and information packages to on-board three new foreign exchange officers 

around the enterprise. 

A major DoD security initiative this past FY was release of an updated Controlled 

Unclassified Information (CUI) policy. This new policy will have major impact on how DLA 

protects sensitive unclassified information moving forward. The Security Division developed the 

DLA issuance for CUI and set forth training for the workforce. DLA was one of the first 

agencies to partner with the Center for Development of Security Excellence to begin delivering 

the DOD-mandated CUI training virtually. The Security Division began hosting enterprise-wide 

localized training sessions virtually to reach a wider audience and answer employees specific 

questions given the wide-ranging changes in CUI policy.

DI personnel at the operational locations conducted many live sessions via MS Teams 

and other collaboration tools to educate the work force. Overall, DI conducted no less than 100 

offerings and trained over 2,000 personnel on the new marking requirements in a collaboration 

environment. DI also developed a CUI Reference library and posted much of the training 

material and aids at this location for use by agency personnel.
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j. Foreign Disclosure Highlights

The DI served as Designated Disclosure Authority and appointed a new DLA Foreign 

Disclosure Officer (FDO) this past FY. DI oversaw the program for compliance with national 

policy under the counterintelligence (CI) and Foreign Disclosure missions of DLA 

Intelligence. The FDO served as the point of contact for all DLA-owned information release 

requests by foreign entities to ensure compliance with DoD policies on protecting and disclosing 

classified and controlled unclassified information to foreign nationals, while the CI conducted CI 

vetting of NON-U.S. PERSON foreign visitors to DLA facilities and provided appropriate CI 

support, as required, and briefed DLA Contact Officers before each foreign visit. With the 

retirement of the J3 Foreign Visit Coordinator, DI was also involved in providing her 

replacement a current update on the status of the program, from the DI perspective. 

k. Industrial Security Highlights

In Industrial Security, an update to the Federal Acquisition Regulation (FAR) mandated 

using the National Industrial Security Program (NISP) Contract Classification System (NCCS) 

for the automated processing of DD Forms 254 on all DoD contracts. This change will overhaul 

current industrial security processes within DLA. DI is working closely with the process lead, J7, 

on a seamless transition. Additional efforts include teaming with the J7 COR program to 

develop, implement, and codify training for contracting personnel in accordance with DoD 

Instruction 5220.22, Volume 2, “National Industrial Security Program (NISP).”

l. Intelligence Training Highlights

The Intelligence Division continued to focus routine awareness training on new MSC/RC 

commanders and supervisors for both the CI and InT programs. The CI and InT programs also 

ensured that 100% of all new DLA employees at the McNamara HQC received awareness 

training during bi-monthly onboarding briefings. The CI/InT programs also participated in 

combining security training into one LMS module. In the future, DI is looking into placing the 

Insider Threat Sentry App, an awareness mobile application that gives the DLA workforce 

streamlined access to awareness materials and facilitates, on all DLA-issued smart phones in an 

effort to keep training effective during the COVID-19 pandemic. 

The fiscal year ended with National Insider Threat Awareness Month. The DI Insider 

Threat Team developed articles supporting this year’s theme for the month of Sep 2021. With so 

many people in max telework, it was important to remind people of lessons learned and the 

insider threat indicators. Insider Threat Awareness Month focused on five areas: security 

awareness; reporting concerning behavior; the redesigned controlled unclassified information 

(CUI) policy; preventing inadvertent disclosures; and resiliency. 

m. Agency Management Reviews

The DI Security Division supported the relaunch of Agency Management Reviews. 

Participating virtually during reviews of DLA Energy and DLA Disposition, it focused on 

Information Security, OPSEC, Personnel Security and Security Training.
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6. Summary

FY 21 was a challenging year for DI. As a customer-focused professionals who were not able to 

meet face-to-face due to maximum telework and COVID-19 concerns, DI personnel nonetheless 

supported their customers in both the intelligence and security mission areas. A DI security 

specialist won the Senior Security Specialist of the Year award and many others won DI “Thanks 

for Being an MVP” awards due to customer acknowledgement of their support. DI did great 

things this year and looks forward to another great year!
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Defense Logistics Agency

DLA Legislative Affairs (DL) 

Fiscal Year 2021 Historical Report
216

1. Mission and Activities 

The mission of the Defense Logistics Agency’s Office of Legislation Affairs (DL) is to provide 

executive-level advice and assistance to the Director, Vice-Director, Executive Board, and Major 

Subordinate Commands (MSC) on all matters regarding Congress; the White House; and all 

national, state, and local political activities bearing on agency mission and operations. The vision 

of the office is to have continued proactive engagement with members of Congress, 

Congressional Committees, and their staffs to gain support for DLA’s mission, programs, and 

initiatives. 

DL also provides full spectrum support to DLA Headquarters and MSCs. Each legislative 

specialist is responsible for all congressional actions related to his or her portfolios. This includes 

congressional inquiries, Hill engagements (meetings/briefings), and hearing support. 

Congressional support is centralized within DL. The MSCs except Troop Support have no 

assigned legislative affairs specialists. However, there are designated legislative points of contact 

at each MSC who reside within either General Counsel offices or the Command group.

2. Staffing 

a. Assigned Personnel

DL is comprised of seven full time employees: no contract staff. There are two GS-13 

Legislative Affairs Specialists tasked with direct legislative activity and one GS-14 Senior 

Legislative Affairs Specialist who also provides direct legislative activity and is the lead for the 

legislative team. We have one GS-12 Management Analyst who provides information 

management and database support, one Administrative Assistant, the Director, and the Deputy 

Director. The Director and Deputy are tasked with direct support to the DLA Director, Vice, 

COS, PLFA Commanders, J-Code Directors, and D-Staff Directors. Legislative Affairs 
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Specialists support the Legislative Director and Deputy, the Director’s Staff Group (DSG), 

MSCs, J-Codes, and D-Staffs. 

b. Change of DL Director 

In 2020, DL saw the retirement of its long-time legislative director and welcomed his 

replacement. On May 31, 2020, Robert T. Wimple Jr., USAF, Colonel (ret.) retired from federal 

civil service after seventeen years as DLA Director of Legislative Affairs. In Feb 2003, then 

Colonel Robert Wimple completed his service in the Office of the Assistant Secretary of Defense 

for Legislative Affairs and was assigned to DLA as Director, Legislative Affairs. On Jun 1, 

2007, Colonel Wimple retired from the United States Air Force after thirty years and eight

months of active duty. Upon his military retirement, Mr. Wimple became the first civilian 

Director of Legislative Affairs. On March 31, 2020, Mr. Wimple retired from the Defense 

Logistics Agency after twelves years and three months of civilian service. 

On Sep 28, 2020, DLA welcomed the new Director of DLA Legislative Affairs, Marta 

McLellan Ross, who came to the agency from the U.S. Agency for Global Media (USAGM). On 

April 1, 2021, Ms. McLellan Ross departed DLA for a position with the National Public Radio 

(NPR).

On Apr 25, 2021, DLA welcomed the new Director of DLA Legislative Affairs, Mr. 

Roger Pena, who came from the OSD Chief Management Office (CMO). On July 2, 2021, Mr. 

Pena departed DLA for a senior position with the Army G4 in the area of international security 

cooperation. 

Dr. Cordell Francis served as the acting director during each vacancy period. DLA has 

solicited candidates for the position since Mr. Pena departed. No selection has been made as of 

Oct 6, 2021. 

c. Staff Changes 

On Jun 18, 2021, the staff’s legislative affairs specialist began terminal leave. This 

employee retired on Jun 31, 2021, after completing a successful 35 year career in federal service 

with more than a decade of service to DLA Legislative Affairs.

On June 27, 2021, the staff’s management analyst retired after completing a successful 36 

year career in federal service with more than a decade of service to DLA Legislative Affairs. 

Legislative Affairs began the new hire process before these two individuals departed but 

it took longer than expected to revalidate position descriptions. The jobs were announced on 

USAJobs and certifications were provided for review. Interviews for the GS-12 Management 

Analyst position were held on Sep 15-16, 2021. Interviews for the GS-13 Legislative Affairs 

Specialist position were conducted on Sep 22, 2021. Hires were obtained for both positions. As

of Oct 6, 2021, no date has been set for their onboardings. 

3. OSD Efficiencies Initiative 

On Jan 13, 2013, as a result of the OSD Efficiencies Initiative, the DL Deputy Director, Dr. 

Cordell Francis, is dual-assignment as the Special Assistant to the Assistant Secretary of Defense 

for Legislative Affairs. The agreement between OSD (LA) and DLA assigned the Deputy to 

OSD (LA) three out of five days per week. As of 2019, DLA and OSD terminated the 
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timesharing agreement, although there is still regular communication between the DLA 

Legislative Affairs and OASD Legislative Affairs. 

4. Reports to Congress 

DLA wrote Congressional Reporting Requirements for the Congressional Defense Oversight 

Committees. See table below. 

5. FY 21 Budget 

ITEM ACTUALS

Labor $1,078,000

Travel Combined with 

Directors Staff

Training $8,574

Supplies/Equipment $13,895

Contract $41,000

DL has a budget of approximately $1.1M. The majority of the budget is labor ($1M), followed 

by the only contract DL has – a submission to Congressional Quarterly for information and 

research services ($41K) – and supplies and equipment ($13K). The contract is shared with J8, 

J3, and J7. The next largest DL expense is supplies, and the remainder is absorbed by training. 

6. Congressional Engagements 

a. CY 2021 DL Engagements (Jan 1 through Oct 6, 2021) 

(1) 184 – Verbal

(2) 45 – Written

(3) 59 – Hill Engagements (Briefings / Meetings / Teleconferences / Reports / 

Notifications)

(4) 15 – Administrative

(5) 1,062 – Contract Announcements 

b. CY 2020 DL Engagements (Jan 1 through Dec 31, 2020) 

(1) 327 – Verbal

(2) 60 – Written

(3) 94 – Hill Engagements (Briefings / Meetings / Teleconferences / Reports / 

Notifications)

(4) 43 – Administrative 

(5) 1023– Contract Announcements 

7. Legislative Process 

a. FY 22 Proposals 
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DLA offered six legislative proposals (two resubmissions) for the FY 22 legislative call: 

one National Defense Stockpile (NDS) proposal, one Joint Logistics Information Service 

proposal, two DLA Distribution proposals. Two proposals were resubmissions of FY 21

legislative proposals. Together, the proposals would:

1. authorize acquisitions for the NDS and acquisitions and disposal for NDS (two 

proposals);

2. authorize DoD to exclude advance billings for national emergency or 

contingency operations;

3. extend the authority for the United States to provide reciprocal cataloging 

services and data to certain non-North Atlantic Treaty Organization (NATO) members of the 

NATO Allied Committee 135 (AC/135) (14 Countries);

4. would establish a statutory requirement embodying current DoD policy 

requiring the use of DLA-operated storage and distribution facilities where collocated with 

organic depot maintenance locations;

5. would update and make permanent the pilot program for Distribution Support 

and Services for Weapon Systems Contractors authorized by Section 883 of the National 

Defense Authorization Act for Fiscal Year 2017.

b. FY22 National Defense Authorization Act (NDAA)

The House Armed Services Committee (HASC) subcommittee markups were completed 

on Jul 29, 2021, and the measure was sent to the full committee on Sep 2, 2021. The HASC 

subcommittee marks include language on bulk fuel management, contested logistics, the 

Working Capital Fund (WCF), F-35 Organic Maintenance Capability, PFAS, burn pits, domestic 

production of Active Pharmaceutical Ingredients (API), Individual First Aid Kits (IFAK), and 

the Procurement Technical Assistance Centers (PTAC), among other things. The House passed 

(316-113) its version of the NDAA (H.R. 4350) on Sep 23, 2021. The legislation would 

authorize $768 billion for national defense programs, including $740 billion for the Pentagon 

base budget — an increase of $25 billion from the President’s budget request. DLA submitted 

one budgetary appeal on MGUE ASIC (J3) and two language appeals for a provision on 

synthetic graphite (J7 Strategic Materials) and the disparity in cost of uniforms by gender (Troop 

Support); both provisions were the result of House floor amendments to the underlying bill. DLA 

also submitted an input on the provision regarding global bulk fuel management for the 

Statement of Administration Policy (SAP) which was included in the Department’s final draft 

which was delivered to Congress on Sep 21, 2021. 

The Senate Armed Services Committee (SASC) completed its subcommittee mark on Jul

19, 2021 and full committee approval on Jul 21, 2021. The Senate filed its bill (S. 2792) and 

report on Sep 22, 2021. The bill would authorize a topline of $768 billion for our military and 

national security programs at the Department of Defense and Department of Energy. The bill 

includes several items of direct DLA impact or interest such as a review of the defense industrial 

base regarding resiliency in critical materials, a briefing on the transition of the Strategic

Materials Stockpile to an appropriated process, DLA support to TRICARE for pharmaceuticals, 

various PFAS provisions, and a provision to maintain vaccine supplies in DLA’s stockpile. DLA 
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did not have any inputs for the SAP or appeals. The Senate is expected to debate and vote on the 

measure sometime in Oct 2021. 

The House and Senate will proceed to conference committee after each chamber debates 

and approves their respective version of the FY 22 NDAA. In conference committee House and 

Senate members will reconcile the differences between the two bills. Once complete, the 

conference bill and report will be sent to each chamber for final consideration and vote. 

c. FY 21 Defense Appropriations Bill 

The House Appropriations Committee advanced its fiscal 2022 Defense Appropriations 

bill, H.R. 4432, on Jul 13, 2021. The vote to report the $705.9 billion draft bill was 33-23, a 

party-line breakdown that reflected GOP concerns that spending — a $10 billion increase, or 1.4 

percent above the current level — is insufficient given global threats. No date has been identified 

for House consideration of the committee bill. Separately, the Senate Appropriations Committee 

has not begun markup of the Defense Appropriations Bill as of the Oct 4, 2021. The House and 

Senate need to complete consideration of their bills in committee and before the full body before 

going to conference committee to reconcile the differences between the two bills. 

Separately, a continuing resolution (C.R.) (H.R. 5305) was passed by the Senate (65-35) 

and the House (254-175) on Sep 30, 2021. This temporary spending bill funds the government 

until Dec 3, 2021. 

8. Congressional Reporting Requirements

9. Congressional Issues of Interest

a. DLA Troop Support 

Reliance on Foreign Sources in the Medical Supply Chain - Several members of 

Congress have expressed concern regarding medical Personal Protective Equipment (PPE), 

Subject Requestor Date 

Received

Original Due 

Date

Extended Due 

Date Comments/Status

*****Congressional Reporting Requirements 

(CRRs)/Congressional Notifications ***** ******* ******* ******* ******* ***************************

CRR - Report - H.R. 133, Page 2134 (Consolidated 

Appropriations Act {includes DoD and MILCON} in support 

of FY21 NDAA, Sec 1053 

HAC/HASC/SASC 24-Feb-21 26-Apr-21 CLOSED. - 9/20/21 - OASD LA transmitted report to committees. 

CRR - Report - FY21 NDAA Conference Report H. Rept. 

116-617 to accompany H.R. 6395, Sec. 870 Compliance 

of Offices of Small Business and Disadvantaged Business 

Utilization 

HASC/SASC 1-Jan-21 30-Apr-21 3/01/21 - OSD OSBP is the lead and has requested DLA responses to GAO questions by March 15, 2021. DB 

will work with DLA CoS on determining the appropriate Agency responses.

CRR - Report - FY21 NDAA Conference Rpt 116-617 to 

accompany H.R. 6395, Sec. 339 Assessment of DoD 

Excess Property Programs With Respect to Need and 

Wildfire Risk

HASC/SASC/House 

Committee on 

Agriculture/Senate 

Committee on 

Agriculture, Forestry & 

12-Feb-21 1-Jun-21 9/24/2021 - In DLA for senior leader approval for submission to OUSD (A&S) through OASD(S). 

CRR -- Sec. 361. Pilot Program for Temporary Issuance of 

Maternity-Related Uniform Items HASC/SASC/HAC/SAC 1-Jan-21 30-Sep-25 2/11/21 - DLA Troop Support will provide report in 2025. 

CRR - Report - FY21 NDAA Conference Report H. Rept. 

116-617 to accompany H.R. 6395, Sec. 861 Initiatives to 

Support Small Businesses in the National Technology and 

Industrial Base

HASC/SASC 1-Jan-21 2/04/21 - Awaiting official OSD suspense, but OSD will likely be the lead. There are requirements and/or 

deliverables for 2021, 2022 and 2023. DLA will provide input and coordination as needed. 

CRR - Report - FY21 NDAA Conference Report H. Rept. 

116-617 to accompany H.R. 6395, Sec. 323. Assessment 

of Department of Defense Operational Energy Usage 

HASC/SASC 1-Jan-21 1/21/21 - OSD has the lead. DLA will provide input and coordination as needed. Report expected to be due to 

HASC/SASC NLT March 2, 2021. 
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pharmaceuticals, and medical equipment utilized by the military services, specifically potential 

national security risks posed by reliance on Chinese-sourced Active Pharmaceutical Ingredients 

(APIs). DLA received numerous inquiries on this topic and conducted several congressional 

engagements in coordination with OSD and Joint Staff. 

b. DLA Disposition Services

(1) Law Enforcement Support Office (LESO)

Recent protests regarding law enforcement’s use of force has resulted in increased 

emphasis on the past and current use of the program to provide excess military equipment to law 

enforcement agencies. The House and Senate are considering law enforcement bills, which may 

include provisions that impact the program. 

(2) Incineration of Aqueous Film-Forming Foam (AFFF) containing 

Polyfluoroalkyl Substances (PFAS)

In Feb 2020, Senators Chuck Schumer and Kristen Gillibrand wrote a letter to 

SECDEF expressing concerns regarding PFAS and the need for DoD disposal actions to 

minimize environmental impact and allow for review of proposed actions. In May 2020, Senator 

Schumer wrote the SECNAV and DLA expressing concerns regarding the acceptance and 

incineration by the DLA subcontractor, Tradebe, of AFFF at the Norlite facility in Cohoes, NY 

and requested delay in the contract performance. Disposition Services subsequently removed the 

Norlite facility from Qualified Facilities List and halted incineration of AFFF to the 

aforementioned location.

c. DLA Energy

(1) INDOPACOM Fuel Study

In May 2021, DLA Energy briefed HASC Professional Staff Members (PSMs) on 

the IDA INDOPACOM fuel study, and DLA Energy’s role in sourcing unified combatant 

command (CCMD) fuel requirements during major conflicts and contested environments. PSMs 

expressed their desire to better understand roles and responsibilities between CCMDs, the 

services, and DLA in intra-theater movement of fuel, especially, during the last tactical mile, and 

intra-theater connectors relative to fuel distribution. DLA Energy discussed DLA’s views on the 

fuel study, and DLA’s role in bulk fuel management in the INDOPACOM theater, including 

coordinating operational plans and fulfilling requirements. DLA Energy also explained its 

relationships with CCMDs and the military services in this space. 

(2) Red Hill

The overall bulk fuel strategy and the tank upgrade alternative decision has been 

an ongoing issue for years. Navy is the lead organization.

(3) Reimbursement payments for inflight refueling sales
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This has been a high-visibility issue involving DLA, OSD and Air Force. DLA 

Energy has responded to data calls regarding inflight refueling sales and reimbursements for 

countries including UAE.

(4) Port Mahon (Dredging)

DLA Energy provides fuel to the Air Force through Port Mahon in Delaware. The 

waterway could become unnavigable to fuel deliveries if there is additional build-up of silt. Staff 

from Senator Chris Coons’s office have spoken to DLA, U.S. Army Corps of Engineers, and the 

state of Delaware about the matter. However, DLA is not responsible for dredging the waterway 

and the state of Delaware has expressed to the staffers they are also not responsible. We are at an 

impasse. 

(5) Federal Helium Reserve

DLA Energy responded to congressional inquiries about the sale of the Federal 

Helium Reserve and the impact to the defense industrial base. DLA Energy is concerned the sale 

will adversely impact our ability to support demand and requirements.

d. DLA Aviation

(1) Ehren Haus litigation

DLA is engaged in litigation with Ehren Haus, a DLA Aviation parts supplier. 

DLA Aviation denied Ehren Haus’s claim for payment of unauthorized engineering services.

(2) TransDigm

There is Congressional interest in reverse engineering in the wake of 

TransDigm’s overpricing of spare parts to DLA. 

e. DLA Small Business Programs, DB

Transition of responsibilities for the Procurement Technical Assistance Program from 

Director, DLA to the Under Secretary of Defense for Acquisition and Sustainment (effective Oct

1, 2021) – There is a congressional reporting requirement (FY20 NDAA, Sec. 852 (b) report and 

briefing) due Nov 1, 2020. OSD Office of Small Business Programs is the lead office and DLA 

will provide support as needed. OSD OSBP provided an interim response.

f. DLA Acquisition, J7

Impact of removal of accelerated payment to businesses – DLA has responded to a 

number of Congressional inquiries concerning DLA’s change from a 15-day payment schedule 

to net 30 days. To more effectively manage the health of the DWCF, DLA hanged its payment 

terms to the stated contract term (i.e., net 30 days). The next round of requests for stimulus 

funding includes funding for DLA to return to 15-days payment. 
223

g. DLA Logistics Operations, J3

Contested Logistics – The HASC and SASC are focused on preparing for future conflicts, 

including contested logistics scenarios. In 2020, the HASC held multiple briefings on the matter 

with the military services, CCMDs, and DLA. DLA responded to inquiries from the HASC. 

Members of the HASC Readiness Subcommittee expressed concerns about the sustainability of 

operations in a Pacific conflict. 
224

Defense Logistics Agency

DLA Installation Management (DM) 

Fiscal Year 2021 Historical Report
225

1. Introduction 

The DM historical record outlines the actions DM took over the course of FY 2021 to improve 

and sustain the effectiveness and efficiency of services provided to our customers, civilian and 

military, internal and external to DLA. It also provides they key operating goals, initiatives, 

metrics, and tools used to monitor our performance.

DM provides worldwide policy, program, and operational support in the areas of:

a. Facilities and Equipment

b. Environmental Management

c. Security and Emergency Services

d. Family and Morale, Welfare, and Recreation (FMWR)

2. Organization

a. Mission: DLA Installation Management provides security, emergency services, 

environmental, facilities and equipment management, and FMWR support policy to DLA 

organizations.

b. Vision: Enable the DLA workforce to support the Warfighter.

c. Values: Our values are DLA’s foundation. They provide our guiding principles as we 

accomplish our mission, pursue our vision, and strive to do what is right for the Armed Forces 

and DoD: Leadership, Professionalism, and Technical Knowledge through Dedication to Duty, 

Integrity, Ethics, Honor, Courage, and Loyalty.

3. Key Personnel
226

Over the last year, two employees were hired to fill the following key leadership positions:

a. John Hamilton became our Site Director at DM Indo-Pacific

b. Jason Buys became our Staff Director for Process Management

4. Total Personnel

Office

Authorized 

Civilians

On-Board 

Civilians

DM Director’s Office 10 9

Staff

Process Management (DM-A) 13 11

Environmental Management (DM-E) 11 10

Facilities and Equipment (DM-I) 36 33

Family and Morale, Welfare and Recreation (DM-Q) 0 0

Safety and Emergency Services (DM-S) 14 11

Sites

Battle Creek (DM-FB) 48 44

Columbus (DM-FC) 260 224

Distribution (DM-FD) 45 42

Fort Belvoir (DM-FF) 140 122

Europe and Africa (DM-FG) 13 24

Pacific (DM-FH) 20 35

San Joaquin (DM-FJ) 171 126

Philadelphia (DM-FP) 45 40

Richmond (DM-FR) 232 197

Susquehanna (DM-FS) 329 282

Total: 1,387 1,210

DM-Q has zero authorized Full-Time Equivalents (FTEs), but maintains a Non-Appropriated 

Fund (NAF) staff of 17. The DM enterprise has a total of 568 NAF employees.

5. Historical Narrative

a. Operating Plan Initiatives

(1) DM Initiative 1.3.1: Optimize DLA Military Construction (MILCON) 

program through prioritization and management of projects

Facilities & Equipment has optimized FY 21 MILCON project selection, as 

evidenced by 100 percent program approvals from OSD and Congressional subcommittees, 

placing the entire project list in the National Defense Authorization and Military Construction 

Appropriations Acts.
227

(2) DM Initiative 1.3.5: Reduce Cyber Risk to Installation / Facility Control 

Systems: 

(a) Electronic Security System (ESS) at Hill AFB, UT, Maintenance 

Contract Option Year 1 - includes OT cyber security patching and updates. ESS at Philadelphia, 

PA Maintenance Contract - includes OT cyber security patching and updates.

(b) ESS at Norfolk, VA Upgrade operating system and Lenel version.

(c) DLA Distribution, Automated Materiel Handling Equipment Upgrade 

Factory Talk View from ver 9 to ver 12.

(d) Columbus, OH HVAC mechanical maintenance contract- includes OT 

cyber security patching and updates.

(e) Camp Carroll, Korea, OT Cyber security review of new Consolidated 

Warehouse (FY17 MILCON)

(f) New Cumberland, PA Utility Management Controls System contract to 

include OT cyber security patch and updates.

(3) DM Initiative 2.1.1: Support the DLA mission by configuring 

installation/facility assets to meet MSC/Region requirements:

DM-I is standing up Space Management within DLA. At present DM-IP is 

working to create DLA policy for space management that will include guidance and procedures 

for space allocation and prescribe procedures to request, allocate and assign internal space at 

DLA Host Sites. Guidance will include how tenants request space on host installations and 

process for returning excess space. Additionally, in DLA DM-I awarded a new contract to 

expand upon the existing DLA Geospatial Gateway to assist in space utilization needs for 

Installation Management at multiple DLA sites.

(4) DM Initiative 5.1.1: Optimize DLA's vehicle fleet to comply with fleet 

requirements:

We continue to assess the DLA Fleet Management Program to identify 

opportunities for optimization. We will be requesting contract support to accomplish a Vehicle 

Allocation Methodology (VAM) survey in FY 22 (funding requirement was identified in the FY

22 requirements plan). DM-IS is in the process of modifying our previous reviews of agency 

fleet data to support the new directives on moving towards electrification. We are preparing for 

the FY 22 GSA Leased Vehicle Replacement Cycle, which will be our first opportunity to 

acquire vehicles complying with E.O. 14008. We have also been working with Disposition 

Services to eliminate vehicles associated with their site closures. We have been able to make 

some progress with this, but not as much as we had hoped for. We have also taken actions to 

complete the streamlining of the GSA Leased Vehicle payments at our Europe locations.

(5) DM Initiative 5.1.2: Implement energy initiatives to reduce the cost of 

operating installations: 

DM at Columbus:
228

(a) Installed non-condensing boilers in Buildings 10 and 11.

(b) Replaced Building 20 LED drivers. 

DM at San Joaquin:

(a) Installed 200 KW solar PV project on Building 100. Estimated annual 

savings of 240,000 KWH.

(b) Installed 680 KW solar panels on Building 59. Estimated annual 

savings of 816,000 KWH.

(c) Lighting retrofit for Buildings 19, 22, and 29 with estimated annual 

savings of 95,000 KWH.

(d) Two 2-MW generators to provide depot-wide black start capability is 

in planning and funding stage. Objective is to reduce revenue lost due to power outages.

DM at Richmond:

(a) Demolished Building 33, a 1942 warehouse converted into office 

space. 

(b) Converted boilers in Buildings 31 and 32 from heating oil to natural 

gas, estimated to reduce heating costs by 2/3.

DM at Susquehanna:

(a) Eastern Distribution Center microturbine project is nearing completion.

(b) Replaced HVACs in Buildings 210, 211, 509 at Mechanicsburg.

(c) Mechanicsburg firm natural gas delivery contract awarded. Estimated 

to reduce heating costs by about 2/3, not accounting for energy cost inflation this year.

DM for Distribution:

(a) DDPW FY 20 ERCIP project will run new natural gas lines to DDPW 

facilities and convert six warehouses from steam to natural gas heating. The project is estimated 

to cost $5.4 million and save DLA $13.9 million over a 20-year life span, with a savings-toinvestment ratio of 2.56 and discounted payback of 7.8 years.

(b) Conducted a field investigation and scoping site visit in May 2021. 

Construction is expected to commence in FY23.

(d) DDCN Energy enterprise content management (ECM) - Awarded FY 

21 at a total of $800,000. The project includes seven facilities and ECMs such as interior lighting 

& controls, exterior lighting & controls, programmable thermostats, and ventilation 

improvements, with most work in Buildings 147, 148, 150, and 159. The project will save 5,309 

MMBtu, or $85,864 per year.

b. Culture / Climate Results

The DLA Installation Management (DM) Culture Climate survey results for 2020 reflect 

DM’s strong organizational culture. DM is in the 3rd quartile for 11 of 12 Denison indices. From 
229

2018 to 2020, DM improved for 11 of the 12 indices with significant improvement in five

indices. DM continued to perform well in areas aligned with the DM mission such as Customer 

Focus (80/100), Empowerment (76/100), and Team Orientation (73/100). By conducting focus 

groups, Town Halls, and site-specific meetings, DM identified issues and developed action plans 

to address them. Top-down action planning matched equally-important feedback from staff, 

allowing DM to balance future needs in the focus areas. These five DM focus areas were also 

aligned with the DLA enterprise focus areas and the DLA Director’s initiatives. Going forward, 

DM will concentrate on maintaining its current posture for all indices, improving focus areas, 

and meeting DM goals for Culture Climate.

c. Defense Wide Review: Alt-104 / DM Optimization

The DLA Installation Management Director ordered DM sites and staff leaders to review 

their organizations in preparation for DM Optimization Offsite. As a result, DM conducted a top 

notch and extremely well organized offsite resulting in DM Staff and Sites identifying potential 

contract and FTE reductions to meet the goals of several DLA Strategic Initiatives, to include: 

Alt. #104 and FY 21 DV led Night Court contract savings review. 

We oversaw DLA’s joint IPT which, in conjunction with Army Materiel Command and 

IMCOM teams, recommended DLA retain four sites and implement approximately $48 million

in DM savings/reductions.

We ensured DM stayed within its personnel authorizations numbers and reduced DM's 

FTEs by transferring 10 FTEs to the CoS portfolio to assist in remedying overages in other areas. 

As requested by the J7, both DM Richmond and DM San Joaquin conducted extensive 

contract reviews and successfully identified contract savings totally $9.8 million to meet required 

savings objectives for contracts over the $10 million threshold.

d. COVID-19 Response

DLA Installation Management has played a critical role in the agency’s response to 

COVID-19. DM ensured workplaces were clean and safe. The Installation Management team in

Columbus led the way in developing a Reconstitution Playbook. This Playbook was replicated at 

other DLA sites and formed the basis of the Installation Management Reconstitution Support 

Framework Plans. DM followed the Center for Disease Control and Prevention’s COVID-19 

environmental cleaning/disinfecting recommendations to ensure proper levels of sanitation by 

increasing the cleaning of high traffic areas and conducting thorough cleanings of areas utilized 

by employees with confirmed cases of COVID-19. Janitorial contracts were modified at DM 

sites adding considerable expense due to the increased requirements. DM was also provided 

initial cleaning supplies to each agency organization so they could support themselves.

Developed the logistics annex to the Workforce Reconstitution plan that contained a 

listing of critical personal protective equipment and hygiene supplies to include procedures for 

ordering through DLA sources of supply. In addition, created a tracking mechanism for each 

site’s supplies in order to baseline future contingencies.

Continued supporting the agency's COVID-19 response by leveraging DM Site and Staff 

Directors and by working with the MSCs, J&D codes, and Safety & Occupational Health Office 

and the ASOC. Routinely participated in and provided COVID-19 briefings to the DLA Director 

regarding status of PPE, hygiene supplies, building occupancy statistics, Force Protection and 
230

Health Protection Conditions levels, and MWR Program Status. DM sites developed 

Reconstitution Playbooks/SOPs that codified procedures, promoted safe and secure work 

environments, and helped MSCs/Regional Commands develop reconstitution plans. DM sites 

collaborated with J3 to acquire and distribute hygiene supplies, over 33,400 masks, and other 

critical personal protective equipment (PPE) to 37 DLA activities at 69 locations around the 

world. DM Sites ensured they had proper cleaning contracts in place to safeguard and protect a 

workforce that, to date, has suffered over 2,500 reported COVID-19 exposures.

We improved senior leadership awareness, decision making ability, and workforce 

situational awareness by providing DM-S staff members to participate in the numerous COVID19 functional teams and working groups, including the COVID-19 Coordination Team and the 

Global Update Briefings. We reported weekly DBID scan counts at the ASOC daily COVID-19 

BUB Senior Leader Synch. Fire and Emergency Services (F&ES) operations and fire prevention 

programs remained at full activity during pandemic. DLA installation facilities continued to 

receive robust prevention inspections and ensured no significant fire losses at DLA installations. 

The DM police departments continue to play a key role in the agency’s COVID-19 response by 

implementing no touch DBIDS scanning at gates and scanning CACs through car windows. 

Under certain circumstances, temperatures are taken before individuals enter the base.

e. Operational Technology

This past year the cyber-attacks on the Colonial Pipeline and JBS meat packing 

operations have highlighted the need to be vigilant within DLA for a cybersecure Operational 

Technology (OT) environment for our facility related control systems (FRCS), automated 

material handling equipment, and equipment installations. Installation Management continues to 

work with our Information Technology (J6) partners in the area of OT for our FRCS and 

Automated Material Handling Equipment. Through collaboration with J6 the Directive Type 

Memorandum (DTM) 20-002 “System Life Cycle Management of Facility Related Control 

Systems” was extended to allow for further review and development of the DALI. The DLAI 

will add an environmental pillar to the established pillars for Security, Fire Protection, 

Petroleum, Oil & Lubricants, Building Control Systems, Utility Control Systems, Material 

Handling and Other. The DLAI will also clarify processes, define stakeholder responsibilities, 

provide a foundation to develop formal policies, and encourage more involvement from MSCs. 

The OT Executive Board meets monthly and is co-chaired by the Chief of Staff and Chief 

Information Officer. Monthly OT issues are discussed. Continuous engagement with J6 is 

required as we move into a more cyber secure environment to mitigate any gaps. The ongoing 

development of the OT Risk Matrix in coordination with the CRO will ultimately emphasize 

cyber, mission and critical infrastructure, and vulnerability identification. DM will continue to 

work with partners to provide the best possible OT solutions for FRCS in 2022.

f. Per-and Polyflouroalkyl Substances (PFAS)

PFAS are a class of man-made chemical compounds found in many industrial and 

consumer products, including nonstick cookware and microwave popcorn bags. In DoD 

applications, the chemicals have been found in aqueous firefighting foam (AFFF) used to 

extinguish fuel fires. Although successful in protecting against loss of life and property, it is now 

known that releasing PFAS can contaminate private wells and public water systems.
231

In response, the Secretary of Defense created a PFAS Task Force to manage growing 

concerns over releases of these substances and the effects on military installations and their 

families. The Task Force provides an aggressive, holistic approach to find and fund an effective 

substitute for firefighting foam without PFAS, develop and implement cleanup standards, make 

lasting policy change, and coordinate across federal agencies.

To support the PFAS Task Force, DLA coordinated with the Deputy Assistant Secretary 

of Defense (Environment) and the services through numerous OSD level committees, including 

committees for the Resource Conservation and Recovery Act (RCRA), Cleanup (Defense 

Environmental Restoration program), Safe Drinking Water Act, and Clean Water Act. These 

committees drafted numerous PFAS policies to address Task Force priorities and the 

requirements of the FY 20 and FY 21 National Defense Authorization Acts (NDAAs).

In FY 21, DLA, as chair of the RCRA Steering Committee, continued to guide and 

support its customers in the proper disposal of PFAS waste. Under DLA’s chairmanship, the 

RCRA Steering Committee drafted DoD’s PFAS Disposal Policy for the PFAS Task Force and 

interagency review, which will continue to evolve in response to EPA guidance and emerging 

legislation. DLA notified agricultural operations proximate to DLA sites impacted by PFAS in 

accordance with Section 335 of the FY 21 NDAA, and continued to provide ongoing support to 

DoD Inspector General and Government Accountability Office (GAO) audits.

DLA anticipates continued broad engagement in support of the PFAS Task Force’s 

efforts to prioritize the U.S. Government’s actions in identifying appropriate disposal options for 

PFAS wastes, and appropriately addressing drinking water issues caused by DoD activities.

g. More Accomplishments:

(1) Major installation (DLA San Joaquin) earned the Occupational Health and 

Safety Administration Safety Management System Achievement Award with heavy involvement 

by the DLA Installation Management staff.

(2) Defense Supply Center, Richmond won the 2021 Commander in Chief’s 

Installation Excellence Award.

(3) Process Management (DM-A)

(a) All prepared by client (PBC) requests processed within the prescribed 

OUSD and DLA time frames, along with receipt and processing of all 31 Notification of Failure 

Reports from the auditor and associated Corrective Action Plans.

(b) As result of DM's efforts and collaboration with its J8 counterparts as 

well across the various DM stakeholders, E&Y downgraded our Working Capital Fund PP&E 

from a material weakness to a significant deficiency. This effort was noted by the DLA Director 

who stated, "Your dedication, discipline, and attention to detail were instrumental in our success 

and reflect positively on each of you and the entire DLA Team.”

(4) Environmental Management (DM-E)

Climate Change Executive Orders: In 2021, DM worked with J3 and DLA Energy 

to position DLA to respond to DoD and Administration requirements for Climate Change. Four 

current and pending Executive Orders (EO) have DLA equities, including EO 14008 of Jan 27, 

2021, “Tackling the Climate Crisis at Home and Abroad,” EO 14017 of Feb 24, 2021 
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“America’s Supply Chains,” EO of May 20, 2021 (no number), “Climate Related Financial 

Risk,” and Draft EO 14XXX, “Catalyzing Clean Energy Industries and Jobs through Federal 

Sustainability.

(5) Facilities and Equipment (DM-I)

(a) Rewrote the SRM Policy and Manual 4165.02 and currently in 

coordination

(b) Completed an EBS Update Project and added additional features and 

optimizations. EBS cloud migration is underway to a government cloud platform scheduled for 

completion 1 Oct 2021.

(c) Fleet reported to the OSD Fleet Manager on the current automotive 

fleet composition, to include electric vehicle support posture, developed a standardized process 

and checklist for license plate inventories at all DLA locations, and identified replacement 

options with electric vehicles.

(d) The DM Team worked very closely with OSD and the military

services counterparts to chart the way ahead for transfer of Real Property. As the result of much 

preparatory work and close collaboration with the military service counterparts, all real property 

was reconciled/deactivated and resolved and MOAs are in the process of being reviewed and 

completed.

(6) Family and Morale, Welfare, and Recreation (DM-Q)

The FMWR HQ team is successfully supporting FMWR program reopening in 

accordance with HPCON requirements which allows patrons to begin utilizing our programs and 

facilities and generating revenue to ensure the viability of the One Fund. Identified savings of 

$1.2 million over the future-years defense program by having their HR functions performed by 

non-appropriated funds HR and not back filling their HR FTE positions.

(7) Security and Emergency Services (DM-S)

Maintained a 95% average for AT Level I training across the DLA enterprise (48 

states and 28 countries) – Right on target of agency goal in DLA People and Culture Plan. 

(a) In a year of several incidents at military installations – there were zero 

terrorist or major criminal incidents occurred at DLA installations. 

(b) To meet DoD Security Program Review (SPR) requirements, DM-S 

transitioned to a virtual SPR to continue capability to review and provide oversight of DLA 

Security & Emergency Services Programs to ensure adherence to DoD and DLA policies and 

standards; and to provide feedback, recommendations, and staff assistance training. 

(c) Partnered with DLA Transformation (DT) and DLA Acquisitions (J7) 

on a continuous process improvement (CPI) project to enhance end-to-end life management of 

DLA contractor Common Access Cards (CACs). Updated DLAI 1000.13 in October 2020.

(d) DLA is Next Generation 911 (NG911) ready with the recent upgrade 

to the Omni911 application at all four installations (Richmond, VA; Columbus, OH; San 

Joaquin, CA; and New Cumberland, PA). This platform strengthens cybersecurity, provides 
233

three-dimensional location information to the first responder, and enables secure sharing of 

information across emergency communication centers.

(e) Enhanced DLA’s emergency notification capabilities by upgrading the 

Mass Warning and Notification System (AtHoc) to the latest version and training administrators 

and operators on the new system. In addition, reduced downtime of the system 99% after 

installing a staging server with mirror images for preproduction testing, and ensuring 24/7 

tracking of functionality using the DLA Dashboard.

(f) Strengthened agency and supply chain resiliency by ensuring the 

continuation and execution of installations emergency management exercises. While in many 

cases these were conducted virtually, the key individuals and organizations adapted to the 

environment and actively participated with scenarios that challenged their assumptions. 

(g) Republished two DLA issuances for police operations and force 

protection, ensuring DLA Police Officers are backed by consistent policy compliant with all 

DoD requirements.

h. Installations

(1) Battle Creek

The design for the Warehouse SDA 205 repair was completed, construction 

contract negotiated, final construction contract signed, and funding obligated. This is the first 

DLA Disposition Services projects expensive enough to require Congressional notification.

(2) Columbus

Environmental, Facilities and Equipment, and FMWR Divisions worked with 

Urban Tree Project (non-profit organization) to plant 50 saplings at Sports Park on 12 May 2021. 

Urban Tree Project is a new non-profit seeking to grow its portfolio and has connected with 

DSCC through the City of Columbus Urban Forest Planning group. All 50 saplings are native 

trees. They will provide both shade and windbreak at Sports Park as they grow. Urban Tree 

Project will maintain the trees for the first two growing seasons. 

(3) Fort Belvoir

Leveraging the expansion of teleworking during the pandemic, Installation 

Management identified and returned 18,000 square feet of leased space in the NCR resulting in a 

savings of $700,000 in FY 21 and projected cost avoidance of $1.04 million in FY22

(4) Europe and Africa

Executed $1.3 million project to expand the DLA Disposition Services (DS) yard 

at Al Udeid. The yard was too small to support the expanding mission. Working with DLA 

Disposition Services HQ and the Air Force host, DM Europe and Africa developed a plan to 

move to a new location on Al Udeid and double the size of the existing yard. The new yard is 

designed to provide DLA DS sufficient space to expand their operations and support.
234

(6) San Joaquin

Tracked air quality through the San Joaquin Valley Real-Time Air Quality 

Advisory Network to ensure all applicable wildfire and dust air quality advisories and messages 

were communicated to the workforce during a particularly hazardous California wildfire season. 

Drafted all hands information to explain the risks and steps employees can take to protect 

themselves from the harmful smoke and particulates.

Developed a new, more efficient process for the annual Water System 

Vulnerability Assessment based on the Army Technical Guide 374, Water System Vulnerability 

Assessments. Divided assessment elements by specialty, allowing expert focus to rewrite the 

assessment to explain the entire water process to leadership to better understand vulnerabilities. 

(7) Richmond

Maintained Environmental Management System ISO 14001 certification at the 

Defense Supply Center Richmond for 16th consecutive year. ISO 14001 is the internationally 

accepted standard for environmental management. Recipient of Chesterfield County Platinum 

Award for Environmental Excellence.

(8) Susquehanna

Through coordination with Naval Facilities Engineering Systems Command, 

completed a natural gas contract to provide firm service for NSA Mechanicsburg by 2023 

heating season. Reduced operating costs will save nearly $350,000 annually.

Fire Department was granted accredited agency status in Aug 2021 by the 

Commission on Fire Accreditation International. This is the agency’s 3rd consecutive 

international accreditation.
235

Defense Logistics Agency

DLA Equal Employment Opportunity (DO) 

Fiscal Year 2021 Historical Report
236

1. Introduction: “Future of Work: Managing in a diverse COVID-19 World”

In Mar of 2020, the world changed, and life and work as we once knew it would never be the 

same because of COVID-19. A different protocol for managing Diversity and Inclusion within 

the organization would now be utilized by Defense Logistics Agency (DLA) leaders and Equal 

Employment Opportunity Diversity and Inclusion (EEODI) practitioners. Agency leaders would

now direct their focus to the future of work and what that means for the workforce, our 

customers, and the Warfighter. DLA EEODI office stands firm in the charge to ensure that 

diversity, equity, accessibility, and inclusion is at the forefront of the efforts in developing the 

future of work for the people, processes, and tools.

a. Mission

The key mission of the DLA EEODI office is to advise and assist the DLA Director, 

leadership, and workforce on all matters of the EEO Program and to champion a diverse and 

inclusive culture that empowers individual and organizational growth. To promote a workplace 

free from unlawful discrimination based on race, color, religion, sex, national origin, age, 

physical or mental disability or reprisal for personnel engaging in EEO protected activity.

b. Vision 

The vision is simple but profound, to be the premiere DLA EEODI Office in the 

Department of Defense.

2. Organization / Key Personnel / Total Personnel

In 2020, the organization decreased from twenty-one positions to seventeen. The office consisted 

of the Director, the Deputy Director, one Management Analyst (a change from Administrative 

Assistant), two Staff Directors (decrease of one), eight EEO Specialists (decrease of three), one 

Program Analyst, and three Interpreters. In 2021, the office began a reorganization which is still 

being implemented. At the time of this report, there are two EEO Specialist vacancies.
237

3. Historical Narrative

a. COVID-19 Impacts 

The change in organizational structure presented the office with an opportunity to

reengineer internal processes. The COVID-19 pandemic tested those internal processes. 

b. Technology

(1) One achievement brought about due to COVID-19 was the move to 100% 

virtual interpreting services for our customers. Prior to this, we had never provided remote 

services of this nature. It required a great deal of logistical planning on the part of our COR to 

determine which device would allow for the speed and mobility to handle signed services, in or 

out of the building. It was finally decided that Apple iPads be made available to all the agency’s 

deaf and hard-of-hearing employees, as well as the staff interpreters. These iPads were outfitted 

with both Wi-Fi and cellular capabilities, ensuring customers could use them at home and/or if 

they were back in the office prior to the interpreting staff’s return. It also ensured the bandwidth 

required for a seamless connection without being inhibited by a firewall or DLA server failures. 

With this technology, we have not only continued uninterrupted services but also provided those 

services at a record rate. The ease with which an interpreter can be requested and present on the 

video screen led to an increase of 500 hours of service in FY20 and a projected additional more 

than 300 hours in FY 21.

(2) As COVID-19 continued to impact people and countries around the world, the 

DLA workforce has moved to max telework. DLA EEODI office began full usage of Microsoft 

Teams, WebEx, tele-conference calls to work and stay engaged from home during the outbreak.

(3) In Jun 2021, DLA decided to stand-up a DoD Diversity and Inclusion 

Analytics Working Group (DIAWG). The DIAWG will be used to discuss the mission and goals 

of the DLA enterprise. The way ahead for DoD reporting required the DLA EEODI team to 
238

spring forward and work with the J6 to create the first ever DLA EEODI Dashboard with a 

launch date in FY 22. 

(4) DLA EEODI continues to monitor and track complaints and reasonable 

accommodation requests. In 2021, the iComplaints system, the database used to track all aspects 

of EEO complaint processing was upgraded and the implementation of the brand new EEO-ETK 

Reasonable Accommodation system was initiated. 

c. Diversity Initiatives

(1) Several EEODI key initiatives are described below, categorized as supporting either 

(1) DLA Strategic Plan or (2) DLA People and Culture Plan.

d. Culture Action Plan

We were pleased with the improvement in our culture and climate as documented in the 

2020 Denison Survey results (Fig#2). DLA EEODI assessed the results as follows: Significant 

overall improvement with respect to all four quadrants from 2018 survey (Fig#1) to 2020 culture 

trait.
239

Figure1: Denison Survey Results Figure 2: 2020 Denison Survey Results

e. DLA EEODI Leadership Focus

DLA EEODI was instrumental in transitioning executive-level meetings to a 100% virtual 

environment.

(1) In FY 21, DLA hired six WRP participants with four MSCs: DLA Aviation 

(1-permanent), DLA Distribution (3-temporary), DLA Troop Support (1-temporary) and DLA 

Land & Maritime (1-permanent).

(2) Reasonable accommodations were readily provided through the 

Computer/Electronic Accommodations program (CAP), J6, Decision-Makers and MSCs 

Disability Program Coordinators (DPC).

f. Awards and Recognition

DLA won SECDEF Awards for Achievement in the Employment of Individuals With 

Disabilities (IWD) Best Mid-sized Component and for Achievement in Ensuring Accessible 

Information and Communication Technology in the Workplace. DLA EEODI office was 

recognized at a pre-broadcasted virtual DoD Disability Awards ceremony on Thursday, Oct 7, 

2021.

g. Management Directive 715

Yearly, the EEO office performs a self-assessment to identify and eliminate barriers 

preventing equal employment opportunities in the workplace. DLA provided its assessment with 

agency collaboration and submitted it on time. FY 21 alleged issues are shown in the chart 

below: 
240

h. DLA EEODI Data

(1) EEO Complaints Processing 

Although the average caseload for EEO complaints dropped due to 100% max 

tele-work, fifty-one (51%) of pre-complaints resulted in formal complaints in FY 21. 

i. Conclusion

Like the last year, 2021 proved that the one constant is change. The ability of our 

government to meet the complex needs of our nation and the American people rests on the 

dedication of its people. Federal agencies must position themselves to attract, develop, and retain 

a top-quality and diverse workforce. The DLA EEODI stays committed to enforcing best 

practices, equal opportunity, diversity, and inclusion, throughout the agency. The agency’s 

ability to attract, develop, and retain a diverse, skilled, and agile workforce is still vital to our 

continued success as a nation. To develop a competitive, highly qualified workforce, federal 

agencies such as DLA must fully utilize and embrace all workers' talent, without regard to race, 

color, religion, national origin, sex, age, sexual orientation, or disability. The DLA EEODI 

welcomes the opportunity to thrive in a COVID-19 changed world and looks forward to the 

challenge of the future of work.

67 63 50 28 26 31 26 23 18

0

100

FY19 FY20 FY21

Top Issues in Complaints Filed

Harassment Disciplinary Action

Promotion or Non-Selection Performance Evaluation/Appraisal

Appointment/Hire

49%

51% 51%

48%

49%

50%

51%

52%

FY19 FY20 FY21

Percentage of Completed Pre-Complaints that Filed Formal 
241

Defense Logistics Agency

DLA Public Affairs (DP) 

Fiscal Year 2021 Historical Report
242

1. Introduction

The need for effective communication was even greater in FY 21 than in previous years. The 

pandemic made commands and staffs increasingly reliant on video, outside interest in DLA rose 

due to its whole-of-government involvement, and the agency’s 60th anniversary gave the office 

material to share with external and internal audiences. 

Throughout the year, DLA Public Affairs served as the director’s voice to military and civilian 

employees, customers, potential customers, the general public, and other stakeholders. It 

delivered content through electronic media, responded to queries, promoted workforce cohesion, 

coached senior leaders, promulgated agency history, and widened knowledge of current 

capabilities. It is aligned with the director’s strategic plan.

2. Organization and Key Personnel

DLA Public Affairs was led by Joe Yoswa (Apr 2014 – present). His deputy was Pat Mackin 

(May 2014 - present). All DLA PAO personnel reported to one or the other.

3. Total Personnel

The fiscal year ended with DLA PAO having fourteen GS employees and one contractor. The 

speechwriter transferred to the Director’s Strategic Initiatives Group.

4. Historical Narrative

The story of DLA Public Affairs is the story of the agency as a whole. Except for one initiative, 

the staff’s role in informing headquarters personnel of news and events, and the management 

incumbent upon a director-led organization in the chief-of-staff’s portfolio, every effort DP 

pursued advanced the agency’s narrative. How it did so varied among staff components.

The office’s media relations team told DLA’s story through the press. In addition to responding 

to 170 media engagements, the team trained leaders and propagated success stories such as 

robotic process automation and vaccine distribution. Other topics included equipment donated by 

DLA Disposition Services’s Law Enforcement Support Office, PFAS environmental concerns, 

procurement of PPE and other COVID-19 items, cloud technology, strategic material sales, and 

the retrograde of property from Afghanistan.

The video team told the agency’s story through visual means. With the pandemic elevating the 

importance of virtual communication, the team produced an astonishing 150 videos. Key projects 

included DLA Raps, short discussions with employees from various backgrounds; command 

videos for DLA Energy and DLA Aviation; the FY 20 Hall of Fame; and the agency’s 60th 

anniversary. The FY 20 Hall of Fame was a completely virtual event in which presentations by 

awardees, sponsors, and leaders were melded into one seamless production. The 60th 

anniversary was a multi-product commemoration that absorbed the team’s time and talent. The 

team promoted the agency’s history through a ten-minute video, senior leader shout-outs, spots 

for the Armed Forces Network, and edited content from subordinate commands.
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The news and web team told DLA stories through reporting. In all, the team wrote 145 articles, 

managed five social media platforms, and portrayed stories in pictorial form. Of particular 

interest was DLA’s pandemic response, which covered important topics such as workforce 

protection and vaccine diplomacy. Also important was the team’s communication with 250,000 

Twitter, Facebook, LinkedIn, Flicker, and YouTube followers. The office’s social media 

manager treated the employees, former employees, vendors, media, and government partners on 

these sites to four unique posts a day. The office’s visual information specialist, for his part, 

composed seventy-five infographics, laid out the agency’s strategic plan and 60th anniversary 

history, designed the 60th anniversary emblem, and formatted articles for publication. 

Other members of the staff told stories in ways particular to their jobs. The director’s 

speechwriter helped Vice Admiral Skubic reach students at the Eisenhower School of National 

Security and 27 other audiences. Although his position was cut to the Strategic Initiatives Group 

in Jul, he remains part of the public affairs community. The agency historian, in addition to his 

work on the FY 20 and FY 21 annual reports, interpreted the agency’s past in a picture-filled 

organizational history. He also responded to 40 historical queries and presented at the DLA Joint 

Reserve Force’s Annual Leadership Review: storytelling at its most intimate. 

Finally, the dla.mil webmaster controlled content and its delivery, as well as continuing his 

redesign of the website. This redesign, more initiative than story, will change how customers 

interact with the agency. It will connect corporations, military units, and Whole of Government 

partners to the many services offered by the agency, as well as provide them information on how 

to work with DLA. 

DLA Public Affairs can engage in such a broad-ranging effort because it plans, writes orders, 

and participates in operations. In other words, it influences the present and future as well as the 

past. Because the staff relies on individual talent to provide this wide-ranging support, Joe 

Yoswa, the office director, substituted employee-led training for a three-day conference. The 

result has been informative, interactive, inexpensive, and well-received sessions. 

Despite losing the director’s speechwriter, the DLA Public Affairs workforce remained stable 

over the fiscal year. Without any retirements or hires, it adjusted well to telework, with 

employees retaining bonds with each other as well as teammates throughout the enterprise. 

Cohesion helped the staff write the agency’s story with verve and creativity.
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Defense Logistics Agency

DLA Transformation (DT) 

Fiscal Year 2021 Historical Report
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1. Introduction 

This historical record describes DLA Transformation’s (DT) 2021 actions, accomplishments, and 

contributions to advancing governance, improving operational effectiveness and efficiency, and 

enhancing the agency’s compliance with laws and regulations. 

a. Mission.

DLA Transformation assists the Director and Executive Board in building and sustaining 

an exceptional Combat Logistics Support Agency capable of meeting the needs of the Armed 

Forces now and into the future. The mission entails developing a deliberate approach and 

requisite policies, procedures, programs, and oversight in the areas of DLA Strategic Planning, 

DLA Director's Guidance, Agency Governance, National Defense Strategy, Enterprise

Organizational Alignment (EOA), DLA Issuances and Forms, Agreements, EnterpriseProcess

Management (EPM) and Continuous Process Improvement (CPI).

b. DT’s Organizational Structure.

c. DT Website: https://today.dla.mil/DLATransformation/Pages/default.aspx
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2. DT Leadership

Ms. Aleeta Coleman, DT Director, is supported by Mr. Thomas Doyle (DT), Executive Officer,

and two Division Chiefs, Mr. Greg Wicklund (DT-SPG), and Ms. Heather Vickers (DT-EPM)

with one Branch in each Division.

DT had multiple key personnel transitions in FY 21. Mr. David Opatz, former DT-EPM Division

Chief, accepted a position in DLA Financial Operations (J8) to assist with the Agency’s GInvoicing program. His position was announced, and [as previously mentioned] Ms. Heather

Vickers became the new DT-EPM Division Chief. Mr. Dennis King accepted the DT-SPG 

Division Chief position replacing Mr. Wicklund, who is retiring. Lastly, Ms. Dewalt was 

selected as DT Executive Officer, assuming duties from Mr. Thomas Doyle, who’s also retiring.

3. Total Personnel

a. There are 25 full-time billets in DT augmented with contracting staff. DT is

reintegrating personnel once detailed or deployed. The employee who volunteered for the DLA 

Civilian Expeditionary Workforce has returned. Two employees assigned to the DLA Reform 

Office have also returned. Three employees returned from extended reserve duty. There are

currently six vacancies in the recruitment cycle.

b. DLA Transformation staff are professional in our interactions and bearing, providing

effective strategic communications and striving to be value-added in everything we do. We

actively partner with stakeholders to encourage and enable success. In addition, we:

(1) Provide centralized management (guidance, tools,and training) for policy 

development, performance monitoring, and integration across organizational boundaries.

(2) Conduct special projects to improve both internal and external engagements, 

decision making, policy, and processes

(3) Conscientiously demonstrate our values through supportive interactions with 

allpeers and stakeholder, placing "what is right" before "what is easy", teaming for the most

advantageous outcome, and exercising emotional intelligence to balance our needs

4. Historical Narrative 

In FY 21, DT continued its synchronization efforts through the Director’s new Strategic Plan and

Strategic Execution Tool, organizational Operating Plans, and alignment with Department of

Defense (DoD) guidance. DT continued the Issuances Program by streamlining and expanding 

enterprise collaboration and training. We expanded efforts to reinforce a process-oriented culture 

and pursue improvement opportunities by leading two strategic initiatives (LOE 3.1.1 and CC

B.3.2). DT continued to embrace ideas to expand skills and capabilities across the Agency. We 

continued facilitating a holistic solution to EPM while also achieving the US Treasury mandate

for Support Agreements. Last, we began optimizing internal processes to improve customer 

support and employee satisfaction.
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To standardize DT processes and maintain consistent oversight, the DT Director assessed

program maturity by evaluating efficiency, effectiveness, oversight, and accountability to ensure 

DT follows all Agency guidance and intent. 

As a final note, we embraced our need to EVOLVE to remain relevant and impactful in support 

of the Warfighter.

Enhance Capabilities by Expanding our Knowledge 

Value Added with Validated Results Ownership of our Vision, Values and Mission Leverage 

Partnerships and Relationships Versatile and Agile Approaches 

Empower Others to Succeed

a. Strategy, Policy and Governance Division

(1) Director’s Strategic Plan

The DLA Strategic Plan provides direction for the organization and supports an 

integrated Agency effort. The plan delivers readiness and lethality to the Warfighter always and

support to our nation through quality and proactive global logistics. DT coordinated the 

development of a new 5-year DLA Strategic Plan, “Transforming Global Logistics,” aligned to 

the National Defense Strategy and Secretary of Defense priorities. The plan includes 5 Lines of 

Efforts, 3 Critical Capabilities and 8 Agency-level Key Performance Indicators. Underlying 

these Lines of Effort and Critical Capabilities are 23 prioritized objectives and 78 strategic 

initiatives. DT tracks these initiatives and provides strategic input to LOE/CC leads. 

(2) Strategy Council

DLA re-established the Agency’s Strategy Council. The DLA Director chairs the 

council, which meets every 45 days to review progress in support of the strategic plan’s Lines of 

Effort and Critical Capabilities. This periodic review includes deep dives focused at the objective 

level and includes synchronized reviews. Conducting a periodic senior-level review allows the 

Agency to track performance and provide rudder guidance as necessary.

(3) Strategic Execution and Monitoring Tool

In previous years, the Strategic Plan Implementation Guidance (SPIG) was used

to help the DLA Staff and Major Subordinate Commands (MSCs) execute the DLA Strategic

Plan. It compiled initiatives from individual organizational plans that directly supported strategic 

plan objectives.

This year, DLA Transformation oversaw the development and implementation of 

the Strategy Execution and Monitoring Tool to plan, track, and monitor Agency progress against 

the plan at the strategic initiative level. The tool incorporates all the elements of the old SPIG, a 

Word document requiring extensive formatting and oversight to maintain. The first iteration of 

the Strategy Execution and Monitoring Tool standardizes inputs and measurements so users can 

update progress directly. Once the tool is updated, information automatically populates the DLA 

Strategy Map and to generate briefings for senior governance forums. The new Strategy 
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Execution and Monitoring Tool standardizes input, output, and monitoring criteria, and reduces 

time spent collecting, consolidating, and analyzing.

DLA Transformation trained over 100 personnel on the tool. The team conducted 

rigor tests across all 23 DLA Strategic Plan objectives, assessing the tool and improving

execution. The tool saved hundreds of manhours by streamlining updates and automating 

outputs.

(4) DLA Strategy Map

DLA continued to use the DLA Strategy Map. The DLA Strategy Map provides 

an Agency-wide performance execution common operational picture. It is an automated 

communication tool; that is, a visual representation that displays performance of Lines of Efforts 

and Critical Capabilities, Objectives, and Initiatives. It provides web-based visibility. It has a 

drill-down capability to supporting initiatives to view tasks, metrics, or measures, and progress 

towards completing the initiative. Select strategic elements (e.g., objectives, initiatives, etc.) are 

discussed during the Strategy Council, along with DoD reform initiatives and special focus areas.

(5) Operating Plans and Reviews.

DT coordinated guidance and review of 23 FY22 organizational Operating Plans 

to ensure each J-code, D-code, and MSC initiative is nested with the DLA Strategic Plan. 

Organizations use their Operating Plans to communicate organization-specific priorities to their 

workforces. These plans link Agency objectives and metrics to the working level. They also help 

employees see how their daily efforts support the Agency mission. Vice Admiral Skubic

incorporated Operating Plan reviews into her visits to MSCs.

(6) Governance Meetings

Executive governance forums facilitated collaboration and senior leader decisionmaking, enabling DLA to make progress on its strategic goals. DT developed agenda items for 

29 senior leader governance forums (5 Executive Board meetings, 23 Alignment Group 

meetings, and 1 Senior Leader Offsite). As the secretariat of these forums, DT captured, 

documented, and tracked 116 senior leader tasks and 6 Alignment Group decisions to ensure 

actions were completed in accordance with senior leader guidance. The key outcomes of 

January’s Senior Leader Strategic Offsite were robust discussions shaping the areas of: 

(a) Strategic planning, which created rich objectives and initiatives.

(b) Decisions on the future DLA Strategic Plan.

(c) Objective Charters for Line of Effort/Objective teams.

(d) Strategies to modernize workforce skills.

(e) Leveraging the Professional Staff Member relationship without

overstepping boundaries with OSD.

(f) Acknowledging DLA’s adaptability, resiliency, and strong foundation

in response to COVID-19 and how the Agency can build on additional changes.

(g) Reviewing, discussing, and understanding Climate Culture results.
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(7) Health of the Agency.

DLA Transformation coordinated the annual Health of the Agency (HOA). The 

HOA is conducted annually as part of the Executive Board. It provides insights to senior leaders 

on the overall health and well-being of the Agency to facilitate decision-making. Topics included

updates and statuses on culture/climate survey results, personnel readiness/security, safety and 

occupational health, sexual harassment and sexual assault, hotline complaints, reasonable 

accommodations, alternative dispute resolution, as well as updates from DLA Public Affairs, the

DLA Chaplain, and the Senior Enlisted Leader. This review allows for trend analysis and spurs 

senior-level action to address areas in need.

(8) Strategic Integration

DLA Transformation served as the integrator for high-level service requirements 

across four portfolio groups. Efforts will accelerate support of mission requirements, generate 

savings through economies of scale, and reduction of duplicativeefforts.

(a) Provided insight on DLA’s organizational and operational structure in 

support of the Defense Health Agency’s (DHA) acceptance of the military departments’ medical

departments. Collaboration strengthened our relationship with this partner agency andcustomer.

(b) Oversaw COVID-19 reconstitution and voluntary vaccination efforts 

for the DLA Headquarters Complex/National Capital Region (HQC/NCR), which included 

evolving DoD/DLA guidance to the workforce through ad hoc working groups. Retrieved and 

analyzed data from Virginia Department of Health to inform phase movement recommendations 

and conducted daily on-site reporting to ensure compliance with phased movement restrictions.

(c) Developed and executed plan to implement COVID-19 Vaccine DLA 

population schema for the HQC/NCR; resulted in 98.6% personnel contacted (2307/2339), 

63.8% volunteers at Military Treatment Facilities/non-Military Treatment Facilities, and 50.1%

totalworkforce with shots-in-arms (as of Apr 8, 2021.)

(d) Crafted input to the Management’s Discussion and Analysis section of 

DLA’s 2021 Agency Financial Report. This portion of the report outlines ways to gauge how the 

Agency’s financials support the Agency’s strategic direction.

(9) DLA Forms

DLA forms are essential to achieving the Agency’s mission in an efficient and 

economical manner. Forms include hardcopy, electronic, or other media and gather information 

in a consistent, controlled, and repeatable way. They organize and sort information to meet 

various needs of the Agency, enhance communication and information flow, and transmit

prescribed information quickly and efficiently. Forms are often kept as an official Agency 

Record. In FY 21, DT performed thefollowing:

(a) Cataloged and maintained all Agency forms and designed and 

redesigned Major Subordinate Command forms.

(b) Reviewed 493 forms for use and relevancy, canceling 83.
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(c) Working to automate the creation and design of enterprise forms 

through the deployment of Adobe Experience Management suite, which allows forms to be

accessible onmultiple information technology devices.

(10) DLA Issuances

DT maintains a repository of up-to-date and well-written policy and procedural 

documents, which support the Agency’s ability to meet its mission, aids in effectiveand efficient 

operations, and helps ensure compliance with higher level laws, policies, and regulations.

(a) Oversaw the development, coordination, and publication of 112 DLA

issuances for FY 21: 30-DLA Instructions, 6-DLA Manuals, 11-Directive-Type Memorandums, 

1-Joint Service Regulations, and 64-Standard OperatingProcedures.

(b) Revised the 90-day DLA Pipeline Process to prepare, develop, and 

coordinate DLA draft issuances by adding the DLA Transformation, Policy Management and 

Oversight office asa primary stakeholder in Stage 1 (Development) to ensure all draft issuances 

follow policy, procedures, and are administratively correct.

(c) Facilitated the publication of four DLA Policy Letters signed by the

DLA Director through an agile 30-day process.

(d) Delivered the Plain Language Program and compliance requirements 

to DLA procedural writers and policy managers through training, guidance, and tools provided 

by the DoD Plain Writing Act implementation plan, DoD Instruction 5025.13, and DLA

5025.13, “Plain Language Program.”

(e) Made Traceability, Auditability, and Accountability key initiatives in 

the Issuance Program resulting in well-written, up-to-date, and aligned policy and procedural 

documents necessary for the effective and efficient operation of the Agency and compliance with 

higher-level laws and regulations.

b. Enterprise Process Management Division

(1) Agreements Program

The DLA Agreements program establishes policy, assigns responsibilities, and 

provides procedures for planning, writing, negotiating, coordinating, signing, storing, and

maintaining agreements. Additionally, the program offers oversight, support, and guidance to the

organizational Support Agreement Managers and Department of Defense, Federal, and

Nonfederal Trading Partners.

(a) This year, we focused on developing policy, process, and procedures 

for the Agreements program. We published a new Delegation of Authority that outlines 

procedures for entering agreements. For the first time, we are writing a Process Cycle 

Memorandum, which is currently in its initial review. DLA Instruction 4000.19, “DLA

Agreements Program” is in its last stage of coordination before publication. Additionally, we are

writing a DLA Manual for agreements. It will include procedures for Host-Tenant Support

Agreements, internal agreement procedures, and procedures for managing agreements such as

annual and mid-term reviews.
251

(b) We re-established the Host-Tenant Support Agreement (HTSA) 

Working Group meetings. Within this working group, we collaborate with the agreements 

community and provide solutions to the complex issues surrounding HTSAs. A successful byproduct of the HTSA meeting is the Naval Facilities Engineering Systems Command 

(NAVFAC) Base Operation Support agreement. Through collaboration with the Navy and 

Support Agreement Managers, we were able to provide Base Operation Support solutions to 

meet the needs of DLA while negotiating a new follow-on overarching agreement with

NAVFAC.

(c) The Community of Practice (CoP) meeting has also seen changes. DT 

revised this meeting from agreements updates and an open forum to best practices and 

knowledge sharing. Each month, the CoP is presented with a new topic to encourage positive, 

meaningful discussion.

(d) Our MSCs and J/D-codes reported 490 agreements have been signed 

since Oct 1, 2020. That is 24% of the combined total 2,034 of reimbursable and nonreimbursable agreements reported for Aug 2021.

(e) The Delegation of Authority (DOA) was a great accomplishment. In its

latest version, the DLA Director has delegated their authority to commanders and Directors to

sign agreements in support of their organization’s missions and functions.

(2) Enterprise Organizational Alignment (EOA)

The EOA Program establishes policy, assigns responsibilities, and provides 

procedures to plan, coordinate, approve, and implement Organizational Alignment changes. It 

provides semi-annual updates to the Alignment Group.
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(a) When a J/D-code or MSC wants to disestablish, establish, or 

change its organization, update its missions or function, or move personnel, it must submit a 

General Order to ensure the changes are officially coordinated and approved by the 

Enterprise Organizational Alignment Board and the DLA Vice Director, and then recorded 

on the EOA Repository. This provides a framework for tracking change.

(b) Last year, the EOA Program published nine and implemented two 

General Orders, as well as creating metrics to measure the program’s efficiency and 

effectiveness. Senior leaders and personnel from across the Agency better understand the 

EOA program, and we are updating EOA policy for publication later this year.

(3) Continuous Process Improvement.

The CPI Program Management Office (PMO) establishes policy, assigns

responsibilities, and provides procedures to increase the effectiveness and efficiency of DLA 

operations, create a culture of problem solvers, empower the workforce, and improve 

processes and compliance. CPI brings a deliberate problem-solving approach to improving 

efficiency, effectiveness, reliability, quality, and productivity. CPI supports deliberate 

problem-solving and promotes a culture of problem solvers. CPI activities achieve savings; 

avoid costs; improve efficiency, effectiveness, quality, safety, and auditability; and reduce 

risk.

(a) Over the past year, we evolved the program by implementing 

training focused on hands-on work and coaching between sessions and during project work.

We secured a $19M 5-year contract with VC Solutions; in year one of that contract, we

executed over $8M in task orders across the Agency.
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WARFIGHTER ALWAYS

(b) HQ CPI PMO continues to foster growth among our DLA employees

by sponsoring a CPI Rotation Assignment; we had 5 people join our team for six months 

beginning Jun 2021. They are in the process of completing over 5 weeks of training to include 

yellow, green, and black belt with the addition of our training model additions: Facilitation and

Meeting training. 

(c) HQ CPI PMO leads two strategic initiatives focused on developing a 

problem-solving, continuous-improvement, and customer-centric culture. These initiatives fall 

under LOE 3 – Trusted Mission Partner and Critical Capability B – Financial Stewardship. Our 

support to the Agency has expanded to include over 75% of the strategic initiatives.

(d) CPI completed a process map of the Navy prime vendor billing for 

DLA Troop Support. Follow-on projects recommended Just-Do-It training and seamless

proposals with high payoff potential that are being implemented.

(e) CPI developed the Collaboration Horizon Metric (CHM) for DLA 

Logistics Operations. The CHM uses six strategically defined color bands to allow users to 

identify and react to unplanned forecast variation quickly. Standardized reporting tools and 

training materials were developed and provided to all stakeholders. 

(f) CPI restructured the Out of Cycle Price Validation for DLA Land & 

Maritime so customers can learn of expenses they were not expecting, while also ensuring 

13

Project Metrics
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auditability. Once implemented, DLA Land & Maritime will capture a significant higher portion 

of cost recovery than the $27.5M not recovered on Direct Vendor Deliveries in FY19.

(g) CPI reviewed and compared existing Air Force and DLA process maps 

for DLA Aviation. Process owners agreed to process improvements designed to reduce

administrative leave time and error tracking, resulting in 21% improvement in lead time.

(4) Enterprise Process Management.

The Enterprise Process Management (EPM) program leverages the work of 

Agency stakeholders in a way that supports efficient and effective execution with minimal to no 

duplication of effort. Several Organizations and Subject Matter Experts approached the EPM 

Program Manager describing the various taskings assigned that were all similar, but distinct (for 

example, process documentation). We then met with Process Owners, Process Cycle Integrators, 

Process Integration, Enterprise Risk Management, Enterprise Architecture, Assured Logistics 

Cyber Center, and Supply Chain Security to understand requirements and challenges. From 

there, we developed a way forward, gaining support from all groups to update EPM to support 

holistic integration of ALL process requirements from across the Agency and rebuild the 

Enterprise Business Cycle Owner Sync. The new EPM is:

(a) End-to-end (E2E) results-oriented management where functions 

operatecollaboratively to achieve customer’s requirements.

(b) A structure for process management through horizontal swim lanes

across functionswith an integrated capability to leverage vertical competencies.

(c) The foundation from which we can make agile adjustments to process.

(d) Enables organizations to be more efficient and effective; thus, to 

respond quickly inan ever-changing environment.
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WARFIGHTER ALWAYS

(5) Agency Management Review (AMR) Program

The AMR Program evaluate DLA’s compliance with laws, regulations, policies, 

and procedures. The program assists management in identifying vulnerability areas, improving 

program performance, and isolating trends by establishing corrective action plans aimed at

leveraging efficiency and effectiveness. Reestablished in Feb 2021, the AMR program has 

revamped the review process to ensure accurate alignment with the Agency’s strategic efforts.

Enhancements include:

(a) Standardizing Agency scoring criteria.

(b) Establishing a “Best Practices” forum.

(c) Establishing an Action Officers/Subject Matter Expert Working Group. 

(d) Modifying Meeting Requirements.

(e) Streamlining Reporting Requirements (50% Reduction in Meetings held). 

(f) The AMR Program will have (3) reviews complete before Dec 2021. 

(g) 20 Participants formally recognized as “Star Performers.”

DT Enterprise Process Management – E2E Process Standards and Policy

Chain

Securit

Supply Enterprise

Architecture

Process

Owner ntegrator

Cycle

I

Process Process

Integrator Risk

Managem

Enterprise

EPM Connecting Programs and

Supporting Collaboration

Enterprise Business Cycle Owner (EBCO) Governance and
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5. Conclusion

The exceptional team we have in DT will continue to lead the way in FY22. There will be 

challenges, but DT will assist the Agency in meeting any crisis or contingency. We are the 

Agency synchronizers on every front.