Lt. Gen. Andy Busch, USAF

Director, Defense Logistics Agency

county. These stories are important because 

WKH\UHÀHFWRXU'/$PLVVLRQWRSURYLGH

H̆HFWLYHDQGḢFLHQWJOREDOVROXWLRQVWR

:DU¿JKWHUVDQGRXURWKHUYDOXHGFXVWRPHUV

7KDWPLVVLRQLVHQDEOHGE\RXUYLVLRQWR

GHOLYHUWKHULJKWVROXWLRQRQWLPHHYHU\WLPH

DQGLPSOHPHQWHGWKURXJKWKH¿YHJRDOVODLG

RXWLQRXU6WUDWHJLF3ODQ:DU¿JKWHU

)LUVW3HRSOHDQG&XOWXUH6WUDWHJLF

(QJDJHPHQW)LQDQFLDO6WHZDUGVKLSDQG

3URFHVV([FHOOHQFH7KH6WUDWHJLF3ODQ

LQVHUWHGLQWRWKLVHGLWLRQLVIRU\RXWRUHDG

DQGXVHDVDJXLGHIRUHYHU\WKLQJ\RXGR,W

SURYLGHVGLUHFWLRQDQGLVRXUURDGPDSIRU

WKHIXWXUH,WLVKRZZHZLOOPHHWRXUPLVVLRQ

JRDOVDQGIXWXUHFKDOOHQJHV

:DU¿JKWHU)LUVWLVRXU¿UVWJRDOEHFDXVH

ZHDUH$PHULFD¶VFRPEDWORJLVWLFVVXSSRUW

DJHQF\7KLVJRDOUHSUHVHQWVKRZZH

DQWLFLSDWHDQGPHHWWKHZDU¿JKWHUV¶QHHGV

7KHRQO\ZD\ZHFDQVXSSRUWRXUFXVWRPHU

LVWKURXJKRXU3HRSOHDQG&XOWXUH,DP

FRPPLWWHGWR\RXUVXFFHVVDQGVXVWDLQLQJ

M\UHFHQWWUDYHOVFRQWLQXHWRLQGLFDWH

KRZH[FHSWLRQDORXU'/$ZRUNIRUFH

LVDQGKRZZHFRQWLQXHWRPHHWRXU

FXVWRPHUV¶QHHGVZLWKSURIHVVLRQDOLVP

VSHHGDQGDFFXUDF\,Q&HQWUDO&RPPDQG

,VDZWKHIUXLWVRI'/$ODERULQWKHGLVSRVLWLRQ¿HOGVRQWKHÀLJKWOLQHVDQGLQWKH

GLQLQJIDFLOLWLHV7KURXJKRXW3DFL¿F&RPPDQG,VDZ'/$SHRSOHZRUNLQJKDUGRQ

HQYLURQPHQWDOLVVXHVDW5HG+LOODQGRQD

QHZSLSHOLQHLQ*XDP

:HKDYHDWHDPLQHYHU\FRPEDWDQW

FRPPDQGWKDWSXWVRXUZDU¿JKWHUV¿UVW

,QDGGLWLRQWRWKHPRUHWKDQ

FLYLOLDQVKHUHZHDOVRKDYHDFWLYHGXW\

DQG5HVHUYLVWVZKRZRUNWKURXJKRXW

WKHHQWHUSULVH:HH[HFXWH'/$¶VPLVVLRQDV

ODLGRXWLQWKH6WUDWHJLF3ODQDQGWKLV

HGLWLRQRI/RJOLQHVLVDERXWERWK±RXU¿QH

PLOLWDU\IRONVDQGRXUQHZVWUDWHJLFGLUHFWLRQ

(YHU\RQHRIWKHPVXSSRUWV'/$¶V

PLVVLRQDVODLGRXWLQWKH6WUDWHJLF

3ODQDQGWKLVHGLWLRQRI/RJOLQHVLVDERXW

ERWK±RXU¿QHPLOLWDU\IRONVDQGRXUQHZ

VWUDWHJLFGLUHFWLRQ

<RX¶OOUHDGDERXW'/$¶VRQO\SDUDFKXWH

ULJJHUWHDPLQ6XVTXHKDQQDZKHUH$UP\

6WD̆6JW'DYLG/HZLVH[SHUWO\ZRUNV

WRHQVXUHSURSHUZDUHKRXVHRSHUDWLRQV

DQGVWRUDJHRIPLOLWDU\SDUDFKXWHV<RX¶OO

PHHW$UP\6JWVW&ODVV0DQG\$OOHQD

SHWUROHXPODEVSHFLDOLVWVWDWLRQHGDWWKH'/$

(QHUJ\ODELQ.DLVHUVODXWHUQ*HUPDQ\6KH

DQGKHUWHDPSHUIRUPIXOOVSHFWUXPWHVWLQJ

RIDYLDWLRQDQGJURXQGIXHO<RX¶OODOVR¿QGD

VWRU\DERXWKRZ'/$DFWLYHGXW\PHPEHUV

LQ'MLERXWLEUHDNGRZQDQGVFUDSPDWHULHO

FUHDWLQJDJRRGUHODWLRQVKLSZLWKWKHKRVW

\RXUDELOLW\WRKDQGOHFKDOOHQJHVLQ\RXU

SHUVRQDODQGSURIHVVLRQDOOLYHV2QHRIRXU

FKDOOHQJHVDVZHSXUVXHJOREDOVROXWLRQV

IRUWKHZDU¿JKWHULV6WUDWHJLF(QJDJHPHQW

(VWDEOLVKLQJDQGPDLQWDLQLQJUHODWLRQVKLSV

DFURVVRXUFXVWRPHUEDVHDQGLQGXVWU\LV

FUXFLDOWRGHYHORSLQJDQGGHOLYHULQJWKH

ULJKWORJLVWLFVVROXWLRQV3DUWRIWKDWVROXWLRQ

LQFOXGHV)LQDQFLDO6WHZDUGVKLS±DJRDOWKDW

FKDOOHQJHVXVWRUHGXFHEXVLQHVVFRVWVDQG

EHFRPHPRUHSUHFLVHDERXWIRUHFDVWVFRVW

FRPSDULVRQDQGFRVWUHGXFWLRQ,VD\LWDOO

WKHWLPH±HYHU\PDMRUVXFFHVV,¶YHKDGDV

DVHQLRUOHDGHUKDVEHHQURRWHGLQ3URFHVV

,PSURYHPHQW7KLVJRDOIRUFHVXVWRORRNDW

EXVLQHVVSUDFWLFHVDQGRSWLPL]HSURFHVVHV

WRREWDLQWKHEHVWUHVXOW

,¶PFRXQWLQJRQ\RXUFRPPLWPHQW

WRWKLVVWUDWHJ\:HZLOOFRQWLQXHWR

SXVKRXUVHOYHVDQGVHHNWKHYHU\EHVW

ZD\VWRSURYLGHH[FHSWLRQDOORJLVWLFV

VXSSRUWWRRXUFXVWRPHUV,NQRZZH¶UH

XSIRUWKDWFKDOOHQJH

DLA Director

$LU)RUFH/W*HQ$QG\%XVFK

DLA Vice Director

7HG&DVH

&KLHIRI6WD̆

5HQHH/5RPDQ

'LUHFWRU3XEOLF$̆DLUV

-RVHSK0<RVZD

'HSXW\'LUHFWRU3XEOLF$̆DLUV

3DWULFN+0DFNLQ

/RJOLQHV LV WKH DXWKRUL]HG SXEOLFDWLRQ IRU WKH

'HIHQVH /RJLVWLFV $JHQF\¶V ZRUNIRUFH RI IHGHUDO

FLYLOLDQV DFWLYHGXW\ PLOLWDU\ DQG -RLQW 5HVHUYH

)RUFH DXJPHQWHHV DW DJHQF\ DFWLYLWLHV ZRUOGZLGH

DQGLQGXVWU\ FXVWRPHUV RI '/$ &RQWHQWV RI WKLV

SXEOLFDWLRQDUHQRWQHFHVVDULO\WKHṘFLDOYLHZVRIRU

HQGRUVHGE\WKH86JRYHUQPHQWWKH'HSDUWPHQW

RI'HIHQVHRUWKH'HIHQVH/RJLVWLFV$JHQF\

LOGLINES

Official Flagship Publication

of the Defense Logistics Agency

LOGLINES STAFF

Managing Editor: 3KLO3UDWHU

Editor: -DFRE%R\HU

Acting Editor: 6DUD0RRUH

:ULWHUV %HWK5HHFH

$PDQGD1HXPDQQ

 1DY\3HWW\2̇FHUVW&ODVV'DQLHO*DUDV

/D\RXW'HVLJQ 3DXO+HQU\&UDQN

Headquarters, Defense Logistics Agency, Office of Public Affairs 

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

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

/RJOLQHV LVSUHSDUHGHOHFWURQLFDOO\XVLQJGHVNWRSSXEOLVKLQJDSSOLFDWLRQVQRFRPPHUFLDO W\SHVHWWLQJFRVWV

DUHLQYROYHG3KRWRVQRWFUHGLWHGDUHFRXUWHV\RIDJHQF\VRXUFHV 6XEPLVVLRQVDQGFRUUHVSRQGHQFHPD\EH

VHQWWRWKHDGGUHVVEHORZ

L G A d B h USAF

DIRECTOR

from the
Loglines O July - August 2015 1

A Conversation with ... 11

Command Sgt. Maj. Sultan Muhammad

History Highlights 20

Ethos of Professionalism

I am DLA Back Cover

DEPARTMENTS

DEFENSE LOGISTICS AGENCY

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

THE WEB

LOOKING AT THE 

MILITARY IN DLA

Citizen-Warfighters 2

:KHWKHUWKH\ZRUNLQXQLIRUPSDUWWLPHDW'/$RUVHUYH

WKHDJHQF\DVFLYLOLDQVDQGZHDUWKRVHXQLIRUPVHOVHZKHUH

PLOLWDU\UHVHUYLVWVDUHDQLPSRUWDQWSDUWRIWKH'/$WHDP

Cash for Trash 6

$WHDPRIVHQLRUQRQFRPPLVVLRQHGṘFHUVZLWK'/$

'LVSRVLWLRQ6HUYLFHVHQVXUHV86$IULFD&RPPDQG¶V&DPS

/HPRQQLHU'MLERXWLJHWVWKHHTXLSPHQWGLVSRVDOVXSSRUWLW

QHHGVDQGVDYHVPRQH\

Riggers: Support on the Ground and in the Air 9

$UP\SDUDFKXWHULJJHUVDW'/$'LVWULEXWLRQ6XVTKHKDQQD

3HQQV\OYDQLDERWKLQVSHFWDQGMXPSZLWKWKHPLOLWDU\

SDUDFKXWHVWKH\DUHUHVSRQVLEOHIRU

Fuel and Fatigues 14

8QLIRUPHGSHUVRQQHODW'/$(QHUJ\¶VIXHOODEVFKHFNWKH

TXDOLW\RIWKHLUFXVWRPHUV¶IXHODQGWUDLQFXVWRPHUVWRGR

WKRVHFKHFNVWKHPVHOYHV

Year-Round Customer Service 17

$'/$7URRS6XSSRUW&ORWKLQJDQG7H[WLOHVWHDPVXSSRUWV

WKHLQVWDOODWLRQVZKHUHPLOLWDU\UHFUXLWVFRPHIRUWKHLULQLWLDO

WUDLQLQJHVSHFLDOO\GXULQJWKH36XPPHU6XUJH ́PRQWKVWKDW

VWUHWFKIURP0D\WR6HSWHPEHU

Better Buying Power 3.0 18

'/$LVDKHDGRIWKHJDPHLQLPSOHPHQWLQJREMHFWLYHV

FRQWDLQHGLQWKHODWHVWLWHUDWLRQRIWKH'HIHQVH'HSDUWPHQW¶V

DFTXLVLWLRQLQLWLDWLYHZKLFKIRFXVHVRQWHFKQRORJLFDO

VXSHULRULW\ZKLOHFDUU\LQJRQSULRUREMHFWLYHV

DLA Strategic Plan

6SHFLDO3XOORXWFHQWHUVHFWLRQGHWDLOV'/$¶VJRDOVDQG

REMHFWLYHVIRUWKHDJHQF\WKURXJK)LVFDO<HDU

CONTENTS

JULY - AUGUST 2015
2 www.dla.mil

hey spend their days planning 

training and operations, providing 

human resources services to 

fellow employees, managing 

complex construction projects, 

or performing any number of other 

demanding careers, but when the week 

LVRYHUWKHLUGXW\LVQRW¿QLVKHG7KH

FLWL]HQZDU¿JKWHUVZKRVHUYHLQWKH

military’s reserve forces literally put 

RQDGL̆HUHQWKDWDQGWDNHRQFULWLFDO

demanding missions while others enjoy 

WKHLUWLPHR̆

7KHUHVHUYLVWVZKRVXSSRUWWKH

Defense Logistics Agency are myriad 

and come in both the form of civilian 

employees who work for the agency 

full time and put on a uniform on the 

weekends and that of people who work 

outside of DLA and support the agency 

DVUHVHUYLVWV1RPDWWHUZKLFKJURXS

they belong to, these reservists provide 

important capabilities to the agency, and 

they do it all while balancing two careers, 

IDPLOLHVIULHQGVDQGKREELHV

h

t

h

f

c T

f

Brian Farlow, a construction project manager 

who serves as the executive officer of the DLA 

Logistic Assistance Team Philadelphia as a Navy 

Reserve lieutenant, poses for a photo during a 

“Welcome Home” cruise in November 2014 after 

returning from a deployment to Afghanistan.

Privilege to Serve

As a construction project manager 

LQ1HZ-HUVH\%ULDQ)DUORZFDQ¶W

predict what his schedule will be like 

each day or how many problems he’ll 

KDYHWRVROYH+LVFRPSDQ\LVEXLOGLQJ

DKRWHOLQLWVṘFHSDUNDQGKHLV

responsible for coordinating with the 

general contractor, keeping the project 

on schedule, reviewing invoices and 

contracts, approving subcontractors, and 

ensuring the building design is properly 

LPSOHPHQWHG,W¶VFRPSOH[KHFWLFZRUN

but seven years of experience have given 

him the tools he needs to handle whatever 

situation might come up, and he has 

DQRWKHUVHFUHWZHDSRQPLOLWDU\WUDLQLQJ

,QDGGLWLRQWRKLVIXOOWLPHMRE

)DUORZLVDOLHXWHQDQWLQWKH1DY\5HVHUYH

assigned to the DLA Logistic Assistance 

7HDP3KLODGHOSKLD$VWKHH[HFXWLYH

ṘFHURIWKH/$7KHRYHUVHHVWKHWHDP¶V

VXSSRUWWR'/$7URRS6XSSRUWZKLFK

can include projects that need extra work 

RUKLJKSULRULW\LWHPV2QHRIWKHWHDP¶V

major functions is cold chain, which is 

verifying the temperature consistency 

RIYDFFLQDWLRQVDVWKH\ÀRZWKURXJKWKH

VXSSO\FKDLQ

,QVWHDGRIWKHWUDGLWLRQDORQH

ZHHNHQGSHUPRQWKVFKHGXOH)DUORZ¶V

unit does reserve duty six days per 

quarter, usually three days a month for 

WZRPRQWKVZLWKRQHPRQWKR̆7KRVH

three days are a blur of activity, with 

WKHUHVHUYLVWVDUULYLQJ)ULGD\WRZRUN

alongside their full-time counterparts to 

provide direct support and collaborate 

on projects and then working through 

6DWXUGD\DQG6XQGD\DIWHUWKHIXOOWLPH

ZRUNHUVKHDGKRPH

32XUGULOOZHHNHQGVDUHSUHWW\

FKDRWLF ́)DUORZVDLGQRWLQJWKDWWKH

/$7KDVDWHDPDVVLJQHGWRHDFKRI7URRS

6XSSRUW¶V¿YHVXSSO\FKDLQVDQGWKH

WHDPVZRUNRQPXOWLSOHSURMHFWV

)DUORZFRPPXWHVIURP1HZ-HUVH\

for his reserve duty, and with a wife and 

three young children at home, it can be 

GL̇FXOWWREDODQFHKLVSULRULWLHVKHVDLG

7RPDNHKLVOLIHHYHQPRUHFRPSOH[

KHLVLQWKHPLGGOHRIFRPSOHWLQJ-RLQW

3URIHVVLRQDO0LOLWDU\(GXFDWLRQ3KDVH,

7KHUHLVLQHYLWDEO\VRPHFURVVRYHUOLNH

instances where an emergency comes up 

ZLWKKLV1DY\XQLWDQGKHKDVWRPDNHD

phone call or answer an email after his 

work day, especially as reservists face 

LQFUHDVHGGHPDQGVRQWKHLUWLPH

3,QWRGD\¶V1DY\DQGWRGD\¶VPLOLWDU\

reservists are often called upon to do work 

Story by Sara Moore

CITIZEN-WARFIGHT
Loglines O July - August 2015 3

Air Force Reserve Senior Master Sgt. Melissa 

Battiste shares a lighthearted moment with 

Paul D. Patrick, deputy assistant secretary of 

defense for reserve affairs (readiness, training & 

mobilization), during her promotion ceremony at 

the Pentagon. In her civilian job, Battiste serves 

as the unit reserve coordinator for DLA Joint 

Reserve Force.

WKH1DY\LQWKH¿UVWSODFHKHVDLG+LV

JUDQGIDWKHUZDVD1DY\6HDEHHLQ:RUOG

:DU,,DQGKLVIDWKHUZDVDERDWVZDLQ¶V

PDWHGXULQJ9LHWQDP+HWR\HGZLWKWKH

LGHDRIMRLQLQJWKH1DY\IRUVHYHUDO\HDUV

KHVDLGDQG¿QDOO\GHFLGHGWRWDNHWKH

plunge and attend direct commission 

ṘFHUVFKRROVHYHQ\HDUVDJR%HIRUH

coming to DLA, he was stationed with the 

1DY\&DUJR+DQGOLQJ%DWWDOLRQDW-RLQW

%DVH0F*XLUH'L[/DNHKXUVW1HZ-HUVH\

)DUORZGHSOR\HGWR$IJKDQLVWDQ

IURP$SULOWR6HSWHPEHUZLWK

WKH'/$6XSSRUW7HDP$IJKDQLVWDQ

VXVWDLQPHQWEUDQFK:RUNLQJZLWK

WKH$UP\¶VWK6XVWDLQPHQW%ULJDGH

)DUORZDQGKLVWHDPPDGHVXUHWKDW

ERS

RXWVLGHRIWKHGULOOZHHNHQG ́KHVDLG3,W¶V

not really two days a month, two weeks a 

\HDUDQ\PRUHLW¶VPRUHDOPRVWWKDW

VRPHWKLQJPLJKWFRPHXS ́

Keeping the “three-legged stool” of 

civilian career, military career and family 

balanced requires prioritizing time and 

VWLFNLQJWRFRPPLWPHQWV)DUORZVDLG

)RU/DERU'D\ZHHNHQGIRUH[DPSOH

KHKDVEORFNHGR̆KLVVFKHGXOHDQGLV

taking him family to go backpacking 

without the distraction of cell phones or 

DQ\RWKHUWHFKQRORJ\

3<RXKDYHWRMXVWVD\μ)RUWKHQH[WGD\

RUZKDWHYHU,¶PQRWGRLQJDQ\1DY\VWX̆

,¶PMXVWIRFXVHGRQWKHIDPLO\¶ ́KHVDLG

)DPLO\LVZKDWGUHZ)DUORZLQWR

food, fuel, construction equipment and 

other vital supplies reached service 

members throughout the country while 

DOVRVXSSRUWLQJWKHFRQWUDFWLQJṘFHU

DQGFRQWUDFWLQJṘFHUUHSUHVHQWDWLYHV

to ensure the local vendors upheld 

WKHLUFRQWUDFWV6HHLQJ'/$¶VLPSDFW

on the ground and working with 

VHUYLFHPHPEHUVZKREHQH¿WIURPWKH

agency’s support opened his eyes to the 

LPSRUWDQFHRIWKHPLVVLRQ)DUORZVDLG

DQGDOVRPDGHKLPSURXGWRVHUYH

3,W¶VWKHSHRSOHLWLVWKHFXOWXUHLW¶V

knowing that, even if it’s a small thing, 

you’re doing something that supports 

WKHFRXQWU\ ́)DUORZVDLGRIKLVPLOLWDU\

VHUYLFH3,¶PMXVWSURXGWREHD1DY\VDLORU ́

Balancing Act

0HOLVVD%DWWLVWHUXQVPDUDWKRQV

that is, she runs marathons when she’s 

not working full-time as the unit reserve 

FRRUGLQDWRULQ'/$-RLQW5HVHUYH)RUFH

FRPSOHWLQJ$LU)RUFH5HVHUYHGXW\DW

WKH3HQWDJRQRUVSHQGLQJWLPHZLWKKHU

KXVEDQGDQGWZRFKLOGUHQ,QIDFW%DWWLVWH

LVUXQQLQJQLQHGL̆HUHQWUDFHVEHWZHHQ

0D\DQG6HSWHPEHUWKLV\HDU

3,PDNHLWZRUN ́%DWWLVWHVDLGZLWKD

ODXJKZKHQGHVFULELQJKHUEXV\VFKHGXOH

3,IWKLQJVDUHWKDWLPSRUWDQW\RX¿WWKHP

LQ<RX¿QGDZD\ ́

$W'/$%DWWLVWHLVUHVSRQVLEOHIRUDOO

the essential human resources functions 

“It’s the people, it is the culture, it’s knowing 

that, even if it’s a small thing, you’re doing 

something that supports the country. I’m just 

proud to be a Navy sailor.”

— Brian Farlow
4 www.dla.mil

IRUWKH$LU)RUFHLQGLYLGXDOPRELOL]DWLRQ

DXJPHQWHHVDVVLJQHGWRWKHDJHQF\

6KHDOVRWDNHVFDUHRIHYDOXDWLRQVMRLQW

awards and other services for reserve 

PHPEHUVIURPDOOPLOLWDU\EUDQFKHV

:KDWPDNHV%DWWLVWHXQLTXHO\

equipped to perform this job is that she 

KHUVHOILVDQ$LU)RUFH,0$ZKLFKLVD

service member who does not have a 

set drill schedule and can work out a 

ÀH[LEOHVFKHGXOHZLWKKHUVXSHUYLVRU

DWKHUDVVLJQHGXQLW%DWWLVWH¶VUHVHUYH

XQLWLVWKH2̇FHRIWKH6HFUHWDU\RI

'HIHQVHIRU5HVHUYH$̆DLUVEXWVKH

served three years active duty with DLA 

and three years as a reservist with the 

'/$-RLQW5HVHUYH)RUFHZKLOHDOVR

working as a civilian employee in DLA 

+XPDQ5HVRXUFHVVRVKHKDVYDOXDEOH

experience to draw on when advising 

RWKHU,0$V

3,JHWFDUHHUUHODWHGTXHVWLRQVDQG

,DOZD\VEULQJLQP\H[SHULHQFHVDVDQ

,0$ ́VKHVDLG3,FDQXVHP\SHUVRQDO

H[SHULHQFHDQG,XQGHUVWDQGWKHOLQJR

more in depth, versus somebody who’s 

QHYHUEHHQLQWKH,0$ ́

%DWWLVWH¶V,0$FDUHHUVWDUWHGZKHQ

she separated from the active-duty Air 

)RUFHDIWHUPRUHWKDQ\HDUV$IWHUKHU

DFWLYHGXW\WRXUDW'/$WKH$LU)RUFH

VHQWKHUWR6RXWK'DNRWDEXWKHUIDPLO\

remained behind in anticipation of her 

OHDYLQJWKH$LU)RUFH7KHVL[PRQWKVVKH

was away from them convinced her that 

leaving active duty was the right decision, 

VKHVDLG

37KHNLGVZHUHVX̆HULQJWKH\KDWHG

VHHLQJPHOHDYLQJ ́VKHVDLG3,FDPH

KRPHRQFHDPRQWKDQGHYHU\WLPH,OHIW

they hated to see me go, and my husband 

KDGWRWDNHFDUHRIHYHU\WKLQJ7KDW¶V

UHDOO\ZKDWPDGHWKHGHFLVLRQIRUPH<RX

have to choose what’s more important, 

DQGDWWKHWLPH,FRXOGGRWKHUHVHUYHV

still, because there were openings back 

KHUHDQGVWLOOEHZLWKWKHIDPLO\ ́

,QKHUUHVHUYHXQLWDWWKH

3HQWDJRQ%DWWLVWHVHUYHVDVWKHVHQLRU

QRQFRPPLVVLRQHGṘFHURIWKH0LOLWDU\

5HVHUYH,QWHUQDWLRQDO([FKDQJH3URJUDP

6KHXVXDOO\ZRUNVWKUHHGD\VSHUPRQWK

DWWKH3HQWDJRQZRUNLQJRQHYHU\WKLQJ

from coordinating exchanges between 

countries, setting up teleconferences 

and assisting the military services with 

the selection process, to managing the 

ORJLVWLFVRIWKHDFWXDOH[FKDQJHV6KHKDV

to cut through lots of red tape, she said, 

and it’s challenging to work with so many 

GL̆HUHQWFRXQWULHVEXWVKHHQMR\VWKH

YDULDWLRQIURPKHUXVXDOURXWLQH

3,W¶VYHU\LQWHUHVWLQJDQG,ORYHLW

Army Reserve Capt. Philip Knight, right, 

poses with Navy Rear Adm. Patricia Wolfe, 

center, and Army Maj. Shari Carter at Wolfe’s 

retirement ceremony in September 2013. 

Knight serves as the strategic planner for DLA 

Joint Reserve Force in his civilian job, and the 

unit’s training officer during his reserve duty.

Valuable Experience

3KLOLS.QLJKWLVDUHVHUYLVWZKRVHHV

ERWKVLGHVRIWKHFRLQ+HGRHVGRXEOH

GXW\ZLWKWKH'/$-RLQW5HVHUYH)RUFH

working full-time as the strategic planner 

and putting on his Army uniform to serve 

DVLWVWUDLQLQJṘFHU

.QLJKWZDV¿UVWDVVLJQHGWR'/$LQ

1RYHPEHUDIWHUJUDGXDWLQJIURP

*HRUJH0DVRQ8QLYHUVLW\RQDQ527&

scholarship and completing a year 

RI$UP\WUDLQLQJ,Q-DQXDU\

KHZDVDFWLYDWHGDVDWUDLQLQJṘFHU

IRUWKH'/$-RLQW5HVHUYH)RUFHD

“You have to choose what’s more important, and at the time, I could 

do the reserves still, because there were openings back here, and 

still be with the family.”

— Melissa Battiste
Loglines O July - August 2015 5

SRVLWLRQKHKHOGXQWLO0DUFK

During that time, he also served as the 

DLGHWRWKHGLUHFWRURIWKH-RLQW5HVHUYH

)RUFHDQGFRPSOHWHGDVL[PRQWK

GHSOR\PHQWWR,UDT$IWHUFRPLQJR̆

his activation, he got the civilian job as 

the strategic planner, but he still serves 

DVDWUDLQLQJṘFHULQWKHUHVHUYH

:KLOHKLVWLWOHLVVWUDWHJLFSODQQHU

.QLJKW¿OOVDORWRIGL̆HUHQWUROHVZLWKLQ

WKH-RLQW5HVHUYH)RUFHEHFDXVHVR

much of the workforce is made up of 

reservists who come in part-time, he 

VDLG2SHUDWLRQDOXSGDWHVEULH¿QJV

operating plans, routine administrative 

tasks and training are all things that 

FRXOGWDNHXSKLVWLPHRQDGDLO\EDVLV

,QDGGLWLRQKHLVVRPHWLPHVFDOOHGRQWR

IXO¿OO$UP\5HVHUYHWDVNVLQKLVFLYLOLDQ

FDSDFLW\PRVWO\EHFDXVHRISUR[LPLW\

3,W¶VGL̇FXOWEHFDXVH,¶PVWLOOLQWKH

ṘFHLQZKLFK,ZRUNERWKMREVVRKDOIRI

WKHWLPH,¶PLQYROYHGLQWKLQJVWKDWDUHQ¶W

QHFHVVDULO\VWUDWHJLFSODQQHUVWX̆EXWLW¶V

UHVHUYHVWX̆LWEOHHGVRYHU ́KHVDLG36R

WKHH[SHFWDWLRQLVWKDW,VKRXOGEHDEOHWR

GRERWKP\UHVHUYHVWX̆DQGP\FLYLOLDQ

VWX̆DOPRVWDWWKHVDPHWLPHRUDOLWWOHELW

HDFKGD\EHFDXVH,¶PKHUH ́

7KHVDPHFKDOOHQJHDSSOLHVWR

reserve drill weekends, Knight said, 

when he sits in the same desk but tries to 

SHUIRUPDGL̆HUHQWUROH(YHQWKRXJKLW

is challenging to separate the two jobs, he 

noted, he feels lucky to have his reserve 

unit and civilian job in the same place, 

because it eases the work-life balance that 

VRPDQ\UHVHUYLVWVVWUXJJOHZLWK

“As you get into certain leadership 

positions, the military expects you to do 

WKLQJVWKURXJKRXWWKHZHHN\RXFDQ¶WMXVW

GRPLOLWDU\ZRUNRQ6DWXUGD\DQG6XQGD\

RQFHDPRQWK ́KHVDLG36R,NQRZD

lot of people do that work after their 

ZRUNLQWKHLUVSDUHWLPH,WFDQEHYHU\

challenging to balance all of those things: 

\RXUIDPLO\PLOLWDU\DQGFLYLOLDQMREV ́

.QLJKWGHSOR\HGWR,UDTZLWK'/$

IURP2FWREHUWR$SULOVHUYLQJ

DVWKHDVVLVWDQWṘFHULQFKDUJHIRU

'/$'LVSRVLWLRQ6HUYLFHV,UDT+LVXQLW

ZDVHPEHGGHGZLWK,UDTLIRUFHVDQG

was tasked to clean and secure military 

equipment for demilitarization, disposal 

or transport as bases closed around the 

EHFDXVHLW¶VGL̆HUHQWIURPWKHW\SLFDO

KXPDQUHVRXUFHVZRUNWKDW,GRWKDW,

have been doing in my military career,” 

VKHVDLG36RLW¶VDZKROHQHZZRUOGLQ

WKHPLOLWDU\IRUPH ́

1RZDVHQLRUPDVWHUVHUJHDQW

%DWWLVWHZLOOUHDFK\HDUVRIVHUYLFH

LQ6HSWHPEHU+DYLQJVSHQWVRPXFK

WLPHZLWKWKH-RLQW5HVHUYH)RUFHDQG

with DLA, she said she sees the value 

reservists bring to the agency, both in 

the skills and training they receive and 

the extra manpower they provide to 

VXSSOHPHQWWKHIXOOWLPHVWD̆

37KH\OHVVHQWKHZRUNORDGHVSHFLDOO\

for the active duty side,” she said of the 

UHVHUYLVWV3)RUH[DPSOHZKHQ,ZDVRXW

this week, we had a major who came in 

and took care of the hot taskings that 

FDPHXSZKLOH,ZDVJRQH6RLWPDGHLW

easier for me to come in yesterday and 

KDYHDVPDOOHUPRXQWDLQRIVWX̆WRWDNH

FDUHRI,WKLQNWKH\KHOSDOOHYLDWHWKH

ZRUNORDGDQG,WKLQNWKH\KHOSOHVVHQ

WKHVWUHVVRIWKHDFWLYHGXW\ ́

FRXQWU\,WZDVDPRQXPHQWDOWDVNEXW

what was more impressive to Knight 

was the way DLA employees from all the 

supply chains worked tirelessly to take 

care of service members in theater while 

also managing the force drawdown and 

EDVHFORVXUHVKHVDLG

3,WZDVH\HRSHQLQJDWWKHVFRSHRI

ZKDW'/$FRQWUROOHG ́.QLJKWVDLG

,QKLV\HDUVRIZRUNZLWKWKH-RLQW

5HVHUYH)RUFH.QLJKWVDLGKHKDV

continually been impressed by the 

FRQWULEXWLRQ'/$¶VUHVHUYLVWVPDNH

:KLOHPRVWSHRSOHGRQ¶WUHDOL]HWKHZRUN

they put in on weekends and holidays, 

WKHDJHQF\¶VUHVHUYLVWV¿OOFULWLFDO

gaps in warehouse backlogs, operations 

cell manning, contract review and many 

RWKHUDUHDV,QDGGLWLRQDJRRGSRUWLRQ

of DLA’s civilian employees serve as 

reservists in units outside the agency, 

bringing in valuable military training and 

H[SHULHQFHWRPDNHWKHPPRUHH̆HFWLYH

KHVDLG

3%HLQJDUHVHUYLVWDQGZRUNLQJIRU

DLA is great, because you can now see 

ZKRLVD̆HFWLQJ\RXUPLOLWDU\OLIHDV

far as all your basic logistics needs,” 

.QLJKWVDLG36R\RXVHHWKDW'/$LV

RXWWKHUHLQWKH¿HOGDQG\RXKDYHWKH

ability to help your brothers and sisters 

in arms, whether it’s in Afghanistan or 

RQDWUDLQLQJPLVVLRQLQ/RXLVLDQD$QG

the reservists provide that extra civilian 

NQRZOHGJHDQGPLOLWDU\NQRZOHGJH ́
6 www.dla.mil

he primary base in Africa for the 

support of Operation Enduring 

Freedom, Camp Lemonnier, 

located in the eastern African 

nation of Djibouti, is home 

to U.S. Africa Command’s Combined 

Joint Task Force-Horn of Africa. The 

excessive wear that equipment incurs in 

a war zone can make it unserviceable. 

Rather than carelessly leaving it 

behind to be used for lethal purposes 

or to unintentionally hurt locals, much 

of it is reused, mutilated or sold for 

Story by Navy Petty Officer 1st Class Daniel Garas

Photos by Navy Lt. Brian Badura

h

s

F

l

n T

t US A

CASH FOR TRASH

scrap. Disposal or reutilization of this 

government property falls to a special 

group of military service members 

supporting Defense Logistics Agency 

Disposition Services. 

 “If no one does it, there’s no 

accountability of where it ends up,” said 

Army Master Sgt. Emanuel Myers, senior 

6 www.dla.mil

QRQFRPPLVVLRQHGṘFHULQFKDUJHRI

the Centralized Demobilization Division 

for DLA Disposition Services. “It could 

potentially be used as materials in an 

improvised explosive device or as a 

weapon against U.S. forces.”

The mission of Myers and his team 

of three Air Force and three Army senior 
Loglines O July - August 2015 7

date to the Horn of Africa,” Myers said.

DSRs receive training in a special 

demilitarization class before deploying. 

Myers said the process is thorough, but 

with good reason. 

3:H¶UHRQHRI¿YHFHQWUDO

demilitarization divisions, so we’re the 

subject-matter experts,” he said. “If 

customers have any questions, they 

contact us, and we ensure that item gets 

properly handled.”

$FFRUGLQJWR0\HUVWKHGL̇FXOW

training, technical expertise of the senior 

NCOs and familiarity with DLA as a whole 

KDVSDLGR̆PRUHWKDQRQFH

Myers said Gardner once successfully 

coordinated the release and distribution of 

NCOs is to ensure neither of those ever 

happens. Assigned to Disposition Services 

sites throughout Europe, they rotate to 

Camp Lemonnier as the theater liaison; 

ensuring property is properly disposed of.

3:KHUHYHU\RXKDYHFRQÀLFW\RXKDYH

a DLA Disposition Services representative 

there,” he said. “It’s an abundance of items: 

excess wood, laptops, mattresses, tires, 

anything dealing with vehicles or that was 

LQOLYLQJTXDUWHUV$OOWKDWVWX̆WKDWKDVWR

come through Disposition Services.”

Though the job is at times monotonous, Myers said that NCOs are ideal 

for it; as military members, they are the 

ones who must verify that property is no 

longer serviceable.

“You’re sending senior NCOs here 

to do the mission, which is constantly 

evolving,” said Air Force Master Sgt. Floyd 

Gardner, DLA’s current disposal service 

representative in Djibouti. “It’s probably 

one of the smartest things you can do, 

EHFDXVHZH¶UHREYLRXVO\ÀH[LEOHWRD

point where the clock doesn’t make much 

GL̆HUHQFHWRXV:H¶UHJRLQJWRJHWLWGRQH

regardless of that 9-to-5 mentality.” 

Serving as the direct point of contact 

for customers, Gardner said, DLA’s senior 

NCOs are ideal for this mission because 

WKH\¶UHTXDOL¿HGDQGZLOOLQJWRZRUNZLWK

the other parts of DLA. They can use that 

advantage to solve problems that weren’t 

initially factored into planning. 

“We’re a great force for networking,” 

he said. “When we talk to the Joint Senior 

Enlisted Counsel on Camp Lemonnier, 

you build relations and networks with 

them, and we’re able to function a lot 

better than you would imagine.”

Becoming a DSR requires thorough 

training and a demanding schedule, as 

service members can usually expect to 

GHSOR\ZLWKLQWKH¿UVWWZR\HDUVRIWKHLU

assignment to DLA. 

“As soon as you come on assignment 

to Disposition Services, we will contact 

you and let you know your deployment 

Personnel prepare to unload excess and scrap 

tires and equipment at Camp Lemonnier, 

Djibouti. DLA Disposition Services has 

eliminated about 1.3 million pounds of scrap 

from the camp since August 2014.

Loglines O July - August 2015 7
8 www.dla.mil

more than 800 drums of dust abatement 

compound at Camp Lemonnier, saving the 

installation thousands of dollars. 

Gardner realized that DLA Distribution 

already had drums of the compound and 

allotted it to the camp so leaders there 

wouldn’t have to buy it from private 

vendors or spend money on shipping costs.

“He was able to save Camp 

Lemonnier over $300,000,” 

Myers said. “That’s just one 

of the examples of the great 

things that the military is 

doing there.”

Gardner said that holding 

monthly classes for customers 

to understand what material 

they can turn in to scrap is 

part of the job, but organizing 

and supervising the scrapping 

process itself is another. 

The process begins 

when items are sorted 

through a system of labeling 

to determine where they 

will be scrapped.

 Items labeled as Demil 

A, such as refrigerators, allterrain vehicles and furniture, 

have no security restrictions, 

so they can be mutilated 

by Djiboutians contracted 

through local companies.

The DSR will watch over 

a supervisor, yard boss and 

¿YHWRVHYHQORFDOQDWLRQDOVDV

they deconstruct the material 

DFFRUGLQJWRVSHFL¿FDWLRQV

 “Once they torch it and 

cut it up, I have to come 

out and verify that it’s done 

properly,” Myers said. “If it’s 

not done properly, I have to ensure they 

redo it, because I sign documents saying 

that these items are properly disposed of.”

Items labeled C, D and E, such as 

communications equipment, armor 

plates, ballistic glass, and nuclear, 

biological and chemical suits are sent 

back to Disposition Services’ site in 

Kaiserslautern for demilitarization.

In Kaiserslautern, pieces of machined 

items like the trucks are sent through 

a shredder, in which they are further 

reduced to quarter-sized pieces. Myers 

said after that, the scrap is deemed safe 

for resale and distributed throughout the 

area to be melted down and reused.

Gardner was quick to point out that 

all the material that comes to them simply 

isn’t labeled to be cut up and destroyed.

6RPHHTXLSPHQW¿QGVDQHZOLIHLQ

the Reutilization, Transfer and Donation 

program, or RTD. 

Gardner said the concept is akin to a 

government garage sale. Equipment that 

has no military value but is still useful 

LVDXFWLRQHGR̆WRFXVWRPHUVWKURXJK

government resale websites.

3:H¿JXUHGRXWWKHEHVWPHWKRGIRU

reutilizing property from Djibouti was to 

put it online,” Gardner said. “You’re able 

to see assets here in Djibouti that you 

weren’t able to view before.”

The program has proven successful, 

coordinating the release of more than $2.4 

million in serviceable assets to support 

CJTF-HOA operations since January.

Vehicles that can’t be reused 

through the RTD program still 

contribute to the mission by being used 

for training emergency rescue teams 

on the base. Myers said that after 

vehicles are deemed unserviceable, 

crews use their equipment to train new 

personnel on extracting people 

from emergency situations.

2WKHUEHQH¿WVRI

the disposition program 

contribute to OEF indirectly, 

like helping provide stability 

to the local economy through 

consistent labor.

After more than a decade 

of U.S. presence in East Africa, 

thousands of Djiboutians have 

received work in a marketable 

VNLOOWKDWEHQH¿WVWKHORFDO

economy and helps their families. 

Myers explained that 

instead of being forced into 

possible terrorist activities 

out of desperation, the 

scrapping provides a stable 

source of income.

 “Companies are actually 

paying to be on site to do this 

service for the government, 

because scrap is so valuable 

in the world market,” he said. 

“Many of these guys desire to 

work on the base because it helps 

their families.”

Gardner called the 

situation a win-win, saying the 

government reclaims the cost 

of some of its equipment by 

scrapping it, and locals receive 

valuable scrap at a bargain price. 

Since August 2014, DLA Disposition 

Services in Djibouti has eliminated about 

1.3 million pounds of scrap from Camp 

Lemonnier, and Gardner doesn’t see it 

slowing down any time soon. Despite 

the increasing pace, he said he’s glad to 

represent both the military and DLA.

 “You’re shaking hands with the 

people that need it, and you can see the 

reasons why they need it,” he said. “You 

can’t beat the feeling.” 

Firefighters assigned to the fire department at Camp Lemonnier, Djibouti, 

cool down hot metal after cutting it with a chop saw during a training 

exercise. DLA’s program allows firefighters on base to practice using rescue 

equipment operation techniques on demilitarized all-terrain vehicles.

Navy Lt. Brian Badura
Loglines O July - August 2015 9

Story and Photos by Jessica Roman

DLA Distribution Public Affairs

RIGGERS

mong the boxes, air pallets 

and trucks at Defense 

Logistics Agency Distribution 

Susquehanna, Pennsylvania, a 

unique team gets to work: DLA’s 

only parachute rigger unit. The team’s set 

of responsibilities is unlike any other; not 

only do they provide mission-receiving 

support like other distribution centers, 

but they also provide parachute pack and 

maintenance activities for units across all 

military services.

3:H¶UHGL̆HUHQWWKDQQRUPDOULJJHU

XQLWV ́VDLG$UP\6WD̆6JW'DYLG/HZLV

one of the parachute riggers assigned to 

the group. “We all have a unique set of 

TXDOL¿FDWLRQVDQGKDYHWRXQGHUVWDQG

warehouse operations in addition to being 

FXUUHQWDQGTXDOL¿HGSDUDFKXWHULJJHUV ́

In the unit’s warehouse operation, 

parachutes are stored for units across the 

Department of Defense. The team uses 

the Distribution Standard System, DLA 

Distribution’s warehousing system that 

links all distribution centers together. 

3:HDUHDEOHWRVHHLWHPV¿UVWKDQG

before they arrive with the unit,” Lewis 

said. “We are used to seeing it on the line; 

it’s a unique experience to see and inspect 

them very closely here.”

m

a

L

S

u A

l

SUPPORT ON THE

GROUND AND IN THE AIR

Loglines O July - August 2015 9

Army Staff Sgt. David Lewis inspects the 

canopy of a parachute before packing it for 

use. Lewis is an airborne rigger with DLA 

Distribution Susquehanna, Pennsylvania.
10 www.dla.mil

who all work together to 

accomplish the team’s mission. 

“We are very lucky to 

have our civilian counterparts 

ZRUNLQJZLWKXV ́VDLG$UP\6WD̆6JW

Matthew Davenport, the parachute pack 

QRQFRPPLVVLRQHGṘFHULQFKDUJH3:H

pull and learn from them, and many of 

our teammates have invaluable experience 

to share with us. They are the constant, 

and pull this team together when military 

members rotate out.”

Because of the life-saving nature of the 

equipment, if a parachute is available for 

reuse, it goes through a rigorous inspection 

process. The riggers inspect it for cuts, 

tears, burns, frays or missing parts before 

FHUWLI\LQJLW¿WWREHXVHGDJDLQ7KH*

FDUJRSDUDFKXWHKDVVXVSHQVLRQOLQHV

that hold a container through the drop 

process, and every line must be inspected 

E\TXDOL¿HGULJJHUVWRHQVXUHWKHSDUDFKXWH

is in serviceable condition.

Each rigger understands what it takes 

to inspect a parachute: they must be 

hen military 

o

ts

6

ac

FK

nd

bl

e 

wh

on.

s

6WD̆6JW

chute pack 

KDUJH3:H

d many of 

le experience

constant,

hen military

The warehousing operation holds all 

types of airborne equipment – everything 

from personal parachutes to cargo 

parachutes to lines, elastic cord and other 

parachute repair parts. 

“We have to learn about all the service 

branches and their requirements, not 

just the Army,” Lewis said. “It’s a great 

experience to help us become well-rounded 

as soldiers; we have to get out of the Army 

mindset and into the DoD mindset.”

When items come to the unit for 

storage, the group inspects them for 

condition code and quantity. If the items 

are used, the team determines if they are 

reusable or repairable, or if they should 

be slated for disposal. DoD regulations 

mandate that parachute items must be 

LQVSHFWHGE\TXDOL¿HGSDUDFKXWHULJJHUV

although the unit works very closely 

with the four DLA warehouse employees 

assigned to the operation.

In addition to those four, the unit is 

made up of seven Army noncommissioned 

ṘFHUVDQGRQHFKLHIZDUUDQWṘFHU

 DLA Distribution Susquehanna, Pennsylvania’s, 

airborne riggers perform a static-line jump 

from a CH-47 Chinook helicopter during a 

monthly airborne operation.

willing to jump 

with any of the 

parachutes they 

pack and maintain. 

“We are the one 

and only DLA parachute 

riggers,” Davenport said. 

“If you can multitask, you 

belong here.”

The riggers work 

with the Pennsylvania Air 

1DWLRQDO*XDUG¶VUG6SHFLDO

Operations Wing to complete both 

VWDWLFOLQHDQGIUHHIDOOMXPSVIURP&

Hercules aircraft to maintain their jump 

currency. The unit also works with the 

(DVWHUQ$UP\1DWLRQDO*XDUG$YLDWLRQ

7UDLQLQJ6LWHDW)RUW,QGLDQWRZQ*DS

Pennsylvania, to jump from CH-47 

Chinook helicopters, where they are 

able to complete both static and freefall 

jumps on the same day. In addition 

to jumping, the riggers also execute 

jumpmaster duties at the drop zone.

Static-line jumps are the most common 

variety a parachutist would see in a combat 

VLWXDWLRQZKHUHODUJHDPRXQWVRIZDU¿JKWers jump together from an aircraft. Each 

jumper passes a static line to the jumpmaster before exiting the aircraft. The line is 

connected to the apex of the parachute, and 

after exiting the aircraft, the line pulls the 

deployment bag out of the pack tray. As the 

parachutist falls towards the ground, the 

static line and the parachute fully extend, 

breaking the tie the holds the two together, 

LQÀDWLQJWKHSDUDFKXWHDXWRPDWLFDOO\)UHH

fall jumps do not involve the line, and 

ZDU¿JKWHUVVLPSO\MXPSRXWRIDLUFUDIWDQG

deploy their own parachutes.

“I Will Be Sure Always” is the last line 

of the Riggers Pledge. DLA Distribution 

Susquehanna’s riggers safeguard and care 

for each and every parachute as if it was the 

one they would be jumping with, ensuring 

the safety of every soldier until their feet 

touch the ground. 
Defense Logistics Agency Strategic Plan 1

DEFENSE LOGISTICS AGENCY

STRATEGIC PLAN

2015 - 2022
Our nation has a powerful military force, capable of swiftly 

responding to today’s and tomorrow’s challenges at a moment’s 

notice across the globe. To be ready, our Soldiers, Marines, 

Sailors and Airmen rely on the men and women of the Defense 

Logistics Agency to accomplish their mission. We have a 

proud history of getting the right support to the right place at 

WKHULJKWWLPHIRUPRUHWKDQ¿YHGHFDGHV7KURXJKFRQWLQXHG

collaboration, innovation and smart investments, we’ll continue 

to be the standard-bearer for joint logistics and acquisition – 

GHOLYHULQJZRUOGFODVVVXSSRUWWRWKH:DU¿JKWHU7KURXJKWKLV

strategic plan, DLA builds upon these strengths, honors its 

commitments, and sets a course for future success.

DEFENSE LOGISTICS AGENCY

Director’s Intent

Our mission is straightforward: 

Provide effective and efficient global solutions to Warfighters 

and our other valued customers.

Our vision is clear: 

Deliver the right solution on time, every time.

:HZLOOUHDOL]HWKLVYLVLRQWKURXJK¿YHJRDOV

• Warfighter First 

- Make promises and keep them

• People and Culture 

- Valued team members; resilient and ready for the challenge 

• Strategic Engagement 

- Better outcomes through teamwork 

• Financial Stewardship 

- Affordable solutions and continued accountability 

• Process Excellence 

- Always improving; finding smarter ways to do things

2XUYDOXHVGH¿QHZKRZHDUHKRZZHDFWDQGKRZZHWUHDWRQHDQRWKHU

Integrity, Resiliency, Diversity, Innovation, Accountability, Excellence

Execution of this strategic plan is supported by my annual director’s guidance – helping leaders translate words into 

action and measure our progress. With this solid foundation, an agile, professional workforce, and a constant desire to 

LPSURYHRXUVXSSRUWWRWKH:DU¿JKWHUDURXQGWKHZRUOGZHZLOOFRQWLQXHWREHWKHEHVW±$PHULFD¶V&RPEDW/RJLVWLFV

Support Agency. 

Lt Gen Andy Busch

Director 

Defense Logistics Agency
Defense Logistics Agency Strategic Plan 1

STRATEGIC PLANNING INFLUENCES 

AND PROCESS

$V$PHULFD¶V&RPEDW/RJLVWLFV6XSSRUW$JHQF\WKH'HIHQVH

/RJLVWLFV$JHQF\'/$SURYLGHVWKH$UP\0DULQH&RUSV

Navy, Air Force, federal and state agencies, and international 

partners with the full spectrum of innovative logistics, 

acquisition, and technical solutions. DLA’s most daunting 

FKDOOHQJHVDUHRIWHQHQFRXQWHUHGLQVXSSRUWRIRXUZDU¿JKWLQJ

FXVWRPHUV$VWKH:DU¿JKWHU¶VFRPEDWORJLVWLFVVXSSRUW

SURYLGHUZHPXVWVXVWDLQ:DU¿JKWHUVLQDQHUDRIFRPSOH[

dynamic, competing, and often urgent needs. 

The current budget climate presents a challenge in balancing 

QDWLRQDOSULRULWLHVDQG¿VFDOUHDOLWLHVDQGOHDYHVOLWWOHPDUJLQ

to absorb unnecessary risks. We empower our workforce with 

the tools, funding, training, and other resources to enable their 

success. We foster an organizational culture that supports 

high levels of performance and quality at the individual and 

enterprise levels. We partner with industry to proactively 

leverage best practices, new technology, and other innovations 

to forecast and meet emergent demands. Our determined 

focus on process excellence delivers quantitative and 

qualitative results that are repeatable and, most importantly, 

PHDVXUHDEOH2XU¿QDQFLDOSURFHVVHVDQGFRVWVDUH

transparent and well-documented, enabling our customers to 

SDUWLFLSDWHZLWKXVWRSURGXFHDQGEHQH¿WIURPFRVWVDYLQJV

Table of Contents

STRATEGIC PLANNING INFLUENCES AND PROCESS....... 1

STRATEGY ............................................................................... 2

Mission................................................................................ 2

Vision.................................................................................. 2

Values................................................................................. 4

GOALS AND OBJECTIVES...................................................... 4

GOAL AREA 1: WARFIGHTER FIRST .............................. 5

GOAL AREA 2: PEOPLE AND CULTURE......................... 6

GOAL AREA 3: STRATEGIC ENGAGEMENT................... 7

GOAL AREA 4: FINANCIAL STEWARDSHIP ................... 9

GOAL AREA 5: PROCESS EXCELLENCE ..................... 10

PERFORMANCE MANAGEMENT AND MEASUREMENT....12

DIRECTOR’S CALL TO ACTION............................................ 13
2 www.dla.mil

it must be in the future (vision), and how it intends to get there 

(goals and objectives). To develop an actionable strategic plan, we 

followed industry best practices that included:

• &RPSOHWLQJDQDQDO\VLVRIWKHHQYLURQPHQWDOIDFWRUV

(e.g., policy, budgetary, regulatory, workforce, etc.) 

that impact DLA, our customers, and our stakeholders

• Analyzing relevant policy, plans, directives, and 

guidance that establish critical priorities for the 

Agency to ensure we are aligned with the Department, 

its leadership, and our partners 

• Interviewing our customers, stakeholders, and 

leadership to identify strengths, weaknesses, current 

challenges, and future expectations 

• Developing an overview of our strengths, weaknesses, 

opportunities, and threats from which to frame our 

strategic agenda for action

• Working as a cohesive team to identify where we 

FDQOHDQIRUZDUGWRREWDLQVLJQL¿FDQWLPSURYHPHQWV

in operations

STRATEGY

MISSION

3URYLGHH̆HFWLYHDQGḢFLHQWJOREDOVROXWLRQVWR

:DU¿JKWHUVDQGRXURWKHUYDOXHGFXVWRPHUV

-XVWDVWKH$PHULFDQ:DU¿JKWHU¶VPLVVLRQLVWRSURWHFWRXU1DWLRQ¶V

VHFXULW\LQWHUHVWV'/$¶VPLVVLRQLVWRVHUYHWKH:DU¿JKWHULQWKDW

H̆RUW2XU6ROGLHUV0DULQHV6DLORUV$LUPHQDQGWHDPPDWHVVHUYH

around the world, and DLA is right beside them providing global, 

full-spectrum logistics support in the most austere environments. 

We provide food, clothing, medical supplies, fuel, consumable 

items, and repair parts to our Military Services. When our Soldiers, 

Marines, Sailors, and Airmen are supplied, fueled, nourished, 

moved, or healed, DLA plays a vital role. 

:HVXSSRUWHGGHSOR\HG:DU¿JKWHUVLQHYHU\PDMRUFRQÀLFW

DQGFRQWLQJHQF\RSHUDWLRQRYHUWKHSDVW¿YHGHFDGHVIURP

Vietnam to Iraq, Afghanistan, and Liberia. Our forward-deployed 

RUJDQL]DWLRQVLQ(XURSH$IULFD6RXWKZHVW$VLDDQGWKH3DFL¿F

as well as our in-theater, on-the-ground support teams ensure 

:DU¿JKWHUVNQRZZHDUHZLWKWKHP:HDUHKLJKO\GHSOR\DEOH

DQGDOZD\VUHDG\WRPHHW:DU¿JKWHUV¶UHTXLUHPHQWV

Our support extends beyond the Department of Defense (DoD) 

to other federal civil agencies including, but not limited to, the 

DLA provides premier customer service and continues to enhance 

and strengthen our enduring relationships with the Military Services 

DQG&RPEDWDQW&RPPDQGV:HZRUNWLUHOHVVO\WRIXUWKHUUHLQIRUFH

RXUFORVHFROODERUDWLRQZLWK867UDQVSRUWDWLRQ&RPPDQG

8675$16&20DQGLQGXVWU\SDUWQHUV2XUVWUHQJWKLVZRUNLQJDV

a team on end-to-end processes to ensure that integrated solutions 

DUHVDIHVHFXUHDQGḢFLHQW:HZLOOFDSWXUHRSSRUWXQLWLHVWRZRUN

with our partners earlier and more closely to integrate life-cycle 

ḢFLHQFLHVLQWRWKHGHVLJQDFTXLVLWLRQDQGORQJWHUPVXVWDLQPHQW

of major programs. 

We will focus on strengthening and optimizing our supply chains. 

Even though our support to the Nuclear Enterprise crosses 

multiple supply chains and functions, here too we will excel. 

It is a good example of where we must be vigilant in our endto-end process planning, precise in execution, and committed 

to partnering with the Military Services and U.S. Strategic 

&RPPDQG86675$7&20WRHQVXUHZHPDLQWDLQDQGLPSURYH

our performance while leveraging technology and processes to 

DGYDQFHḢFLHQFLHV:HZLOODGGUHVVDUHDVZKHUHWKH1XFOHDU

Enterprise is underserved.

Strategic planning is about change. It is an iterative process that 

LGHQWL¿HVZKHUHDQRUJDQL]DWLRQPXVWIRFXVPLVVLRQZKHUH

Department of Homeland Security (DHS), the Department of 

State (DoS), the Department of Energy (DoE), and the General 

Services Administration (GSA), as well as designated state and 

local customers. We are recognized for our responsiveness in 

providing assistance in diverse crises such as the Hurricane 

6DQG\UHOLHIH̆RUWLQDQGWKH(ERODRXWEUHDNLQ:HVWHUQ

$IULFDGXULQJ

VISION

'HOLYHULQJWKHULJKWVROXWLRQRQWLPHHYHU\WLPH

Our vision describes our desired end state; to achieve it, we 

pledge to increase agility, responsiveness, innovation, and 

program integration. DLA’s ability to anticipate and overcome 

logistical obstacles translates into our customers’ increasing 

ability to realize mission success. 

:HVXSSRUWRXU:DU¿JKWHUVZLWKDEURDGUDQJHRIORJLVWLFV

and supply chain capabilities, ensuring that our customers 

receive what they need, when they need it. We incorporate 

and implement industry best practices. We support our 

:DU¿JKWHUVWKURXJKRXUIRUZDUGSUHVHQFHZLWKWKHFXVWRPHU

our broad range of responsibilities across DoD supply chains, 

our capabilities in closing logistics seams and gaps, our 
Defense Logistics Agency Strategic Plan 3

strength in aggregating data to aid in decision making, and 

our deep expertise in achieving transformation.

To realize our vision, we understand that as a logistics 

leader and steward of the Department’s resources, we 

must manage costs, maintain supply chains, sustain the 

industrial base, and integrate with industry. We will 

examine our end-to-end processes with our partners to 

identify process excellence opportunities to remove barriers 

DQGDFKLHYHSUHFLVHH[HFXWLRQ¿VFDOUHVSRQVLELOLW\DQG

service-level accountability.

Through early and meaningful engagement with our partners, 

ZHZLOOEDODQFHWKHUHTXLUHPHQWVDQGWUDGHR̆VWKDWPLJKWEH

necessary to develop the right solutions. These solutions will 

incorporate customer materiel needs, timelines, and performance 

assurance as well as DoD’s interests in cost, infrastructure, and the 

defense industrial base. 
4 www.dla.mil

GOALS AND OBJECTIVES

7KH¿YHJRDODUHDVUHSUHVHQWWKHIRXQGDWLRQDOFDWDO\VWVZH

believe are necessary and relevant to realize our vision. 

These goals complement our mission as well as represent 

our commitment to ensuring our agility and responsiveness 

to the current and emerging needs and expectations 

RI:DU¿JKWHUVDQGRXURWKHUYDOXHGFXVWRPHUVDQG

stakeholders. Achieving these goals requires us to explore 

innovative opportunities and seize these opportunities to 

constantly improve our operations and service delivery. 

VALUES

,QWHJULW\5HVLOLHQF\'LYHUVLW\,QQRYDWLRQ

$FFRXQWDELOLW\([FHOOHQFH

Our values provide the foundation for all of the actions we 

take and the decisions we make in support of our customers, 

stakeholders, workforce, and partners:

• ,QWHJULW\ Honest and trustworthy, we follow through on 

what we promise.

• 5HVLOLHQF\DQG'LYHUVLW\ Flexible, responsive, recoverable, 

and able to quickly adapt to changing business environments 

ZKLOHDFKLHYLQJRXWVWDQGLQJUHVXOWV&RPSRVHGRISHRSOHIURP

YDULHGEDFNJURXQGV:HFHOHEUDWHDQGOHYHUDJHRXUGL̆HUHQFHV

WRGHOLYHULQQRYDWLYHDQGH̆HFWLYHRXWFRPHV

• ,QQRYDWLRQ We pioneer new ideas, devices, and 

methods. Working with each other, customers, 

and stakeholders to provide solutions that are 

unique and creative. 

• $FFRXQWDELOLW\ Obligated and willing to accept 

responsibility. We are accountable to DoD and our 

customers, just as our workforce is accountable to 

WKH'/$PLVVLRQWRSURYLGHH̆HFWLYHDQGḢFLHQW

JOREDOVROXWLRQVWR:DU¿JKWHUVDQGRXURWKHU

valued customers.

• ([FHOOHQFH Extremely high quality. We take 

SULGHLQSURYLGLQJ¿UVWFODVVVROXWLRQVRQWLPH

every time.

2XU¿YHJRDODUHDVDUH

• Warfighter First • People and Culture 

• Strategic Engagement • Financial Stewardship

• Process Excellence
Defense Logistics Agency Strategic Plan 5

GOAL AREA 1: WARFIGHTER FIRST

'HOLYHULQQRYDWLYHDQGUHVSRQVLYHVROXWLRQVWR:DU¿JKWHUV

¿UVW'R'FRPSRQHQWVDQGRXURWKHUYDOXHGFXVWRPHUV

'/$¶VWRSSULRULW\LV:DU¿JKWHUVXSSRUW7KHFXUUHQWWKUHDW

environment is complex, and we must be a trusted and responsive 

SDUWQHUWRWKH:DU¿JKWHUDVZHOODVRQHWKDWLVDEOHWRDQWLFLSDWH

changing and future needs. We will ensure our organization’s 

goals, processes, and performance are innovative, responsive, and 

V\QFKURQL]HGZLWKWKHFXUUHQWDQGIXWXUHQHHGVRIWKH:DU¿JKWHUV

DoD components, other mission partners, and stakeholders.

Objective 1: Anticipate, assess, and meet current and future 

Warfighter requirements 

:DU¿JKWHUUHTXLUHPHQWVFKDQJHDWDPRPHQW¶VQRWLFH,WLVLPSHUative that DLA rapidly senses and responds to these changes with 

innovative solutions and optimum support for all classes of supply. 

This includes linking DLA capabilities, such as materiel availability 

WRVXSSRUW:DU¿JKWHUUHDGLQHVVZLWKFRQWLQJHQF\SODQQLQJDQGZLWK

&RPEDWDQW&RPPDQGHUV¶7KHDWHU3RVWXUH3ODQV:HZLOOZRUNZLWK

our customers to understand their current requirements and anticipate future needs to ensure the right materiel is available to support 

their varied mission sets. 

Success for this objective: More accurate demand forecasts, stock levels 

and positioning, paired with a rapid response to emergent requirements, which ultimately contribute to improved mission readiness 

IRUWKH0LOLWDU\6HUYLFHVDQG&RPEDWDQW&RPPDQGHUV

Objective 2: Partner with program managers for major acquisition 

systems to lower lifecycle costs

7RSURYLGHPRUHḢFLHQWDQGH̆HFWLYH:DU¿JKWHUVXSSRUWZH

will strengthen our partnerships with program managers early in 

the acquisition process for Major Defense Acquisition Programs 

0'$3V&ROODERUDWLYHO\ZHZLOOLGHQWLI\FULWLFDOSURJUDPVXSSRUW

requirements and potential decreased lifecycle costs, and align our 

resources accordingly. This early involvement will foster improved 

transparency and lead to reduced lifecycle support costs.

Success for this objective: A valued partner integrated into the planning 

and execution of programmatic logistics solutions. Establish a comSUHKHQVLYHHQJDJHPHQWSURFHVVZLWKWKHWRS¿YH0LOLWDU\6HUYLFHV

designated MDAPs, that enables DLA to create options for program 

managers to reduce lifecycle logistics costs.

Objective 3: Identify and manage supply system risks (execute and 

sustain our mission) 

7KHUHDUHVLJQL¿FDQWULVNVLQRXUFXUUHQWHQYLURQPHQW±RSHUDWLRQDO

cybersecurity, terrorism, and counterfeiting – that pose severe challenges to our supply chains at any given time. It is imperative that we 

analyze, assess, and address these key risk areas across our supply 

chains. We will foster an internal environment where reporting and 

addressing operational risks such as cyber threats and counterfeit/

irregular parts is encouraged and valued. That same attention must 

extend to our supplier base, where we must be astute in vendor relationship management to ensure our private sector partners protect 

RXUPDWHULHODQGGDWDLQWHJULW\WRH̆HFWLYHO\VXSSRUWWKH:DU¿JKWHU

Success for this objective: Implement a more comprehensive program 

to identify risks, detect counterfeit and nonconforming materiel, 

and establish secure systems to avoid or mitigate potential disruptions to logistics support and ensure the continuity of essential 

functions and operations.

Objective 4: Leverage DLA’s Research and Development (R&D) 

program to infuse innovation into our solutions

We will identify and prioritize innovative R&D solutions based on 

our customers’ priorities. Understanding disruptive technologies 

and exploring potential game-changing innovations and other loJLVWLFV5	'RSSRUWXQLWLHVWRVXSSRUWWKH:DU¿JKWHULVDFULWLFDODVpect of the solution. Early exploration and investment in emerging 

technologies will produce enhanced capabilities for our customers. 

For example, implementation of robotic technologies, automation 

in Distribution operations, and 3D printing of hard-to-source and 

long-lead-time parts will enhance logistics support capabilities 

DQGSURGXFHPRUHUHOLDEOHFRVWH̆HFWLYHVROXWLRQV7KHVHLQQRvations will remove barriers to the use of commercial technology, 

reduce response times, and ensure investments link directly to 

HQKDQFHG:DU¿JKWHUVXSSRUW6LQFHLQGXVWU\5	'ODEVRIWHQ

generate viable prototypes, we will explore their innovations and 

LQYLWHWKHPWRGHPRQVWUDWHWKHLUFDSDELOLW\GHYHORSPHQWH̆RUWV

Our R&D program will produce innovative logistics solutions that 

DUHPRUHUHOLDEOHDJLOHDQGFRVWH̆HFWLYH

Success for this objective: Rapid and seamless migration of logistics 

R&D investments into operational solutions. 
6 www.dla.mil

Objective 5: Develop and implement a Whole of Government 

strategy aligned to DoD

:KLOHWKH0LOLWDU\6HUYLFHVDQG&RPEDWDQW&RPPDQGVUHPDLQ

our primary support focus, DLA possesses the core competencies 

WRSRVLWLYHO\LQÀXHQFHWKHRXWFRPHRI:KROHRI*RYHUQPHQW

UHVSRQVHH̆RUWVDQGRSHUDWLRQV7KLVFDQEHDFFRPSOLVKHGZLWKQR

degradation of support to our DoD customers. We will achieve this 

through proactive, strategic engagement with federal agencies and 

organizations to optimize DLA’s ability to respond to domestic and 

international emergencies, natural disasters, and humanitarian 

UHOLHIH̆RUWV(QKDQFHGHQJDJHPHQWVZLWKH[LVWLQJ'HIHQVH

6XSSRUWRI&LYLO$XWKRULWLHV'6&$SDUWQHUVDQGGHSDUWPHQWV

and agencies linked to diplomatic initiatives (DoS, U.S. Agency for 

International Development (USAID), foreign military sales) are a 

priority. Opportunities also exist to support federal, state, and local 

government agencies and organizations associated with homeland 

defense and emergency response missions. 

Potential partners have vital readiness or contingency 

UHTXLUHPHQWVWKDWFRXOGEHQH¿WIURP'/$¶VFRPSHWHQFLHVDQG

services. To achieve this objective, a structured approach to 

identify and evaluate potential partnerships is essential. This 

approach considers mission alignment, costs, and risks, as well 

as the suitability of our expertise, capabilities, and limitations.

Success for this objective: A comprehensive, transparent, business 

case-like analysis that facilitates a thorough assessment of 

Whole of Government requirements or requests. Key to this 

DQDO\VLVLVHQVXULQJ'/$¶VDELOLW\WRH̆HFWLYHO\VXSSRUW:KROHRI

Government entities without any degradation of support to the 

0LOLWDU\6HUYLFHVDQG&RPEDWDQW&RPPDQGHUV

GOAL AREA 2: PEOPLE AND CULTURE 

+LUHGHYHORSDQGUHWDLQDKLJKSHUIRUPLQJYDOXHG

UHVLOLHQWDQGDFFRXQWDEOHZRUNIRUFHWKDWGHOLYHUVVXVWDLQHG

PLVVLRQH[FHOOHQFH

DLA has always been a high-performing organization, and our 

workforce is our greatest asset. To further increase performance, 

we will use innovative approaches to attract and retain missionfocused people. We will foster an environment that unlocks the 

full potential of our workforce, enabling them to achieve peak 

performance and meet future challenges. To accomplish this, 

we will continue to attract and hire highly-talented individuals, 

further develop their competencies and resilience, and cultivate 

and retain the next generation of diverse leaders and workforce to 

advance DLA into the future.

The key to mission success is to continue our focus on people and 

culture. Our success depends on the readiness of our workforce to 

6 dl il

meet changing mission requirements in an evolving technological 

environment. Partnering with our labor unions to communicate 

and implement positive change and maintain our standing as 

an employer of choice is vital to an invigorated, sustained, and 

resilient workforce. 

Objective 1: Foster an environment and organizational culture where 

DLA employees are valued and high-performing

We will continue to conduct and leverage our enterprisewide 

culture and climate surveys to determine workforce satisfaction, 

DSSO\LQJRXU¿QGLQJVDQGPHDVXULQJSURJUHVV:HZLOOFRQWLQXRXVO\

pursue a performance-based culture that fosters an environment in 

ZKLFK'/$HPSOR\HHVXQGHUVWDQGKRZWKH\¿WLQWRWKHHQWHUSULVH

mission and vision, feel valued, and have rewarding career path 

options. DoD’s new performance management system, which links 

individual performance appraisals with organizational mission 

and goals, can further strengthen our knowledge of the current 

employee environment and perspective. This more comprehensive 

understanding will lead to new solutions and improvements to be 

implemented through our robust culture action plans.

Success for this objective: Stronger culture and climate survey 

VFRUHVWKDWUHÀHFWH̆HFWLYHFXOWXUHDFWLRQSODQVDQGLQFUHDVHG

employee satisfaction.

Objective 2: Fortify workforce resiliency

To move DLA forward, we will provide a workplace where all 

levels of the workforce are empowered, valued, and treated 

with dignity. Fortifying resiliency represents the things we do 

within DLA to assist members of our workforce to become more 

H̆HFWLYHLQWKHLUSURIHVVLRQDODQGSHUVRQDOOLYHV,QDGGLWLRQ

to continually improving workplace safety and the security of 

our work environment, we will assess, identify, and implement 

improvements to ensure employees see themselves as valued 

team members and are resilient in the face of professional and 

personal challenges. We will institutionalize the capability 

to actively engage, support, and solicit the feedback of our 

workforce. Moreover, we will provide a resiliency toolkit to 

HQVXUHWKHZRUNIRUFHUHFHLYHVDQGEHQH¿WVIURPWKHUHVRXUFHV

DQGWUDLQLQJR̆HUHG

Success for this objective: Improved workforce resiliency and 

employee engagement. 

Objective 3: Strengthen workforce competencies

To prepare for the emerging mission environment, it is critical 

to identify and implement new strategies to expand workforce 

competencies that build a strong bench. We will continue to 

develop and maintain a high-performing workforce with the 

technical capabilities necessary to lead DLA into the future. We 

ZLOOGH¿QHWKHFULWLFDOFRPSHWHQFLHVQHHGHGWRPHHWHPHUJLQJ

demands and institute a training development program with 

associated resources to further professionalize our workforce.
Defense Logistics Agency Strategic Plan 7

Success for this objective: A workforce that demonstrates the 

competencies needed to meet current mission requirements and is 

engaged in professional development to meet future challenges.

Objective 4: Refresh the hiring process with improved candidate 

assessments

To adapt to a changing strategic environment and take advantage 

of future opportunities, it is important to continue to attract and 

hire top talent. To continue to strengthen and grow our highperforming talent pool, we will refresh our hiring process and 

improve our competitive selection process with more robust 

candidate assessment strategies.

Success for this objective: A more transparent and balanced hiring 

process with greater employee satisfaction.

Objective 5: Bolster leader competencies to effectively lead in a 

rapidly changing work environment

,WLVHVVHQWLDOWKDW'/$¶VOHDGHUVKLSH̆HFWLYHO\OHDGVDQLQFUHDVLQJO\

diverse, modern workforce. Our leaders must unlock the full 

potential of a workforce with diverse backgrounds, experiences, and 

perspectives, in a modern and technologically advanced workplace. 

We will assess and improve our current leadership model and 

leadership competencies to cultivate leaders who are prepared to 

H̆HFWLYHO\PDQDJHLQWKLVIXWXUHHQYLURQPHQW

Success for this objective: Leaders demonstrating success through 

PLVVLRQSHUIRUPDQFHDQGLQVSLULQJJUHDWHUFRQ¿GHQFHDQG

productivity in the workforce. 

Objective 6: Develop and implement a framework for effective 

succession management for key positions

We will implement a succession planning process to adapt to 

the changing strategic environment and generational shifts 

within the workforce and leadership ranks. It is critical to 

prepare our workforce and emerging leaders for new roles and 

responsibilities. We will identify and assess key leadership 

positions and skillsets most critical to short- and long-term 

success. To ensure smooth transitions and reduce the risk of 

leadership gaps, we will identify and rationalize our professional 

and leadership development activities into a coherent succession 

management framework for leaders to apply to key positions. 

Success for this objective:(̆HFWLYHVXFFHVVLRQPDQDJHPHQW

SURFHVVHVWRHQVXUHDVẊFLHQWDQGUREXVWWDOHQWSLSHOLQHIRUNH\

leadership positions.

GOAL AREA 3: STRATEGIC ENGAGEMENT

(QJDJHLQGXVWU\DQGRWKHUSDUWQHUVLQWKHGHOLYHU\RI

H̆HFWLYHDQGD̆RUGDEOHVROXWLRQV

Strong relationships with external partners are vital to achieve DLA’s 

mission. We are, and will continue to be, focused on developing 

innovative business relationships with our industry and DoD 

partners. We need to engage more closely with industry providers 

of support and materiel and the DoD components that receive them 

to anticipate and meet the demands of the diverse and constantly 

FKDQJLQJFLUFXPVWDQFHVRXU:DU¿JKWHUVIDFH$VWKHUHODWLRQVKLSV

with our partners deepen, we will become more knowledgeable 

about their strengths, challenges, and priorities. Through 

this knowledge, we will make more informed decisions in the 

GHYHORSPHQWDQGGHOLYHU\RIWKHULJKWVROXWLRQVIRURXU:DU¿JKWHUV

,QFUHDVHGFRPPXQLFDWLRQDQGFROODERUDWLRQZLOOEHQH¿W'/$RXU

LQGXVWU\SDUWQHUV'R'DQGDERYHDOO:DU¿JKWHUV

Objective 1: Collaborate with providers to incenti-vize 

productivity and innovation, eliminate unproductive business 

processes, and address industrial base vulnerabilities

DLA and our partners share many common goals and, 

even when we do not, there are opportunities for mutually 

EHQH¿FLDOFROODERUDWLRQ2XUSURYLGHUVFDQEHVWVHUYHXVLI

they have more information about our needs and demands, 

just as we can better target and tailor providers and contracts 

when we have information about production costs, schedules, 

processes, specializations, and limitations. We will work 

with industry providers to understand cost drivers, make 

FRQWUDFWH[HFXWLRQHDVLHUDQG¿QGPRUHḢFLHQWDQGH̆HFWLYH

production and acquisition methods. To do this, we will 

establish a routine communication strategy, understand legal 

constraints, improve the acceptance and inspection process, 

better structure contracts, reduce time to award, engage with 

industry and Government partners to address their concerns 

and leverage their knowledge, engage in information sharing, 

and improve support both before and after contract award. 

Success for this objective: Streamlined contract processes, 

increased dialogue, and improved relationships and 

performance with DLA partners and providers. 
8 www.dla.mil

Objective 2: Align DLA processes and initiatives with evolving 

DoD business objectives

DLA, together with our partners in DoD, will accomplish more 

DQGEHWWHUVHUYH:DU¿JKWHUVE\ZRUNLQJWRJHWKHUUDWKHUWKDQ

separately. Through increased collaboration with our partners in 

DoD and within the defense industrial base, we will proactively 

execute our mission. We will support our leadership by 

identifying opportunities for DLA to enhance its support to the 

Department and ensure representation of DLA’s interests within 

DoD and DoD’s interests in the Whole of Government. This will 

UHVXOWLQLQFUHDVHGḢFLHQFLHVUHGXFHGFRVWVJUHDWHUVRXUFLQJ

opportunities, and reduction of sole-source items.

Success for this objective: A prominent role in federal strategic 

sourcing initiatives; an expanded role in, and repeatable 

process for, lifecycle planning; increased access to data rights; 

and legislative recommendations to ease legal, regulatory, and 

¿QDQFLDOUHVWULFWLRQVRQ'/$

Objective 3: Incentivize productivity and innovation through 

performance-based acquisition (PBA) methods and arrangements

:DU¿JKWHURSHUDWLRQVKDYHFKDQJHGLQWKHQHZPLOOHQQLXP

'/$LVZLWK:DU¿JKWHUVLQPRUHSODFHVWKDQHYHUEHIRUHDQG

needs new tools and processes to adapt. We will explore what 

we and our partners can produce today as well as what we will 

be capable of producing in the future. We will leverage industry 

agility, competition, and innovation to take advantage of 

commercial integrated logistics support arrangements. DLA’s 

use of PBA methods through competition increases access to 

innovative and high-quality products at reduced costs. 

Success for this objective: A standard procedure to identify and 

pursue opportunities to implement strategic Performance-Based 

Logistics (PBL) contracts and the review of existing contracts and 

relationships to leverage PBA features that are aligned with our 

business objectives. 

Objective 4: Enable innovative acquisition through an aligned and 

secure end-to-end information technology (IT) architecture and 

analytical tools

An aligned, end-to-end IT architecture improves visibility and 

transparency, making it easier to see opportunities for expanded 

collaboration and partnership. Greater data sharing allows industry 

partners to anticipate our future demands and allows us to better 

anticipate our customers’ future needs. Greater transparency into 

the supply chain allows for improved decision making, avoidance of 

unacceptable risk, and predictable results. We will identify emerging 

WHFKQRORJLHVDQGGHWHUPLQHZKLFKEULQJWKHJUHDWHVWEHQH¿WWR'/$

and our customers. We will leverage state-of-the-market technoloJLHVWRFRQWLQXDOO\JURZRXUDFTXLVLWLRQDQDO\WLFV([SHFWHGEHQH¿WV

of these initiatives are: improved and targeted capital expenditures, 

PRUHḢFLHQWSURGXFWLRQFRQWUROSODQQLQJHVWDEOLVKHGVXEWLHUDUrangements to support DLA contracts, and a more stable workforce 

IRURXUVXSSOLHUVKLJKHU¿OOUDWHVUHGXFHGFDSLWDOH[SHQGLWXUHVOHVV

ZDVWHDQGPRUHSUHGLFWDEOHZDU¿JKWHUVXSSRUWIRURXUFXVWRPHUV

and improved demand planning, more accurate forecasting of total 

lifecycle costs, increased competition, more precise requirements 

and customized contracts, better contract performance, and imSURYHGLQLWLDO¿HOGLQJVXVWDLQPHQWIRU'/$

Success for this objective: A process to identify and leverage 

emerging technologies, application of state-of-the-market 
Defense Logistics Agency Strategic Plan 9

tools for supply chain management, and a supply chain that is 

more responsive, transparent, and accessible to industry and 

our customers.

GOAL AREA 4: FINANCIAL STEWARDSHIP

'HOLYHUH̆HFWLYHDQGD̆RUGDEOHVROXWLRQV

6XSSRUWWRWKH:DU¿JKWHULVRXUWRSSULRULW\:HZLOODFTXLUHQHZ

capabilities and eliminate non-value-added processes to optimize 

:DU¿JKWHUUHDGLQHVVPHHWIXWXUHWKUHDWVDQGUHGXFHWKHLUWRWDO

equipment and system ownership costs. We will aggressively drive 

costs out of operations and materiel acquisitions to ensure an agile 

capability that can surge as needed to provide global military and 

humanitarian support. 

Accountability is the foundation of good stewardship. We are 

VWHDGIDVWLQPDLQWDLQLQJRXU¿QDQFLDOFRPPLWPHQWVWRRXU

FXVWRPHUVZKLOHHQVXULQJYDOXHḢFLHQF\DQGH̆HFWLYHQHVVLQ

every program. We will partner with our customers to improve 

pricing transparency and to collaboratively develop solutions to 

PLQLPL]HFRVWV:HZLOOR̆HUPRUHGLVFUHWHDQGÀH[LEOHSULFLQJ

options to allow customers to select the type of service and 

SHUIRUPDQFHWKDWEHVWPHHWVWKHLUPLVVLRQDQGD̆RUGDELOLW\QHHGV

After reaching audit readiness, we will sustain auditability. 

Objective 1: Develop and implement a flexible strategy that 

positions DLA to provide logistics excellence in the future

As DoD resources diminish, DLA must adapt by developing 

innovative solutions that will enhance our existing exemplary 

service to our customers while using less money. We will 

collaborate with the Military Services to better understand 

their evolving requirements and chart a path to advance our 

capabilities. By working with private industry, we will explore 

best-of-breed logistics solutions and technology innovations to 

continually improve all facets of DLA business lines and processes. 

&RQFXUUHQWO\ZHZLOOLGHQWLI\SUXGHQWFRVWUHGXFWLRQVWUDWHJLHV

WRRSWLPL]HḢFLHQF\DQGH̆HFWLYHQHVVZLWKRXWFRPSURPLVLQJ

:DU¿JKWHUVXSSRUW

Success for this objective:'LVFLSOLQHGDSSURDFKHVWRGH¿QHDQGIXQG

future readiness requirements and capabilities. 

Objective 2: Collaborate with our customers on enhanced 

capability to reduce costs and increase transparency

:HDUHFRPPLWWHGWRSURFHVVH[FHOOHQFHLPSURYHG¿QDQFLDO

predictability, and delivery of acquisition best practices. Our 

mission partners and stakeholders rely on DLA to bring together the 

programmatic, acquisition, and logistics communities to ensure we 

GHOLYHUD̆RUGDEOHHQGWRHQGVROXWLRQV7KURXJKRXU6HUYLFHFRVW

summits, we will build customer trust by providing more discrete, 

DLA cost-driver visibility. We will provide industry comparisons 

DQGFRVWYLVLELOLW\WRDOOIDFWRUVWKDWD̆HFWRXUDQQXDOSULFHFKDQJHV

We will also highlight targets of opportunity for collaborative 

SURFHVVLPSURYHPHQWZKLFKVKRXOGUHVXOWLQVLJQL¿FDQWFRVW

UHGXFWLRQVWRWKH:DU¿JKWHUZLWKRXWPLVVLRQGHJUDGDWLRQ

Success for this objective: Ongoing, open dialogue with customers 

about cost and opportunities for cost reduction. 

Objective 3: Develop flexible pricing options and automated 

processes 

DLA must provide pricing strategies that allow the customer to 

REWDLQWKHVXSSRUWWKH\QHHGZKLOHUHPDLQLQJZLWKLQWKHLU¿VFDO

FRQVWUDLQWV:HZLOOGHYHORSÀH[LEOHSULFLQJPRGHOVIRUFRUHVXSSO\

distribution, and disposition functions to give customers the 

performance they need at the right price. For example, instead of a 

¿[HGSULFHGUDWHIRUWUDQVSRUWDWLRQUHJDUGOHVVRIVSHHGRUPHWKRG

pricing options would allow for rates directly commensurate to the 

level of service, performance, or speed requested.

Success for this objective: Flexible pricing models that accommodate 

varying levels of service, performance, and speed. 
10 www.dla.mil dl

Objective 4: Reduce overall DLA operation and materiel costs

We will continue to seek ways to reduce the cost of doing business. 

This includes better leveraging acquisition tools, such as increased 

competition, to obtain the lowest possible materiel prices, as 

well as adopting a culture of continuous process excellence in all 

facets of the business. DLA is improving its acquisition processes 

by focusing on what things “should cost” and by developing 

VPDUWHUVROXWLRQVWKDWSURYLGHPRUHD̆RUGDEOHYDOXHDGGHG

ORJLVWLFVVXSSRUWWR:DU¿JKWHUV'/$ZLOOFRQWLQXHWRORRNIRU

RSSRUWXQLWLHVWRLPSURYHWKHḢFLHQF\DQGH̆HFWLYHQHVVRI

day-to-day operations, such as re-engineering processes related 

to improving demand planning, reducing acquisition lead times 

to minimize inventory investments and holding costs, reducing 

infrastructure requirements by streamlining DLA Distribution 

and Disposition Services processes, and optimizing the DoD 

distribution network.

Success for this objective: Reduced operation and materiel costs 

WKURXJKRQJRLQJDQGIXWXUH&3,LQLWLDWLYHVZKLOHHQVXULQJWKH

FRQWLQXHGH̆HFWLYHQHVVRIRQJRLQJRSHUDWLRQV

Objective 5: Sustain auditability

'/$ZLOODVVHUWIXOO¿QDQFLDOVWDWHPHQWDXGLWUHDGLQHVVLQ)<5. 

:HZLOOLPSOHPHQWDXGLWGH¿FLHQF\FRUUHFWLYHDFWLRQVWRDOORZ

DXGLWVXVWDLQDELOLW\DQGHQKDQFHRXUFXVWRPHUV¶FRQ¿GHQFH

in the accuracy of the numbers we produce on their behalf. 

We will streamline and standardize processes, to the greatest 

extent possible, to reduce Agency and audit-related costs. We 

will establish and resource an audit response and sustainment 

organization to enable annual achievement of a positive audit 

opinion from an Independent Public Accountant.

Success for this objective: Ongoing positive audit opinions.

GOAL AREA 5: PROCESS EXCELLENCE

$FKLHYH(QWHUSULVHSURFHVVH[FHOOHQFH

'/$ZLOORSWLPL]HSURFHVVHVWRREWDLQWKHPRVWH̆HFWLYHDQG

ḢFLHQWRXWFRPH:HZLOOREWDLQWKLVJRDOWKURXJKULJRURXV

examination of end-to-end, core, and enabling processes 

coupled with the use of continuous process improvement 

tools. The teams will be composed of individuals from diverse 

functional backgrounds to ensure we optimize, standardize, 

and implement process improvements as well as sustain 

auditability. We will achieve process excellence by requiring 

every level of leadership to evaluate, manage, and seek to 

improve the processes within their scope of responsibility. We 

will systematically reassess and implement process innovation 

to reduce costs, increase speed, improve quality, and become 

a more agile organization. This will be accomplished, as 

appropriate, within each organization and at the enterprise 

level. Through our governance structure, DLA will enable, 

prioritize, and integrate process innovation. Tools such 

as templates, training, and communication and change 

management activities will be employed to make it easier for 

the workforce to do its job, assist leaders with data for decisionmaking, communicate the reason for change, encourage 

acceptance of new processes, and foster an environment of 

continuous process improvement.

3URFHVVH[FHOOHQFHHQFRXUDJHVVLPSOL¿FDWLRQLPSURYHV

perfor-mance, and helps DLA better achieve the outcomes 

:DU¿JKWHUVH[SHFW$WLWVHVVHQFHSURFHVVH[FHOOHQFHPRYHV

beyond the success of achieving and sustaining a positive 

¿QDQFLDOVWDWHPHQWDXGLWDQGRSWLPL]HVSURFHVVFKDQJHWR

EULQJIRUWKWKHPRVWH̆HFWLYHDQGḢFLHQWRXWFRPHVLQVXSSRUW

RI:DU¿JKWHUVWKH:KROHRI*RYHUQPHQWDQGRXU1DWLRQ

Objective 1: Leverage enterprise process governance construct

3URFHVVH[FHOOHQFHXVHVWKH6XSSO\&KDLQ,QWHJUDWLRQ6&,

&RXQFLODVDVXSSRUWLQJJRYHUQDQFHIRUXPIRUWKH$OLJQPHQW

Group and the Executive Board. This council will standardize 

and integrate the organization’s process improvement activities 

to ensure systemic issues are addressed. The governance process 

supports institutional examination and innovation of systemic 

LVVXHVWKDWFDQOHDGWRVLJQL¿FDQWSURFHVVLPSURYHPHQWWR

achieve Agency goals in support of the customer. 

DoD provided an end-to-end business process integration 

framework to drive alignment and improve business operations. 

7KH6&,&RXQFLOUHSUHVHQWDWLYHVZLOOLGHQWLI\DQGLQYHQWRU\WKH

RQJRLQJSURFHVVDFWLYLWLHVLQZKLFKVWD̆DUHFXUUHQWO\HQJDJHG

encourage process initiatives and the use of continuous process 

improvement tools, and reward innovation. 
Defense Logistics Agency Strategic Plan 11

Success for this objective: Development and institutionalization of 

the authorities, roles and responsibilities, policies, sponsorship, 

leadership, and ownership of process activities and visibility of 

ongoing initiatives.

Objective 2: Implement and integrate end-to-end process 

management to optimize enterprise initiatives

We will analyze and develop process management solutions by consolidation, standardization, and integration 

throughout the total DoD supply chain. The DLA end-to-end 

EXVLQHVVVWUHDPVDUH3URFXUHWR3D\333ODQWR6WRFN

362UGHUWR&DVK2&+LUHWR5HWLUH+5$FTXLUHWR

5HWLUH$5DQG%XGJHWWR([HFXWH%(7KHVHSURFHVVHV

form the connection between the customer-facing and supplier-facing sides of the organization. Each process initiative 

ZLOOKDYHDVSHFL¿FWLPHOLQHWRFRQGXFWGDWDEDVHOLQLQJ

improvement, documentation, and communication activities. 

In addition, we will employ process tools, templates, and 

JXLGHVIRUXVHE\DOO'/$VWD̆:HZLOOLGHQWLI\WUDLQLQJDQG

change management activities to enhance understanding 

and motivate the workforce to bring new and exciting ideas 

into practice. We will engage customers and stakeholders to 

gain insight and feedback. We will integrate R&D initiatives 

seamlessly into our processes and encourage the sharing of 

ideas and best practices. 

Success for this objective: Savings, cost avoidance, and 

LPSURYHG:DU¿JKWHUVXSSRUWWKURXJKDSRUWIROLRRISURFHVV

improvements and innovations.

Objective 3: Implement Enterprise Process Management to 

maximize efficient, effective, and auditable processes

We will implement proven, repeatable processes and strategies to 

SURYLGHH̆HFWLYHḢFLHQWVXSSRUWDVZHOODVVXVWDLQDXGLWDELOLW\

As a team, we will develop a best practice method to measure the 

H̆HFWLYHQHVVRIRXUFRUHDQGHQDEOLQJSURFHVVDUHDVHQVXULQJ

standard measurement by process owners and enterprise business cycle owners. The measures will include end-to-end metrics, 

and we will ensure that risk assessment and Managers’ Internal 

&RQWUROV3URJUDPVDUHLQWHJUDWHGZLWKWKHSURFHVVDQGEXVLQHVV

cycle measures.

Success for this objective: Full and current process documentation 

and measures for operational processes, determination of key 

operational controls, and continuous process improvement to 

ensure process excellence.

Objective 4: Develop, monitor, and sustain activities to enable 

culture change

To improve adoption of new and updated processes, we will use the 

industry best practices of communication, change management, and 

training materials to accompany each process initiative. We will also 

obtain feedback from the workforce to refresh our end-to-end processes and the techniques and materials used to implement them.

Success for this objective: A culture that embraces continuous 

improvement and individuals who understand their role in 

enterprisewide operations and DoD logistics objectives.
12 www.dla.mil

PERFORMANCE MANAGEMENT AND MEASUREMENT

7KLVSODQLVWKH¿UVWVWHSWRLPSOHPHQWRXUVWUDWHJ\$QQXDOO\ZHZLOOGLUHFWDFWLRQVWKURXJK

the Director’s Guidance and Annual Operating Plans. An integrated strategic planning and 

performance management program will provide DLA leadership with vital information to measure 

WKHSURJUHVVDQGH̆HFWLYHQHVVRIRXUH̆RUWVDVZHLPSOHPHQWWKLVSODQDQGVWULYHWRUHDOL]HRXU

vision. The underlying metrics will ensure we produce the necessary outputs to achieve the 

RXWFRPHVFULWLFDOWRH̆HFWLYHO\DFKLHYLQJRXUJRDOVZKLOHDOVRSURYLGLQJWKHGDWDZHQHHGWRPDNH

course corrections along the way. These metrics will be tracked and evaluated by DLA’s Director of 

Strategic Plans and Policy (J5) and presented to the senior leadership team on a recurring basis to 

monitor performance and drive process improvement. Additionally, we will revisit this plan on an 

annual basis to ensure we remain on course or to re-vector as necessary. 
Defense Logistics Agency Strategic Plan 13

DIRECTOR’S CALL TO ACTION

As we look to the future, we recognize the uncertainty, risks, and challenges that we face as we go 

IRUZDUGWRJHWKHUWRPHHWRXUPLVVLRQDV$PHULFD¶V&RPEDW/RJLVWLFV6XSSRUW$JHQF\:HDOONQRZ

the enduring threats our country faces. We recognize the ever-evolving challenges placed upon our 

Department of Defense and Military Services. We understand the critical role that our Agency plays 

in helping our customers meet those challenges and keeping America safe and secure.

,¿UPO\EHOLHYHZHDUHXSWRWKLVFKDOOHQJH:HZLOOFRQWLQXHWRVHHNH[FHOOHQFHDQGSURYLGHWKH

exceptional global logistics solutions that our customers demand ... on time, every time.

I ask for your full commitment to this strategic plan. It provides our roadmap to ensure that we, 

the DLA team, continuously evolve and improve together to meet our mission requirements with a 

single resolve. It is our plan to meet the future with the commitment and capabilities that we need 

to provide the responsive, agile, and innovative support that our customers and stakeholders need 

and deserve.
AMERICA’S COMBAT LOGISTICS SUPPORT AGENCY 

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

Loglines O July - August 2015 11

Navy Petty Officer 1st Class Daniel Garas

You served in uniform for many years. What 

were some of the bigger changes you saw during 

your career?

I’ve seen a lot of changes. When I started out, it 

was during the Cold War, so we went from a Cold War 

Army to a combat Army, and now to a sustainment 

Army concerned with contingency operations. 

We were building for a war with a country and an 

organization that hasn’t materialized as of yet. That’s 

not to say it won’t. 

The good thing about our training; we were able to 

adapt quickly to the needs of contingency operations. 

During the Cold War, we were more focused on tankon-tank operations. I actually joined the Army to be a 

tank mechanic. We soon developed an understanding 

of the new requirements we had. It triggered us to get 

new equipment, which triggered us to have new skills, 

ZKLFKWULJJHUHGXVWRKDYHGL̆HUHQWDELOLWLHVDQGWDVNV

We adapted well but not fast. 

I’ve seen policies that have restricted military 

occupational skills to one gender; now we have 

H[SDQGHGDQGGLYHUVL¿HGRXURFFXSDWLRQDOVNLOOV

One of the things that I was able to be part of as 

the Ordnance Corps regimental sergeant major 

was opening our Military Occupation Specialties 

WRZRPHQ,ZDVD¿UPDGYRFDWHRILI\RXKDYHWKH

knowledge, skills and ability to do the job, you’re 

going to do the job and do it well.

One of the more interesting changes I’d never 

thought I’d be part of nor have direct impact includes 

DLA handling clothing and textiles. To impact the 

process of providing uniforms across the Department 

of Defense was most rewarding. It’s been good seeing 

Army Command Sgt. 

Maj. Sultan Muhammad

Command Sgt. Maj. Sultan Muhammad speaks during his 

retirement ceremony.

The Defense Logistics Agency’s senior enlisted leader discusses his time at the agency.
12 www.dla.mil

A Conversation with . . .

the changes within our military. 

However, the biggest change I’ve 

seen is going from peace to war and 

trying to get back to peace again. 

How did you interact with DLA 

prior to coming here as the senior 

enlisted leader? 

I considered DLA one of 

those thankless, thoughtless 

types of agencies. You only think 

about the agency when you 

don’t have something. You’re 

upset at the agency when things 

don’t go as planned. However, 

I didn’t understand DLA’s 

mission, and I didn’t know how 

to engage it. The service that 

was provided was timely when 

we needed it, and we were able 

to sustain ourselves.

It wasn’t until growing into 

the role of DLA’s command’s 

senior enlisted leader and 

understanding what our 

capabilities are that I discovered 

one of my key roles. It was to 

inform folks on how to engage 

with DLA. I consider the 

IRONVRXWDWWKH¿HOGDFWLYLWLHV

the “411” and the folks at 

headquarters the “911.” Make 

sure you don’t call 911 in every 

situation, because we have a 

very capable 411 that will get 

you the information just as fast. 

Who are some of the leaders who 

impacted your career? What did 

you learn from them?

2QHRIWKHPRVWLQÀXHQWLDOZDV

my drill sergeant: Drill Sergeant 

'DUEDQ+HZDVDVWD̆VHUJHDQW

who sang like a canary. He was 

a paratrooper and an air assault 

infantryman. That was one of 

the most professional, physically 

¿WLQGLYLGXDOVZKR,ZDQWHGWR

emulate as time went on. 

As I grew and developed 

through the Army, I started 

HQJDJLQJZLWKṘFHUV7KHRQH

that had the most impact on 

me logistically was Maj. Gen. 

Scott G. West. I met him when 

he was Col. West. He picked me 

to be one of his senior leaders 

and deploy with him on Joint 

Task Force-Supergroup to 

provide recovery operations 

after Hurricane Mitch, which 

hit Nicaragua, Guatemala and 

El Salvador. I learned from him 

how to deploy elements, and in 

the event you don’t have all the 

pieces, you make do without 

them and drive on. 

Maj. Gen West also selected 

an Army captain named James 

Jennings, who is now Col. 

Jennings, the 15th Sustainment 

Brigade commander. I never 

met an individual who was 

DQGLVDVVHOÀHVVDVHUYDQW

He’s always giving and doesn’t 

expect to receive anything 

at all; wonderful family, 

wonderful man. We’re still 

friends to this day. We consider 

each other brothers.

Other impactful leaders and 

both equally talented: Command 

Sgt. Maj. Joseph Allen and 

Command Sgt. Maj. Marvin 

Hill. Allen used to work for Gen. 

Lloyd Austin, and Hill used to 

work for Gen. David Petraeus. 

When you’ve got two talented 

individuals tutoring you, success 

UXEVR̆)DLOXUHZDVQRWDQ

option. They looked at me, saw 

potential, and trusted me to do 

the things that were supposed to 

be done. 

The last individual is the 

most misunderstood individual 

RXWWKHUHDVDJHQHUDOṘFHU

Maj. Gen. Clark LeMasters. 

He was the Ordnance Corps 

commander during my watch. 

What I loved about him so much 

is he allowed me to be a sergeant 

major. All of my leaders did, 

but he did with such grace and 

honor; he trusted me. 

What are three areas that you think 

are the most important things for 

an enlisted logistician to focus on?

Any service member has 

to have education. You have 

to understand that even once 

you achieve a certain level, it 

never stops. It will always be 

continuous; lifelong learning is 

what most folks call it. You should 

be learning from everything and 

everybody you can to improve 

yourself spiritually, mentally, 

socially, familywise, emotionally, 

the whole gamut. Education is 

one of those things that you have 

to have.

You complement your 

education with your time in 

service in becoming seasoned 

and experienced in your job. 

From a logistician’s 

standpoint, you have to 

understand customer service. The 

customer shouldn’t be trying to 

¿JXUHRXWHYHU\WKLQJ6RPHWLPHV

the customer really doesn’t know 

what they want. I ask my peers, 

“Tell me what your challenge is 

and tell me what you’re trying to 

achieve. I’ll provide you a couple 

courses of action.” 

We did that with the 

Navy Working Uniform. They 

were having struggles. The 
DLA Public Affairs

Loglines O July - August 2015 13

PDVWHUFKLHISHWW\ṘFHU

of the Navy asked for some 

recommendations. We were 

able to quickly develop them. 

Now they’re able to make 

a decision to utilize one of 

those courses of action. We 

didn’t give him or the Navy 

DRQFHVL]H¿WVDOOVROXWLRQ

As a logistician, you have to 

understand that customer’s 

demands, requirements and 

needs. You get not only the 

customer what he needs, but 

you get that individual service 

member the equipment that 

he needs. 

What was the highlight of 

your career?

Achieving three degrees. 

Another was making sergeant 

major. I am extremely blessed 

in making sergeant major and 

getting to work at this level. 

I have to retire from being a 

sergeant major; I will never 

retire my education. Once you 

have it, you can’t take it away. 

Getting those degrees and 

establishing a footprint, not 

only for my soldiers but for my 

family, was big. 

What was the toughest part of 

your career?

Being a drill sergeant. That 

was the hardest job I ever had. It 

was extremely hard converting 

civilians into soldiers, because 

everybody had an opinion on 

how that job should be done. 

On top of that, I was a drill 

sergeant during the Operation 

Desert Storm/Operation Desert 

Storm timeframe. We did have 

a combat multiplier, which was 

called the M1 tank. 

I trained future cavalry 

M1 mechanics and sustainers. 

Training up during the ODS 

timeframe, we doubled up on 

the size of the training platoons, 

because we had to get folks out to 

the service. We were able to work 

through it and get the job done. 

There were nine drill 

sergeants in my company. From 

those nine drill sergeants, eight 

of us became sergeant majors, 

and six worked for general 

ṘFHUV,WZDVDWDOHQWHGJURXS

of individuals where you had 

to have your game at very high 

state at all times. 

Where do you see service 

members’ roles within DLA going 

in the future? 

I see the role increasing 

because of the capability 

and education of the 

QRQFRPPLVVLRQHGṘFHUVLQWKH

agency. Their ability to deploy 

at no notice is growing. A case 

in point is how we activate 

our reservists to do missions 

smoothly and quickly during an 

emerging commitment. When 

you have that military employee, 

it’s a whole lot easier for them to 

be ready to go.

Our nation will always 

need us. What I love about 

DLA is our service members’ 

roles in peacetime, wartime or 

contingency operations. They 

will handle their increased 

roles, but it’s going to take 

a collective force; not only 

QRQFRPPLVVLRQHGṘFHUVEXW

every employee of DLA. 

We have some very smart 

logisticians out there who can 

look at something and say “This 

is probably a better way to do 

this, and you better look at it. It 

will save you money.” A lot of 

those great ideas come from our 

QRQFRPPLVVLRQHGṘFHUVDQG

civilian employees, because of 

the simple fact that they’re doing 

the work. 

What’s next for you?

I’ve accepted a position 

as the deputy site director for 

DLA at Fort Belvoir. I’m excited 

about it. The position is closely 

in line with what I did at Fort 

Bragg (North Carolina) as an 

installation sergeant major, 

working with the agencies 

within the building and all of our 

operations. I love to eat, I love 

to work out, and I love to make 

sure we have a safe environment 

for all of our folks to work in. 

That makes the transition a 

whole lot easier. 

Is there anything else you’d like 

to say?

This is a great organization. 

I am extremely blessed with the 

talent across our 48 states and 

28 countries. I wish I’d have 

gotten to see them all. DLA is so 

massive, it would take three years 

to see the whole organization 

LI\RXUHDOO\SXWWKHH̆RUWLQ,

hope I was value added to the 

organization. I know I enjoyed 

being a part of it. I think it’s one 

of the better organizations within 

the Department of Defense. I 

look forward to staying in the 

family and working with another 

type of family. 
14 www.dla.mil

rmy Sgt. 1st Class Mandy Allen is a detective in fatigues. As a petroleum laboratory 

specialist, she oversees the testing of fuels 

at the Defense Logistics Agency Energy 

Europe & Africa lab in Kaiserslautern, 

Germany. But some days, Allen’s on the case, trying 

to identify samples of unknown origin or of misplaced identity for her military customers in Europe.

“I had a specialist come here recently from 

Baumholder, [Germany,] with a 1 gallon sample of 

fuel,” she said. “He didn’t know what it was, so I told 

him, ‘Go ahead and come in; you’re going to watch 

PHUXQVRPHWHVWVDQGZH¶UHJRLQJWR¿JXUHRXW

what your fuel is.’ So we ran through some testing Story by Amanda Neumann together, and I was able to tell him it was [a certain 

r

t

s

a

E

FUEL AND 

G

A

FATIGUES

Army Sgt. 1st Class Mandy Allen (left) waits on a fuel sample test with Army Staff Sgt. Darius Andrus, a senior laboratory technician, at the DLA 

Energy Europe & Africa lab in Kaiserslautern, Germany. As a petroleum laboratory specialist, Allen oversees the testing of fuels at the 6,000-squarefoot facility, which tested more than 1,350 samples in fiscal 2014.

Andrea Curtis
Loglines O May - June 2015 15

Steve Kelly

type of jet fuel]. And then we had a long 

conversation, because they really have to 

know what they have in their trucks.”

With nonstop fuel support to military 

customers around the world, DLA 

Energy’s petroleum labs are essential to 

ensuring fuel properties, such as density, 

FRORUDQGÀDVKSRLQWPHHWVWULFWPLOLWDU\

VSHFL¿FDWLRQV6PDOOYDULDWLRQVLQIXHO

quality, which can result in an engine 

failing or even a crash, can literally mean 

WKHGL̆HUHQFHEHWZHHQOLIHDQGGHDWKIRU

service members.

Besides Germany, DLA Energy has 

three other petroleum labs – located in 

Pyeongtaek, Korea; Anchorage, Alaska; and 

Okinawa, Japan – which are responsible 

for the analysis testing of aviation and 

ground fuel products. In addition, the 

labs provide investigative support, quality 

surveillance, contamination testing and 

presidential support missions for the 

Department of Defense.

As a class A-level lab for aviation fuels, 

the highest in the DoD, the 6,000-squarefoot facility in Germany tested more than 

VDPSOHVLQ¿VFDODORQH,W

currently employs two uniformed service 

members, along with two DLA civilians 

and a local national, said Jacqueline 

Trevino, Allen’s supervisor and the lab’s 

supervisory chemist.

“We’re an unusual testing facility. 

We do a lot of unique and additional 

requirements here and things that are 

above and beyond the scope of what 

other labs do. For example, we provide 

WUDLQLQJIRUWKHVW7KHDWHU6XVWDLQPHQW

Command,” she said. “Every time they 

get a new rotation at the lab at Camp 

Bondsteel, the Kosovo Force Class III 

team will send soldiers that are going to 

run the lab here for training prior to that.”

The lab also conducts professional 

development training for the military’s 

VHQLRUHQOLVWHGOHDGHUVDQGR̆HUV

internships for science, technology, 

engineering and mathematics students 

as part of the Kaiserslautern Military 

Community High Schools Career 

Practicum program, Trevino said.

For soldiers like Allen, the ability to 

train in a lab is a crucial part of staying 

WHFKQLFDOO\SUR¿FLHQWLQWKHLUVNLOOVHWV

She herself trained at the lab back when 

she was a specialist and chose to come 

back and oversee the training program in 

1RYHPEHU

“I had really awesome memories of 

being here, and it was one of the reasons I 

wanted to come back,” she said. “I always 

look forward to coming to work every day, 

because it’s so challenging. I feel like I learn 

something new all the time; my brain is 

always moving with new information.”

In Germany, the bulk of the samples 

come from the Army’s commercial 

into-plane contracts, fuel contracts and 

underground storage tanks. Although the 

type of fuel determines exactly what kind 

of testing will be done, the majority are 

there to undergo contaminant testing, 

a monthly requirement for the military, 

Allen said.

“Every test we run is based on a 

critical property of fuel, so if we run a 

test and get a certain result, then we 

know that a fuel is deteriorating, or it is 

contaminated with a heavier or lighter 

distillate,” she said.

With a recent increase in operations 

LQ(XURSHWKHODEKDVEHHQEXV\IXO¿OOLQJ

requests and answering questions from 

customers, Allen said, adding that most 

VDPSOHVDUHWXUQHGDURXQGZLWKLQKRXUV

“For me, one of the best things about 

being here is helping out when people call,” 

VKHVDLG3,W¶VJRRGWR¿QDOO\SXWDOORIWKH

doctrine and the expertise I’ve learned into 

advice to our customers. And I feel very 

lucky to be here, because in the Army, it’s 

very rare to actually work at a lab that has 

all of these capabilities. It’s not something 

that many people will actually even see in 

their career.”

Like Allen, Army Sgt. Deliscia St. 

Clair received her hands-on training at 

the lab in Kaiserslautern a few years ago. 

She now serves as a petroleum laboratory 

technician at the DLA Energy Alaska lab 

on Joint Base Elmendorf-Richardson in 

Anchorage. There, she tests fuel not only 

for the military, but for the National Park 

Service and Bureau of Land Management, 

among others.

“We do mainly blend testing and 

contaminated fuel testing for [jet fuels] and 

diesel,” she said. “Mostly for the Air Force, 

but State Forestry usually sends us samples 

on an as-needed basis, and we do the same 

kind of testing for them.”

Although smaller than Germany’s lab 

– St. Clair only works with one other DLA 

civilian employee – the Alaska lab can run 

a variety of tests within two days.

“My primary responsibilities are 

basically to intake the samples, run the 

The defense lab located on Joint Base Elmendorf-Richardson in Anchorage tests fuel not only for 

the military, but for the National Park Service and Bureau of Land Management, among others. 

Since there are no commercial laboratories in Alaska, the lab’s samples are delivered daily from 

far-reaching customer locations.
16 www.dla.mil

VDPSOHVDQGVLJQR̆RQWKHWHVWV ́VKH

said. “I’m also the assistant hazardous 

materials, environmental and safety in 

the lab, and I have to keep up when new 

[regulations] come out and update our 

paperwork and everything in our systems.”

Since there are no commercial 

laboratories in Alaska, the lab’s samples 

are delivered daily from far-reaching 

customer locations like a Coast Guard 

base in Kodiak and an Army base at Fort 

*UHHO\0RVWDUHRIMHWIXHOVOLNH-3DQG

JP-5, which are known as cold-weather 

fuels and contain additives to help aircraft 

deal with the extreme cold in northern 

Alaska, St. Clair explained.

“Sometimes, we have customers that 

walk in, but since Alaska is so spread out, 

most have to mail them in, so we get a lot 

of FedEx,” she said. “When it comes in, we 

receive it, we see what they want, we give 

them a lab number and then we test for 

what they wanted on the submission form. 

I start my day by looking at what tests they 

are requesting and doing the longest test 

¿UVW,IDVDPSOHFRPHVLQHDUO\HQRXJK

Aunique mission of the Defense 

Logistics Agency Energy petroleum 

labs involves testing fuel used in the 

president’s aircraft. That means each time 

President Barack Obama leaves for travel 

aboard Air Force One, he relies on DLA 

Energy to ensure his fuel is safe and clean.

Navy employee Devin Kim works in 

a DLA Energy Pacific-funded lab at the 

Fleet Logistics Center on Joint Base Pearl 

Harbor-Hickam in Hawaii. Kim and his team 

of technicians handle analysis testing 

for fuel when the president travels to the 

Pacific region.

“Secured fuel operations are required 

whenever there is a need to ensure high a 

level of quality and security is maintained 

throughout a fueling event. Typically these 

actions are taken for the president.,” said 

Kim, who works as a supervisory chemist. 

“Anytime there’s a need for a secure fuels 

mission, we handle the quality portion of it. 

We test the fuel that will eventually be going 

into [Air Force One] or into whatever vessel 

or ship is deemed a secure fuels transport.”

And when President Obama visits his 

home state of Hawaii, even a federal holiday 

can’t exempt the team from the stringent 

testing requirements, Kim said. 

“We’ve been doing more testing lately, 

because Obama is from Hawaii,” he said. 

“I remember the first time he came here; it 

was around Christmastime, and we were 

there at midnight. So anytime he stops by 

for vacation, we are there. We drop what 

we’re doing, go there, test the fuel, secure it 

and make sure he’s good to go.”

— Amanda Neumann

Securing the 

President’s Fuel

then it can be done in a day.”

Although she had to look up many 

RIWKHIXHOVSHFL¿FDWLRQVZKHQVKH¿UVW

arrived at the lab two years ago, St. Clair 

said in some cases, she can now visually 

spot if there is a problem with a sample.

35LJKWR̆WKHWRS\RXFDQORRNDW

some and notice that there is something 

wrong with it. Sometimes you can just 

tell if something is mixed or they put the 

wrong type of fuel on the label when they 

sent it in,” she said. “It’s not all visual. With 

certain tests, if you start seeing the [gravity] 

DQGWKHÀDVKWKLVFDQDOVRWHOO\RXWKHUH¶V

something up with this fuel.” 

Army Sgt. Deliscia St. Clair, a petroleum laboratory technician at the DLA Energy Alaska lab in 

Anchorage, tests a sample of jet fuel on a distillation machine. The lab tests mainly jet fuels, like 

JP-4 and JP-5, which are cold-weather fuels that contain additives to help aircraft deal with the 

extreme cold in northern Alaska.

Air National Guard 1st Lt. Nathan T. Wallin

Members of the 128th Air Refueling Wing, 

Wisconsin Air National Guard, support 

President Obama’s visit to the Milwaukee area. 

DLA Energy handles analysis and testing of fuel 

for Air Force One to ensure it is safe and clean. 

Steve Kelly
Loglines O July - August 2015 17

hile military recruit training 

FHQWHUVVXSSRUWDQLQÀX[

of new recruits during the 

“Summer Surge” season, a 

team of Defense Logistics 

Agency Troop Support coordinators 

ensure support for those centers all 

year-round.

7KUHH$UP\QRQFRPPLVVLRQHGṘFHUV

UHSUHVHQWWKH&ORWKLQJDQG7H[WLOHVVXSSO\

chain as customer account specialists to 

eight Army, Navy, Marine and Air Force 

RTCs across the country.

3:HH̆HFWLYHO\HQVXUHWKDWHDFK57&

has enough stock on hand to issue to 

WKHZDU¿JKWHUZKHQWKH\DUULYHDWWKH

Story by Mikia Muhammad

DLA Troop Support Public Affairs

h

F

o

“

t

A

W

T

57&VWRHQVXUH&ORWKLQJDQG7H[WLOHV

LVLQFRPSOLDQFHZLWK'/$¶V¿QDQFLDO

stewardship goal to maintain inventory 

accountability, Jones said. While at the 

RTCs, these Troop Support soldiers ensure 

the facilities are secure, clean and orderly. 

During the summer surge months 

of May through September, the centers 

typically see an increase in new recruits 

across the military services, Jones said.

“We pay close attention to the 

commodities and ensure that items 

and their demands are maintained in 

adequate numbers,” Jones said. “This 

practice prevents the very likely event of 

having a ‘due member’ situation, where 

recruits do not receive their complete 

issue because of shortages at the training 

center issue point.”

Without the joint logistics 

coordinators, there would be no on-site 

monitoring of inventory and demand 

levels at RTCs, Jackson said. He regularly 

visits the clothing initial issue point at 

Fort Jackson, South Carolina, where he 

KDVKHOSHGVWD̆UHPRYHGHIHFWLYHLWHPV

DQGFRUUHFWH[FHVVRUGXSOLFDWHRUGHUV

Fort Jackson supply technician Susan 

Grooms said.

 “We really appreciate [Jackson’s] 

support of the CIIP at Fort Jackson,” 

Grooms said. 

Grooms said the NCOs are a pleasure 

to work with and continue to provide 

H[FHOOHQWVXSSRUWWRWKHFHQWHU

YEAR-ROUND

CUSTOMER SERVICE

Sailors present flags during a graduation 

ceremony at the Navy’s Great Lakes Recruit 

Training Command, Great Lakes, Illinois. 

DLA Troop Support military joint logistics 

coordinators support recruit training centers 

all year, including the busy “Summer Surge” 

recruiting season. 

clothing initial issue point,” Sgt. 1st Class 

Stanley Jackson said.

Jackson, Master Sgt. Cynthia 

Gyening and Sgt. 1st Class Marcus Jones 

coordinate with RTC managers, Clothing 

DQG7H[WLOHVSHUVRQQHODQGWKHGHSRWV¶

ORJLVWLFVVWD̆VWRPRQLWRU'/$¶VLQYHQWRU\

and business processes, Jackson said.

7KHWHFKQLFDODQGWDFWLFDOH[SHUWLVH

these NCOs have gained from their 

service is an asset to this role, Jones said.

“My status as a member of [DLA’s] 

customer base brings a unique underVWDQGLQJRIZKDWLWWDNHVWREULQJH̆HFWLYH

logistical support to the future of the force,” 

Jones said. “Our largest client base is the 

new service members of all Department of 

Defense members in uniform.”

Each month, the NCOs visit the 

Scott A. Thornbloom
18 www.dla.mil

Story by Beth Reece

BETTER BUYING

POWER 3.0

ontinuous improvement 

remains the underlying theme in 

the latest version of the Defense 

Department’s Better Buying 

Power initiative. It’s a subject 

most Defense Logistics Agency employees 

already score an “A+” in. 

“Much of what DLA does – and most of 

what’s already been accomplished as part of 

the Big Ideas [campaign] – supports BBP in 

some way,” DLA Director Air Force Lt. Gen. 

Andrew Busch wrote in a blog describing 

how the initiative relates to DLA. 

Better Buying Power was launched 

in 2010 with acquisition goals aimed 

at strengthening the department’s 

buying power and improving industry 

productivity. BBP 2.0 followed in 

2013 with an emphasis on achieving 

JUHDWHUḢFLHQFLHVLQNH\DUHDVVXFK

DVD̆RUGDEOHSURJUDPVDQGZRUNIRUFH

professionalism. The newest iteration, 

UHOHDVHGLQ$SULOE\)UDQN.HQGDOO

undersecretary of defense for acquisition, 

technology and logistics, underscores 

technical superiority and innovation. 

“Better Buying Power is a culture and 

mentality. It urges us to be cost conscious 

and to achieve technical excellence. 

Basically, it’s using process improvement 

and learning from our experiences to 

PDNHEHWWHUGHFLVLRQVDVZHJRIRUZDUG

7KDW¶VQRWKLQJQHZWR'/$ ́VDLG.LP

Villarreal of DLA Acquisition. 

Focus areas in BBP 3.0 range from 

incentivizing productivity in industry 

WRSURPRWLQJH̆HFWLYHFRPSHWLWLRQ

Villarreal pointed to DLA Energy’s 

ZRUNZLWKWKH$LU)RUFHRQFRQYHUWLQJ

PLOLWDU\VSHFL¿FDWLRQMHWIXHOWR

commercially available jet fuel as one 

H̆RUWWKDWKDGSRVLWLYHLPSDFWVLQ

numerous focus areas. 

“One of the big emphases right now 

LVRQEUHDNLQJGRZQEDUULHUVWKDWNHHS

C

tD f

Members the Air Force Petroleum Agency 

replace labels on fuel storage tanks after Travis 

Air Force Base fully converted from using JP-8 

to Jet A fuel in 2014. The switch will save 

Travis and the Air Force millions of dollars in 

the coming years.

“One of the big emphases 

right now is on breaking 

down barriers that keep 

us from using commercial 

technology.

— Kim Villarreal

Air Force Senior Airman Bryan Swink
Loglines oglines O July - August 2015 July - August2015 19

us from using commercial technology. 

,QWKLVFDVHZHKDGDVSHFL¿F

restrictive requirement that fuel be milspec, but there was really no reason for 

that,” she said.

The switch to commercial fuel 

increased competition and attracted 

small businesses. It also helped reduce 

lifecycle costs, because the service no 

longer needed segregated storage and 

could leverage existing infrastructure. 

 Increased use of performance-based 

logistics contracts is another way the 

agency is already reducing material costs 

and incentivizing contractors. In 2013, 

DLA Aviation’s Strategic Acquisition 

Programs Directorate awarded a PBL 

contract to Boeing that saved $12.6 

billion for parts support spanning 11 

aviation platforms. 

“One of the most important aspects 

RIWKHSURJUDPLVWKHXVHRID¿[HGSULFH

incentive contract. This contract type 

incentivizes suppliers to continually 

drive down costs and allows DLA and 

WKHZDU¿JKWHUVWRVKDUHWKRVHUHGXFHG

costs,” said Charlie Lilli, DLA Aviation 

deputy commander.

DLA also uses its Captains of 

Industry program to generate ideas 

about how to increase productivity 

and innovation. The program brings 

together industry representatives, 

military leaders and supply chain 

experts in three-hour roundtable 

meetings that encourage open 

discussion. Separate events are held 

once a year for each of DLA’s diverse 

supply chains, allowing participants to 

IRFXVRQ¿QGLQJḢFLHQFLHVWKDWDSSO\

WRVSHFL¿FFRPPRGLWLHV

37KLVLVRQHRIWKHZD\VZHZRUN

with industry to get better solutions 

DQG¿QGZD\VWRHOLPLQDWHEXUHDXFUDF\

and cut costs. We get our ideas by 

truly collaborating with industry and 

KHDULQJZKDWWKH\KDYHWRR̆HU ́

Villarreal said.

In a meeting highlighting 

subsistence, vendors explained that 

commercial customers typically use 

much smaller food catalogs than 

military customers, so DLA Troop 

6XSSRUWZRUNHGZLWKYHQGRUVWRUHGXFH

the number of items available via 

FDWDORJE\SHUFHQW7KHH̆RUWVDYHG

money and made managing orders 

easier for vendors. 

DLA’s Time to Award initiative is 

another example of how the agency is 

using continuous process improvement 

to eliminate unproductive processes. 

7KHH̆RUWUHVXOWHGLQDSHUFHQW

UHGXFWLRQLQWKHWLPHLWWDNHVWRDZDUG

new contracts by the end of 2014. Other 

Better Buying Power 3.0

FOCUS AREAS

• Achieve affordable programs. 

• Achieve dominant capabilities while controlling lifecycle costs. 

• Incentivize productivity in industry and government. 

• Incentivize innovation in industry and government. 

• Eliminate unproductive processes and bureaucracy. 

• Promote effective competition. 

• Improve tradecraft in acquisition services.

• Improve the professionalism of the total acquisition workforce.

H[DPSOHVLQFOXGH'1$PDUNLQJDQ

H̆RUWWKDWUHGXFHVWKHULVNRIFRXQWHUIHLW

parts, and the future implementation 

of 3D printing of parts that are hard to 

source or have long lead times. 

Villarreal stressed that every DLA 

employee has a role to play in BBP. 

“It’s not just about contracting. It’s 

DERXW¿JXULQJRXWZKDWWKHVHUYLFHV¶

requirements are and doing longterm sustainment planning, as well as 

research and development. Everyone 

has a tie to BBP, even if it’s just 

DSSO\LQJFULWLFDOWKLQNLQJDQGFXWWLQJ

costs where you can,” she said.

BBP is also laced throughout 

the agency’s strategic plan for 2015-

ZLWKREMHFWLYHVOLNHGHYHORSLQJ

ÀH[LEOHSULFLQJRSWLRQVDQGDXWRPDWHG

processes, as well as identifying and 

PDQDJLQJVXSSO\V\VWHPULVNV

“BBP touches on every DLA 

IXQFWLRQDODUHDZKHWKHU\RXZRUN

in acquisition, logistics, human 

resources, information technology or 

research and development,” Busch 

wrote to DLA employees. “If you’re 

VWLOOZRQGHULQJH[DFWO\KRZ\RX¿W

LQWKHQVWHSXSDQGDVNEHFDXVH,

SURPLVH\RXUZRUNLVLQWKHUH ́

Source: http://go.usa.gov/3dMKt
20 www.dla.mil

ETHOS OF

PROFESSIONALISM

he Defense Logistics Agency 

employs thousands of people 

worldwide, including civilians, 

military personnel and 

contractors. From procurement 

specialists to warehouse managers, 

ORJLVWLFVUHSUHVHQWDWLYHṘFHUVWRODZ\HUV

WKHUHLVDZLGHYDULHW\RIFDUHHU¿HOGV

represented by a diverse workforce. One 

of these unique positions is that of the 

DLA’s senior enlisted leader. 

The senior enlisted leader position 

was established by Army Lt. Gen. Tom 

Glisson, in 2000. The position is an 

$UP\ELOOHWDQGWKH¿UVWSHUVRQWRVHUYH

as senior enlisted leader was Sgt. Maj. 

Randy Taft. His was an interim position, 

until a permanent command sergeant 

major could be selected and assigned to 

DLA. Taft, since retired, is now a protocol 

specialist with DLA Headquarters.

Five senior noncommissioned 

ṘFHUVKDYHVHUYHGDV'/$¶VVHQLRU

enlisted leader, and each one has had his 

own focus depending on the guidance of 

the serving DLA director and the needs 

of the agency.

DLA’s second senior enlisted leader 

DQG¿UVWFRPPDQGVHUJHDQWPDMRU

was Archie Turner. Of the genesis for 

his position, Turner recalled, “General 

Glisson selected me to establish the 

2̇FHRIWKH&RPPDQG6HUJHDQW0DMRU

in early 2000. He invited me into all 

the corporate-level boards and with the 

FRPPDQGHUVRIWKH>SULPDU\OHYHO¿HOG

activities] and empowered me.”

h

e

w

m

c T

i li t

Turner described how Glisson 

empowered him to “look at DLA and use 

my knowledge, skills and abilities to make 

DLA a better place to work, while keeping 

LWZDU¿JKWHUIRFXVHG ́

One of the ways Turner sought to 

do this was to ensure that the military 

personnel assigned to the agency were a 

JRRG¿W,GHDOO\PLOLWDU\SHUVRQQHOZKR

were assigned to the agency “would have 

VẊFLHQWWLPHWRFRPHLQWR'/$DQG

then return back to their services with 

this wealth of knowledge that they gained 

from being here.”

&RPPDQG6JW0DM'DYLG5RPDQ

became DLA’s third senior enlisted leader 

after Turner’s retirement in 2004. One 

of his main priorities was working to 

build camaraderie among DLA’s military 

PHPEHUVZKRPDNHXSDVLJQL¿FDQWO\

smaller percentage of the workforce than 

do civilians.

,QDQLQWHUYLHZ5RPDQVDLG3:KHQ

,JRWKHUHDQGVWDUWHGWUDYHOLQJWR'/$¶V

YDULRXV¿HOGVLWHV,UHDOL]HGWKDWLQPDQ\

cases our military members rarely got 

together and weren’t making the time for 

professional development.” 

As DLA’s senior enlisted leader, 

Roman brought together the agency’s 

PLOLWDU\SHUVRQQHOE\RUJDQL]LQJWUDLQLQJ

FRQIHUHQFHVDW'/$¶V¿HOGDFWLYLWLHVDQG

regional commands. He also travelled 

to visit military personnel working 

throughout DLA’s warehouses and 

depots to learn about how DLA was doing 

¿UVWKDQGIURPWKHZRUNIRUFH

Much like his predecessors, 

Roman took part in DLA Executive 

%RDUGPHHWLQJVDQGYLVLWHGWKH¿HOG

including trips throughout the Middle 

(DVWDQG3DFL¿FUHJLRQV3,¶YHYLVLWHG

RXUFXVWRPHUVWKHZDU¿JKWHUV'/$

supports,” he said, to make sure supplies, 

equipment and services continued to 

reach customers on time, in the right 

quantities and for the right price. 

The fourth senior enlisted leader at 

'/$ZDV&RPPDQG6JW0DM2WLV&X̆HH

A career of supply chain and military 

logistics assignments brought him to 

DLA, but even he was surprised to learn 

the extent of DLA’s support mission. 

:KLOHKHXQGHUVWRRGWKHVXSSRUW

WRWKH'HSDUWPHQWRI'HIHQVH3,GLGQ¶W

know that the other federal customers 

included the Federal Emergency 

Management Agency and U.S. Agency 

IRU,QWHUQDWLRQDO'HYHORSPHQW ́&X̆HH

recalled, referring to the agency’s support 

DIWHUWKHHDUWKTXDNHLQ+DLWL,WZDV

during his tenure that DLA also provided 

HISTORY HIGHLIGHTS

Story by Chrissie Reilly, DLA Historian

The scope of DLA’s mission is what makes it such an 

important part of the federal government.

— Retired Command Sgt. Maj. Otis Cuffee
Loglines O July - August 2015 21

DLA HISTORY PROGRAM

hoped the Army billet he was assigned 

to would one day be a joint billet. One of 

his current projects with DLA Director 

Lt. Gen. Andrew Busch is developing a 

charter for the position that could bring 

LQVHQLRU1&2VIURPDOOWKHVHUYLFHVZKR

understand supply-chain management. 

The thread of continuity, passed 

on as a legacy from one DLA senior 

enlisted leader to the next, is the total 

commitment to the agency’s mission 

and the ability to be a conduit for both 

the workforce and DLA’s customers to 

ensure the agency meets its goals and 

takes care of its employees; an ethos 

of professionalism. 

humanitarian support for Operation 

Tomodachi, following the earthquake and 

tsunami in Japan in March 2011. 

7R&X̆HHWKHVFRSHRI'/$¶VPLVVLRQ

is what makes it such an important part 

of the federal government, and DLA was 

able to “support our national defense 

with critical materials management.” 

From spare parts to fuel to rations, DLA 

provides all of this and more through the 

management of nine supply chains in 

more than 40 countries worldwide.

$V'/$¶V¿IWKVHQLRUHQOLVWHGOHDGHU

&RPPDQG6JW0DM6XOWDQ0XKDPPDG

said he enjoyed being able to engage with 

the workforce throughout the agency to 

“capture data and feedback about how 

well we are doing as an enterprise.”

Muhammad said when he travelled to 

visit DLA sites worldwide, he told people, 

3,¶PQRWKHUHIRUWKHDPHQLWLHV ́,QVWHDG

he wanted people to ensure he was able to 

turn the visit into results for them. 

3,QGXVWU\WRIR[KROH ́LVWKHSKUDVH

Muhammad used to describe how he sees 

the DLA’s part in providing materials 

WRFXVWRPHUVHVSHFLDOO\ZDU¿JKWHUV

+LVSKLORVRSK\LVWKDW3,DPWKHHQG

user’s validation.” As a person who has 

deployed as a customer of DLA’s logistics 

support, he is able to relate to the 

agency’s customers. 

3,DPSULPDULO\ORRNLQJDWWKH

quality of life for the workforce,” he said, 

which includes all military and civilians 

throughout headquarters and the PLFAs. 

:RUNIRUFHGHYHORSPHQWWKURXJKIRUPDO

academia, classroom training, mentoring 

and on-the-job training, was a key area 

Muhammad focused on to support DLA’s 

mission and its employees. 

3,W¶VLPSRUWDQWWKDWWKHVHQLRU

enlisted leader understands logistics,” 

Muhammad said, but he stressed that he 

Retired Army Command Sergeants Major 

Archie Turner, Otis Cuffee, Sultan Muhammad 

and DLA Senior Enlisted Leader Command 

Sgt. Maj. Charles Tobin pose for a photo 

after the change of responsibility ceremony. 

Command Sgt. Major Tobin took over as the 

agency’s top senior enlisted leader in May.

Navy Petty Officer 1st Class Daniel Garas
I AM

My name is: 

Anne Tarrant

I am: 

A weapon system support manager with Land Customer Operations.

Describe your job in a sentence.

I act as DLA’s focal point for weapon systems support for our Army 

and Marine Corps program offices to ensure DLA provides continuous 

support for their programs throughout the weapon system’s life cycle.

How long have you worked for DLA? 

15 years.

What is your favorite thing about working for DLA? 

Working for DLA presents so many opportunities and engagements. 

My favorite is working with my fellow weapon system support managers 

and DLA team members to lay the foundation of weapon system 

support for our Army and Marine Corps warfighters so they can execute 

their missions.

What are your best memories of working here?

My best memories have always centered on 

our teamwork and flexibility to get things done 

for our warfighters. It’s been the kitting effort for 

Anniston’s M2 production line to allow for accelerated 

production, the sharing of program information 

between WSSMs to get a better coordinated 

support solution, planning for industrial support, and 

continually looking for better ways to put material on 

the shelf for our warfighters.

,ŽǁĚŽLJŽƵŵĂŬĞĂĚŝīĞƌĞŶĐĞ͍

Making a difference happens in many ways. It 

occurs when I educate program offices on DLA 

capabilities, facilitate creative solutions to meet 

weapon system support challenges and advocate for 

DLA process changes to better meet ever-changing 

warfighter needs. 

Anne Tarrant