Defense Logistics Agency

Fiscal Year 2019 Annual History

The Nation’s Combat Logistics Support Agency

Second Printing

DLA History Program

 February 2019
i

Defense Logistics Agency

Fiscal Year 2019 Annual History

 

Table of Contents

Message from the Director ....................................................................................................... 2

Executive Summary.................................................................................................................. 4

DLA Land and Maritime ......................................................................................................... 12

DLA Troop Support................................................................................................................. 26

DLA Aviation ......................................................................................................................... 50

DLA Energy ............................................................................................................................ 64

DLA Disposition Services ....................................................................................................... 78

DLA Distribution..................................................................................................................... 94

DLA Human Resources (J1) ................................................................................................. 132

DLA Logistics Operations (J3).............................................................................................. 142

DLA Information Operations (J6)......................................................................................... 172

DLA Acquisition (J7)............................................................................................................ 190

DLA Finance (J8).................................................................................................................. 212

DLA Joint Reserve Force (J9) ............................................................................................... 230

DLA Installation Management (DM)..................................................................................... 250

DLA Small Business Programs (DB) ..................................................................................... 262

DLA General Counsel (DG) .................................................................................................. 270

DLA Office of the Inspector General (DA)............................................................................ 280

DLA Intelligence (DI) ............................................................................................................ 294

DLA Legislative Affairs (DL)................................................................................................. 306

DLA Equal Employment Opportunity (DO) .......................................................................... 314

DLA Public Affairs (DP)........................................................................................................ 330

DLA Chaplain (DH) .............................................................................................................. 336

DLA Transformation (DT) ..................................................................................................... 340
Defense Logistics Agency

Fiscal Year 2019 Annual History

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Defense Logistics Agency

Message from the Director

Fiscal Year 2019 Annual History
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Defense Logistics Agency

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Defense Logistics Agency

Executive Summary

Fiscal Year 2019 Annual History

1. Introduction

The Defense Logistics Agency (DLA) is the nation’s combat logistics agency. Headquartered at 

Fort Belvoir, it conducts over $40 billion in wholesale and retail sales every year. DLA provides 

end-to-end management of nine supply chains and counts Military Services, federal departments, 

local governments, and international partners as customers.

2. Organization

a. The Defense Logistics Agency is a largest of the nation’s defense agencies. Its offices 

are grouped into a headquarters and six Major Subordinate Commands (MSCs).

b. The headquarters includes the Office of the Director; six functional, or “J” staffs; and 

ten Director, or “D” staffs.

c. “J” staffs include:

(1) DLA Human Resources (J1)

(2) DLA Logistics Operations (J3)

(3) DLA Information Operations (J6)

(4) DLA Acquisition (J7)

(5) DLA Finance (J8)

(6) DLA Joint Reserve Force (J9)

d. “D” staffs include:

(1) DLA Installation Management (DM)

(2) DLA Small Business Programs (DB)

(3) DLA General Counsel (DG)

(4) DLA Office of the Inspector General (DA)

(5) DLA Intelligence (DI)

(6) DLA Legislative Affairs (DL)

(7) DLA Equal Employment Opportunity (DO)

(8) DLA Public Affairs (DP)

(9) DLA Chaplain (DH)

(10) DLA Transformation (DT)
e. Major Subordinate Commands include:

(1) DLA Land and Maritime is headquartered at Columbus, OH. 

(2) DLA Troop Support is headquartered at Philadelphia, PA.

(3) DLA Aviation is headquartered at Richmond, VA.

(4) DLA Energy is headquartered at Fort Belvoir, VA.

(5) DLA Disposition Services is headquartered at Battle Creek, MI.

(6) DLA Distribution is headquartered at New Cumberland, PA.

3. Key Personnel

a. The below chart depicts key leaders as of September 30, 2019.
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b. Key Leadership Changes

(1) On December, 31 2018, Mr. Ted Case, Vice Director, retired. He was replaced 

in March by Mr. Michael Scott.

(2) On April 26, 2019, Maj Gen Mark K. Johnson, J3, retired. He was replaced on 

June 3, 2019 by Maj Gen Allan Day.

(3) On July 30, 2019, Ms. Gretchen Anderson, Chief Financial Officer, retired. 

She was replaced on July 22, 2019 by Mr. John Arthur (Art) Hagler.

(4) On September 6, 2019, RADM Deborah P. Haven, J9, retired. She was 

replaced that month by RDML Grafton D. Chase

(5) On March 17, 2019, Mr. Matthew F. Pausch became DLA’s General Counsel. 

He replaced Melinda L. Perritano, who had served in an acting capacity.

(6) On June 25, 2019, BG Mark T. Simerly finished command of DLA Troop 

Support. He was replaced on the same day by BG Gavin A. Lawrence.

(7) On July 9, 2019, Brig Gen Linda S. Hurry finished command of DLA 

Aviation. She was replaced on the same day by Brig Gen David J. Sanford.

(8) On August 5, 2019 Ms. Christina Young, Director, Small Business Programs, 

left DLA. She was replaced in an acting capacity by Sherry Savage. 

4. Total Personnel

On September 30, 2019, DLA had 26,489 employees (25,299 civilian, 518 active-duty military, 

and 672 reservists).

5. Historical Narrative

Despite leaving office in January, Secretary of Defense James N. Mattis influenced the Defense 

Logistics Agency (DLA) throughout Fiscal Year (FY) 2019. The three priorities he set upon 

taking office in early 2017 generated reforms that were fully underway by October 2018; both 

his priorities and the Department of Defense (DoD)’s advancement of them remained unchanged 

during the acting secretaryship of Patrick M. Shanahan and first months of Dr. Mark T. Esper’s 

tenure. While DLA reacted to events and pursued its own initiatives, efforts to restore military 

readiness, apply business practices, and strengthen America’s alliances encapsulate the fiscal 

year’s most significant developments.

DLA increased readiness by ensuring that its customers – the military services, combatant 

commands, and other federal agencies – received the commodity or repair part they needed, 

when they needed it. By focusing on the items most affecting readiness, the Agency improved its 

material availability (MA) for almost every supply chain. Overall, DLA ended September with a 

96.2 percent MA, 0.7 percent higher than the end of September 2018. Other metrics, such as 

backorders and on-time inventory, improved as well. Also noteworthy, DLA became the global 

transportation and North American warehouse supplier for the F-35 Lightening II, a multipurpose fifth generation jet whose development has become the most expensive acquisition 
program in history. Both DLA Aviation and DLA Distribution expect to see increased business 

from this assignment.

To track MA and other readiness indicators, DLA added more display tools and real-time data to 

its readiness dashboard. Established in March 2018 by Army Lieutenant General Darrell K. 

Williams, the Agency Director, this web-based display presents a common picture of where the 

enterprise stands at any point in time. To maximize access, DLA keeps the information posted to 

this site unclassified.

Efforts to increase DoD readiness dropped the Agency’s on-hand cash to perilous levels and 

constrained the amount it could obligate contractors. In response, LTG Williams authorized 

austerity and other cost-saving measures. Employees began this effort in March by reducing 

travel, overtime, and training. DLA then lengthened the time it took to pay vendors, a move that 

preserved cash. It also reduced the up-front money paid to suppliers by restricting Long Term 

Contracts to under thirty days.

By summer, DLA leaders realized that more needed to be done. Initiating Operation AGENCY 

RESOLVE, they sought new ways to reduce back orders, unliquidated obligations, and suspended 

stock. By forcing DLA to examine individual purchase orders and discern buying trends, 

Operation AGENCY RESOLVE left the agency in decent shape at the end of the fiscal year. While a 

response to cash / obligating authority shortages, the operation had the benefit of educating 

internal and external audiences on the intricacies of DLA business practices. 

Other business reforms influenced the Agency in FY 19, the most central of which was the 

Defense-Wide Review. Announced by Secretary Mark T. Esper at his confirmation hearing in 

July, the Defense-Wide Review has the potential of changing how DLA operates. Esper’s goal is 

to align DoD components with Mattis’s 2018 National Defense Strategy, which identified greatpower competition as the most dangerous threat facing America. The consequences of this 

review will likely be the dominant story for First Quarter, FY 20, if not the entire year.

Second in importance only to the Defense-Wide Review was audit reconciliation. As mandated 

by Congress, DLA underwent a financial audit in 2018. Conducted by Ernst and Young and 

based on the standards in the Office of Management and Budget’s A-123 circular, the audit noted 

deficiencies in the Agency’s business practices. The enterprise is working to resolve these 

deficiencies, known as Notices of Findings and Recommendations, with the goal of obtaining 

clean opinions as soon as possible. Because of its multiple customers and supply chains, DLA 

ended the fiscal year with work to do.

In addition to financial reforms, DoD initiated Defense Agencies and Field Activities (DAFA) 

reviews in FY 19. Overseen by the Department’s Chief Management Officer, these reviews seek 
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Fiscal Year 2019 Annual History

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to eliminate duplicative functions in Fourth Estate entities. While enterprise-wide examinations 

of financial management, healthcare, acquisition, information technology, real property, and 

human resources have yet to result in organizational change, it is possible that DAFA elements 

will end up sharing even more services than they already do. As of the end of September, it looks 

like J1, DLA Equal Employment Office, and DLA Intelligence will continue to support other 

DAFA elements but J6 will transfer personnel to DISA.

To manage these reforms, the Agency has established an independent entity in the Office of the 

Director. DLA Reform generates strategies for Department-wide initiatives and tracks their 

implementation. To understand how the Agency spends money, DLA Reform works with 

McKinsey & Company to conduct “sprints,” or intense looks into the financial operations of 

MSC or enterprise functions. In FY 19, these sprints focused on financial and warehousing 

activities. For example, DLA Reform oversaw a DoD study that determined the Department had 

an 8 to 24 percent overage in its non-tactical storage. Another initiative overseen by DLA 

Reform is cost transparency, an effort based on the assumption that businesses and customers 

will be more willing to work with DLA if they understand what they were being billed for and 

why. 

DLA participated in one more business reform during the year. While DoD has long used 

Military Interdepartmental Purchasing Requests to transfer money from one organization to 

another, these transfers have not always been backed by agreements between sender and 

receiver. The Department of Treasury is looking to correct this deficiency with G-invoicing. As 

with many reforms, G-invoicing will increase ease of execution but only after a lot of up-front 

work, to include determining who needs agreements with whom.

G-invoicing is important as DLA continues to grow its support to the whole of government. One 

key addition in FY 19 was the Department of Veterans Affairs (VA). Although DLA has long 

worked with VA, the two agencies signed an agreement in August that will decrease both the 

wholesale prices paid by DLA Troop Support’s medical directorate and the retail prices paid by 

VA. DLA Troop Support’s subsistence directorate may extend assistance to VA as well. 

Currently, it is increasing its support to the U.S. Department of Agriculture (USDA). The USDA 

oversees the nation’s school lunch program; many school districts in the country already rely on 

the directorate’s purchasing power to obtain meals at reasonable prices. Finally, on August 15, 

the medical directorate established an enduring relationship with the Defense Health Agency. 

In addition to agreements with other agencies, DLA advanced Secretary Mattis’s third priority –

supporting international partners – buy supporting foreign military sales. Despite having a low 

priority, repair parts ordered by American allies such as Israel and Iraq nonetheless totaled $1.4 

billion during the fiscal year. The Agency also strengthened international alliances by 

participating in exercises. Three of these exercises were particularly noteworthy. Through its 

Indo-Pacific Command, DLA established and maintained a material processing center in 

Australia for Exercise TALISMAN SABRE over the summer. At the same time, its Europe and 

Africa Command both oversaw DLA deployments to Kosovo for Operation SABER GUARDIAN

and helped plan Exercise DEFENDER EUROPE 20.
DLA strengthened alliances in other ways. As part of Operation INHERENT RESOLVE, America’s 

campaign against the Islamic State (ISIS) in Iraq and Syria, the Pentagon assigned the 30th 

Armored Brigade Combat Team to U.S. Central Command. A National Guard unit, the 30th 

Armored had not been resourced to the same readiness level as active units. DLA Land and 

Maritime provided the parts the Army needed to get the brigade combat-ready.

While the Agency responded to DoD-driven events such as brigade deployments, it also initiated 

its own projects. One that received public attention was robot process automation (RPA). RPA 

automates high volume, mundane, and repetitive tasks so DLA employees can focus on creative 

work. As of the end of the fiscal year, it has had significant success, especially in helping J3 and 

J8 resolve their Notices of Findings and Recommendations. The goal moving forward is to shift 

from “attended bots,” programs that require human intervention, to “unattended bots,” programs 

that do not.

Other projects streamlined the way DLA managed information. LTG Williams transformed its 

operations center into an Agency Synchronization and Operations Center (ASOC). The ASOC 

provides the Agency both a common operating picture and a single point of contact for the 

liaisons it has with combatant and logistical commands. When manned with representation from 

across the enterprise, the ASOC will increase DLA’s ability to respond to events. The Agency is 

currently constructing a permanent location for the ASOC in its headquarters building. 

The end of FY 19 also marks the completion of two Senior Leader Orientation Courses (SLOCs). 

Developed by the J1, the SLOC introduces new leaders to what DLA does and how it operates. 

The first two courses were particularly important, as the Agency underwent unpreceded 

leadership change in the second half of the fiscal year. A partial list of new leaders includes the 

Vice Director, Operations Officer, Chief Information Officer, Chief Financial Officer, Assistant 

Chief Financial Officer, Senior Reserve Officer, General Counsel, DLA Troop Support 

Commander, DLA Aviation Commander, DLA Land and Maritime Deputy Commander, DLA 

Energy Deputy Commander, and J6 Program Executive Officer.

With new leadership comes a new goal. In late July, LTG Williams challenged DLA to reduce its 

cost recovery rate from 11.5 to 9.5 percent. This rate, essentially a surcharge the Agency adds to 

sales, funds the organization’s operations and maintenance. While DLA’s cost recovery rate has 

decreased significantly since the early 1990s, it needs to drop still further if the Agency is to 

remain viable in today’s restricted financial environment. By moving toward its 9.5 goal, DLA 

expects to save $1.3 billion by FY 2024. 

Cost reductions cannot detract from the Agency’s ability to respond to events. One such event is 

the Agency’s contract renewal with the American Federation of Government Employees, still 
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being renegotiated at the end of the fiscal year. Another is the assistance DLA Troop Support 

provides Customs and Border Protection in its efforts to secure America’s southern border. Yet 

another has been the many police forces that have benefited from excess DoD property provided 

through DLA Disposition Services’ Law Enforcement Support Office.

As a whole-of-government member, DLA stands ready to respond to natural disasters and other 

events outside its control. Dorian, a slow-moving Category 5 hurricane that destroyed the 

Bahamas and hit America’s southeast coast in September, proved DLA’s biggest mobilization 

during the fiscal year. Almost every element of the organization had a role in supporting affected 

communities. DLA Troop Support provided 1.13 million meals to seven locations, as well as 100 

cases of bottled water, 60 generators, and 352 sets of personal protective equipment. DLA 

Distribution deployed two expeditionary teams that received, stored, and managed 1,024 trailers 

of disaster relief. The command shipped over 9,000 cases of Meals-Ready-to-Eat, coordinated 

the movement of 1 million meals, and supported 6,000 Marine recruits displaced from Paris 

Island, South Carolina. DLA Energy’s Task Force Americas deployed representatives and 

oversaw a contingency fuels contract. Various headquarters elements, to include the Analytics 

Center of Excellence, captured lessons from these components so future disaster support will be 

even more responsive.

DLA ends FY 19 prepared for DoD reform and the unknowns of the future. Most important, it 

stands ready to help our nation prevail against its enemies. By providing logistics services and all 

classes of supply except ammunition and major end items, the Agency remains critical to DoD’s 

ability to implement policy.
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Defense Logistics Agency

Fiscal Year 2019 Annual History

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Defense Logistics Agency

DLA Land and Maritime

Fiscal Year 2019 Annual Historical Report
1. Introduction:

a. General

DLA Land and Maritime Supply Chains deliver repair parts to all Military Services. 

Daily operations include more than 2,500 associates at 37 locations worldwide, to include four 

DLA Depot Level Reparable detachments and four detachments supporting U.S. Naval 

Shipyards. DLA Land and Maritime’s core functions include purchasing material, monitoring 

inventory levels, maintaining technical data and assuring quality conformance of approximately 

two million spare and repair parts utilized by more than 19,000 military units and federal and 

civilian agencies. In 2019, DLA Land and Maritime’s sales exceeded $4.1 billion.

Land and Maritime directly support Navy surface and subsurface, Army and Marine 

Corps customers through dedicated customer relations while working with numerous suppliers to 

fulfill requirements for assigned stock classes across the Department of Defense. Additionally, 

we provide logistical services directly to Navy shipyards and Army and Marine Corps industrial 

sites. The successful accomplishment of this mission requires a well-trained, diverse workforce 

and a professional culture that supports high expectations. 

b. The DLA Land and Maritime Way

We provide Warfighter Logistics Excellence through accountability, teamwork, urgency, 

agility and innovation built upon a commitment to integrity, diversity, mutual trust and respect.
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Fiscal Year 2019 Annual History

14

2. Organization:
3. Key Personnel:

(Left to right)

1. Commander RDML John Palmer: June 2018-present

2. Deputy Commander Mr. Kenneth Watson: October 2019-present

3. Acquisition Executive Mr. Mark Brown: March 2018-present

4. Chief of Staff Col. Janette Ketchum: July 2018-present

5. Director of Operations Mr. Griff Warren: January 2009-present
Defense Logistics Agency

Fiscal Year 2019 Annual History

16

(Left to right)

1. Director, DLA Land Customer Operations Col. Juanita Clarke: July 2018-present 

2. Deputy Director, DLA Land Customer Operations Linda Johnson: July 2018-present

3. Director, DLA Land Supplier Operations Col. Robert Murray: August 2018-present

4. Deputy Director, DLA Land Supplier Operations Don Schulze: July 2018-present 

5. Director, DLA Maritime Customer Operations CAPT David Lockney: August 2018-

present

6. Deputy Director, DLA Maritime Customer Operations Mr. Shawn Cody: October 2017-

present

7. Director, DLA Maritime Supplier Operations CAPT Jeff Schmidt: April 2016-present 

8. Deputy Director, DLA Maritime Supplier Operations Mr. Ben Roberts: July 2014-present 

9. Director, Strategic Acquisition Programs Directorate CAPT Christopher Waldron: June 

2019-present 

10. Deputy Director, Strategic Acquisition Programs Directorate Linda Kelly: April 2019-

present 
(Depot Level Reparables Detachments L-R)

1. Director, DLA Land Warren Vito Zuccaro: July 2016-present 

2. Deputy Director, DLA Land Warren Bryon Gerwolds: May 2015-present 

3. Director, DLA Maritime Mechanicsburg Quentin Smith: March 2018-present

4. Deputy Director, DLA Maritime Mechanicsburg Emily Bear: April 2018-present 

5. Director, DLA Land Doug Nevins: November 2018-pesent

6. Deputy Director, DLA Land Allison Scannell: January 2014-present

(Shipyard Detachments L-R)

1. OIC, DLA Maritime Norfolk CDR Aaron Sikes: November 2018-present

2. Deputy, DLA Maritime Norfolk Ernie Styron: April 2019-present

3. OIC, DLA Maritime Puget Sound CAPT Mike Krisman: June 2019-present

4. Deputy, DLA Maritime Puget Sound Andy Lancaster: February 2018-present

5. OIC, DLA Maritime Portsmouth CDR Chris Donnelly: June 2019-present
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Fiscal Year 2019 Annual History

18

6. Deputy, DLA Maritime Portsmouth Thomas Moore: December 2013-present

7. OIC, DLA Maritime Pearl Harbor CDR Bruce Reilly: September 2017-present

8. Deputy, DLA Maritime Pearl Harbor Robert Torres: October 2016-present

(Left to right)

1. Director, DLA L&M Business Process Support Mr. Oscar Mitchell: October 2018-

present

2. Deputy Director, DLA L&M Business Process Support Mr. Dave McGraw: August 

2014-present

3. Director, DLA L&M Business Procurement Support Mr. Ken Goodson: April 2019-

present 

4. Deputy Director, DLA L&M Business Procurement Ms. Julie Van Schaik: November 

2018-present

5. Director, DLA L&M Eng & Tech Support Mr. Eugene Williams: July 2019-present

6. Deputy Director, DLA L&M Eng & Tech Support Ms. Renee Magill: Jan. 2018-present

7. Director, DLA L&M Office of Counsel Mr. Michael Gordon: November 2015-present 

8. Deputy Director, DLA L&M Office of Counsel Mr. John Hart: November 2015-present 

9. Director, DLA L&M People & Culture Mr. Robert Boggs: September 2015-present

10. Deputy Director, DLA L&M People & Culture Ms. Anita Luich: Feb. 2018-present
11. Director, DLA L&M Small Business Ms. Sherry Wellmer: April 2019-present

12. Deputy Director, DLA L&M Small Business Mr. James Secrist: Sept. 2017-present

13. Director DLA L&M EEO Mr. Charles Palmer: March 1999-present

14. Director, DLA L&M Internal Review Ms. Melanie Schmechel: Jan 2012-present

15. Director, DLA L&M Executive Programs Mr. Ben Kinstlinger: July 2019-present

16. Public Affairs Officer, DLA L&M Public Affairs Mr. Michael Jones: April 2011-present

17. J6 Business Relationship Manager, DLA Information Operations Ms. Kari Riskedahl: 

Feb. 2014-present

18. J1 Customer Account Manager, DLA Human Resources Services Ms. Jessica Barton: 

December 2017-present

19. Comptroller, DLA Finance L&M (J8C) Mr. William Pascol: November 2018-present

20. Deputy Comptroller, DLA Finance L&M (J8C) Mr. James Patterson: January 2019-

present

21. DSCC Site Director, Mr. Dan Bell: October 2015-present

22. DSCC Deputy Site Director, Mr. Eddy Poprock: January 2018-present

23. AFGE Local 1148 Union President Ms. Robin Menafee: December 2015-present

24. IFPTE Local 7 Union President Mr. Jeffery Tanner: May 2019-present
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Fiscal Year 2019 Annual History

20

4. Total Personnel:
5. Historical Narrative:

a. Operations

(1) Highest Recorded Material Availability (MA): 

In June of FY 19, associates at the Land Supplier Operations directorate achieved 

a 92 percent MA rating by successfully fulfilling 135,637 orders. These efforts helped register 

their highest rating in more than nine years. 

Land Supplier Operations leadership developed and implemented an active 

vendor engagement plan to help reach this achievement. That plan focused on working closely 

with vendors and suppliers to mitigate supply chain challenges that helped create backorders.

The directorate is comprised of four distinct divisions: Vehicle Support, 

Batteries/Tires/Engines, Small Arms/Industrial Product Support and Contracting Support. These 

departments include 374 associates who collectively manage more than 400,000 National Stock 

Numbers (NSN). In managing these NSNs they executed more than 450,000 contracts supplying 

more than 2 million items. These items total more than $1.6 billion in annual sales. 

(2) Global Tire Program: 

The Global Tires Program integrator acquisition team executed the largest 

contracting initiative in Defense Logistics Agency Land and Maritime’s history on November 9, 

2018. The contract is for 10 years and is valued at $2.1 billion. The integrator contract provides 

global supply and management of tires for aircraft and ground systems to DoD and allies. The 

contract will deliver $193 million in cost avoidance and provide improvements to customer 

support that include a 3 percent increase from the preceding contracts for on-time delivery and 

fill-rate metrics. These efforts were instrumental in raising delivery performance from 95 to 97

percent. 

(3) Nuclear Enterprise Support:

The Nuclear Reactors Program (NRP) is the Navy’s priority operations program. 

DLA has developed a reputation of commitment, mission focus and unparalleled customer 

support when it comes to supporting the Navy NRP. The items managed are extensive in scope 

and unequaled in terms of customer expectations. DLA’s NRP associates produce extraordinary 

results achieving MA for this critical weapon system above 95 percent for the past 141 months. 

FY 19 MA averaged 97.1 percent for the first 10 months and at the end of July 2019 had 

increased to 97.8 percent. DLA Land and Maritime’s goal is a sustained and repeatable supply 

chain material effectiveness and responsiveness.
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Fiscal Year 2019 Annual History

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b. Small Business

Consistently serving small businesses throughout the year, as of fourth quarter FY 19 the 

Small Business Office’s metrics were ahead in the areas of overall Small Business, Small 

Disadvantaged Business and Historically Underutilized Business Zone (HUB Zone) goals. The 

exceptions are in the category of Small Disadvantaged Veteran-Owned Small Business, where 

we are slightly behind and Woman-Owned Small Business which continues to be a challenge 

throughout the agency. The Small Business Office exceeded its goal of 70.03 percent of 

contracts at or below the simplified acquisition threshold of $250,000 awarded to small 

businesses. Successes included obligating $1.9 billion of eligible dollars in the same category. 

Small Business educational activities included hosting four Training, Knowledge and 

Opportunity seminars, including one specifically requested by Procurement Technical 

Representatives. Office specialists continuously focus on expanding the socioeconomic base and 

improving relationships between small and large businesses for subcontracting opportunities by 

attending beneficial outreach events like the Annual U.S. Army Ground Vehicle Systems 

Engineering and Technology Symposium, Advanced Planning Briefings for Industry 

Conference, the Macomb Regional Procurement Technical Assistance Center event, the 

HUBZONE Small Business Summit, the National Ohio Statewide Procurement Technical 

Assistance Center training at Dublin Integrated Education Center, the Cleveland Business to 

Business Matchmaker and the National Small Business Federal Contracting Summit. 

c. Safety Program: 

On June 12, 2019 the DLA Chief of Staff issued a memorandum directing operational 

control of DLA Installation Management Safety and Occupational Health (SOH) staff to the 

MSCs and Regions. In line with the realignment initiative the Land and Maritime Commander

assumed the role of Chair of the Defense Supply Center Columbus Safety Council, and the 

Safety Manager was integrated into all Land and Maritime routine business meetings. Efforts are 

ongoing to modernize the DLA Safety Programs enterprise wide to improve efficiency and 

comply with federal and DoD doctrine. DLA Land and Maritime is part of the DLA 

Modernization Task Force and working group collaborating with representatives across the 

enterprise to redefine SOH roles and responsibilities.

d. Community Cooperation Agreement: 

DLA Land and Maritime’s Police and Emergency Services (P&ES) entered into a mutual 

aid agreement with the City of Whitehall Division of Police (WHPD) to meet law enforcement 

response requirements with high-risk/critical incidents. The resources the WHPD will provide 

P&ES have significantly reduced staffing costs associated with recalling them (on their regular 

days off and/or vacation) to assist with all phases of response. The resources needed to mitigate 

these incidents are dependent on the totality of the circumstances; therefore, assessing the cost 

saving on resources and staffing must be a case-by-case basis. 
e. DLA Land and Maritime Detachment Success:

(1) Mechanicsburg:

The detachment provides sustainment support to Naval Supply Systems 

Command Weapon Systems Support (NAVSUP WSS) by contracting for new Depot Level 

Reparables for NAVSUP WSS surface ships, submarines, carriers and foreign military sales 

customers. The detachment entered FY 19 with an all-time high workload of more than 3,300 

purchase requests. The Land and Maritime Command detachment was challenged to reduce the 

workload to 800 PRs by the end of FY 19. The detachment’s workforce accomplished the goal of 

getting below 800 PRs ahead of schedule at the beginning of August. Their accomplishment 

helped NAVSUP WSS achieve an all-time high in supply MA and an all-time low in unfilled 

customer orders.

(2) Warren:

The mission of DLA Land Warren is to provide comprehensive acquisition, 

contracting and business advisory services to support customer requirements for new purchase of 

Depot Level Reparable items. As FY 19 closes, DLA Warren expects to come very close to the 

record $1.1 billion in contract dollars and 2,000 contracts awarded during FY 18. DLA Warren is 

on track to top FY 18’s performance pending resolution of service funding shortfalls. 

DLA Land Warren detachment has increased the number of long term contracts over the past 

several years; culminating with the most LTCs ever awarded during its FY 19 operations. 

Senior leadership at Army Materiel Command, DLA Land and Maritime and U.S. 

Army Tank-Automotive Command incorporated the Base Realignment and Closure Act in 

reaching a decision that dictated a mission change for DLA Land Warren. That mission change 

shifted the purchasing responsibility for consumable items to the Army Contracting Command in 

Warren, Michigan. 

DLA Land Warren has been working on a Work-in-Process (WIP) Burn-Down 

Plan to reduce requirements from a high of about 1500 in FY 18 to 750 requirements in FY 19. 

DLA Land Warren’s mission change transferred the management of consumable requirements to 

Air Combat Command Warren and the contracting assistance of a Columbus Tiger Team 

contributed to the WIP burn down achievements. A productivity increase contributed to 

Warren’s WIP decrease and was fueled by maintaining appropriate resource levels.

f. Deployment Operations

For FY 19 Land and Maritime deployed 16 personnel to Kuwait and Afghanistan in 

support of Operation FREEDOM’S SENTINEL, and one additional person to Iraq in support of 

Operation INHERENT RESOLVE.
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Fiscal Year 2019 Annual History

24

On the training side, Land and Maritime deployed one person to Korea for Exercise 

DONG MAENG 19-1 (formerly KEY RESOLVE) and deployed one person to Korea for Exercise 

DONG MAENG 19-2 (formerly ULCHI FREEDOM GUARDIAN).

On the humanitarian side, Land and Maritime deployed one person from our Global 

Reaction Force team to provide remote Class IX expeditionary support from Fort Belvoir, 

Virginia for the refugee crisis in Venezuela from May to June 2019. 

Land and Maritime deployed four additional personnel to Afghanistan using the 12-

month Expeditionary Civilian deployment program.

g. People and Culture 

DLA Land and Maritime’s internal rotation and job shadowing programs were created to 

provide employees with the opportunity to further develop functional, cross-functional and 

leadership skills through experiential internal rotational opportunities within Land and 

Maritime. During FY 19, DLA Land and Maritime graduated 13 participants in the Internal 

Rotation Program and 25 participants in the Job Shadowing Program. The intent of these 

programs is to help ensure workforce capabilities match present and future mission requirements 

while providing more opportunities for employee growth.

h. Supply Chain Security

(1) Commercial and Government Entity (CAGE) Compromise Program 

During FY 19 Land and Maritime’s Fraud Counsel identified 79 contractors 

whose stock was defective and subject to removal from the supply chain. This directed screening 

initiative prevented defective stock supplied by fraudulent contracts from being delivered to our 

military customers. The actions were coordinated with Headquarters and other fraud counsels 

and enabled the dispositioning, demilitarization and disposal of nonconforming parts.

The Land and Maritime Fraud Team reviewed new DLA Internet Bid Board 

System (DIBBS) account data weekly to identify companies that may be “CAGE 

Compromised.” To date, more than 1,875 suspect CAGE codes have been identified, with 

approximately 1,200 linked to a single network. 

(2) Fraud Success Metrics, Including CAGE Compromise Related Contractors

(a) 7 Convictions (including guilty pleas that are pending sentencing)

(b) $1.2 million total restitution ordered 

(c) $800,000 total civil settlement (pending Court acceptance)

(d) 23 Debarments/Suspensions – (18 CAGE Compromise related)

(e) 54 Debarment Recommendations – (22 CAGE Compromise related)
(3) Deoxyribonucleic Acid (DNA) Marking:

Federal Supply Class 5962, microcircuits, was identified as a High Risk Stock 

Class for procurement of counterfeit items. DNA marking was selected as one of several tools to 

mitigate risk of counterfeit microcircuits. DNA is a plant-based material that is used for marking 

each microcircuit component. 

The Electronics Product Test Center (EPTC) inspects each microcircuit, validates 

paperwork received with the product, inspects packaging, verifies authenticity of the product and 

DNA marks each individual microcircuit procured by DLA. All vendors are required to supply 

traceability, which entails a full chain of custody back to the approved source of supply. The 

DNA mark can’t be replicated and provides a unique ability for DLA to determine a device’s 

origin years after it’s been provided to our military customers. As of July 31, 2019, the EPTC has 

reviewed 170 projects through the DNA Marking Program. Within those projects, 344,245

individual microcircuit devices have been DNA marked. As an added safeguard, the DNA 

process only awards to trusted suppliers, which include original component manufacturers, 

original equipment manufacturers, authorized distributors, companies on the qualified suppliers 

list of distributors and companies on the qualified testing suppliers list.

i. Environmental Stewardship

Installation Recognition: Defense Supply Center Columbus (DSCC) was certified as a 

USA Tree City by the Arbor Day Foundation and Ohio Department of Natural Resources. The 

Tree City USA program is a nationwide movement that provides the framework necessary for 

communities to manage and expand their urban forest. DSCC has achieved Tree City USA status 

by meeting four core standards of sound urban forestry management: maintaining a tree board, 

maintaining a tree ordinance, spending at least $2 per capita on urban forestry and celebrating 

Arbor Day. The Environmental Division is working to prevent future planting of invasive species 

by implementing a tree permit system. 
Defense Logistics Agency

Fiscal Year 2019 Annual History

26

Defense Logistics Agency

DLA Troop Support

Fiscal Year 2019 Annual Historical Report
1. Introduction.

DLA Troop Support FY 19 Annual Historical Report outlines actions taken across Troop 

Support’s five supply chains – Subsistence, Clothing & Textiles, Construction & Equipment, 

Medical, and Industrial Hardware – as well as the Product Test Center Analytical during FY 19

to support the needs of our customers around the globe.

DLA Troop Support collaborates with the Military Services, the Combatant Commands and 

industry partners to balance Service requirements with industry capabilities in order to meet 

warfighters’ demands.

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

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

achieve audit readiness.

2. Organization:

DLA Troop Support’s mission is to deliver optimal, global supply chain solutions to enable 

ready, lethal Warfighters and our other valued partners. Sales for FY 19 totaled $19.1 billion,

accounting for approximately 48% of the DLA total. Staffing includes 2,346 civilians, 74 active 

duty military personnel and 42 reservists.

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

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

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

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

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

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

Using long-term contracts, tailored logistics support programs, prime vendor relationships, and 

traditional contracts, DLA Troop Support procures products for warfighters serving around the 

globe. The Philadelphia-based MSC oversees two forward-based commands, DLA Troop 

Support Europe & Africa headquartered in Kaiserslautern, Germany, and DLA Troop Support, 

Indo-Pacific, in and Pearl Harbor, Hawaii. 

3. Key Personnel:

a. Headquarters

(1) Brigadier General Gavin Lawrence, USA, Commander: June 2019-Present
Defense Logistics Agency

Fiscal Year 2019 Annual History

28

(2) Mr. Richard A. Ellis, Deputy Commander: July 2010-Present

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

Management: August 2010-Present

(4) Mr. Robert A. Ratner, Chief of Staff: July 2010-Present

b. Supply Chains

(1) Subsistence

Col. Eric McKoy, USA Director: June 2019-Present

Rich Faso Deputy Director: April 2016-Present

Lourdes Valentin Supplier Operations Director: November 2018-Present

John Sheehan Customer Operations Director: July 2016-Present

(2) Clothing & Textiles

Col. Joseph Elkins, USAF Director: August 2019-Present

Roy Dillard Deputy Director: August 2016-Present

Steven Merch Supplier Operations Director: August 2016-Present

Bruce Carson Customer Operations Director: July 2019-Present

Lisa Raucheisen Plans & Integrations Director: August 2015-Present

(3) Construction & Equipment

CAPT Jacqueline Meyer, USN Director: June 2019-Present

Thomas Grace Deputy Director: April 2016-Present

Marko Graham Supplier Operations Director: July 2018-Present

Howard Page Customer Operations Director: July 2016-Present

(4) Medical

COL Matthew Voyles, USA Director, Medical: June 2018-Present

David Johns Deputy Director: February 2016-Present

Nora Steigerwalt Customer Operations Director: August 2016-Present

Dan Keefe Supplier Operations Director: May 2016-Present

(5) Industrial Hardware

Col. Adrian Crowley, USAF Director: August 2017-Present

Tina Piotrowski Deputy Director: September 2017-Present

Gary Shifton Supplier Operations Director: February 2014-Present
c. Key Staff Elements

(1) Procurement Process Support

CAPT James Gayton, USN Director: July 2018-Present

John Fafara Deputy Director: August 2018-Present

(2) J3/J5 Operations and Plans

CAPT Timothy Griffin, USN Director: June 2019-Present

Patrick Owens Deputy Director: December 2018-Present

(3) Product Test Center Analytical

Jamie Hieber Director: July 2014-Present

d. Key Personnel Changes

(1) Patrick Owens served as the Customer Operations Director, Clothing & 

Textiles from September 2017-December 2018. In December 2018, he became the Deputy 

Director, J3/5 Operations and Plans at Defense Logistics Agency Troop Support, Philadelphia.

(2) Gina Vasquez, Supplier Operations Director, Subsistence retired in January 

2019. 

(3) Col. Melvin Maxwell, USAF served as the Director, Clothing &Textiles from 

August 2018-April 2019. In April 2019, he was selected to serve as the Executive Officer of 

Logistics Operations at Defense Logistics Agency, Fort Belvoir, Virginia. 

(4) Col. Abel Young, USA served as the Director, Subsistence from September 

2017- June 2019. Young was selected to serve as the Deputy Military Athletic Director at the 

United States Military Academy at West Point.

(5) Brigadier General Mark Simerly, USA served as the DLA Troop Support 

Commander from July 2017- June 2019. Simerly was selected to serve as the commanding 

general, 19th Sustainment Command (Expeditionary), Eighth Army, Republic of Korea.

(6) Capt. Gerald Raia, USN served as the Director, Construction & Equipment 

from May 2018-June 2019. Raia was selected to serve as the Chief, Office of Military 

Cooperation, Kuwait.
Defense Logistics Agency

Fiscal Year 2019 Annual History

30

(7) Jeffrey Horton served as the Deputy Director for Procurement Process Support 

from May 2016-August 2019. Horton retired from the agency. 

(8) Bruce Carson was selected as the Clothing & Textile Director of Customer 

Operations in July 2019.

4. DLA Troop Support FY 19 Command Accomplishments

a. Awards and Other Recognition

DLA Troop Support received the Employer Support of the Guard and Reserve Seven 

Seals and the Secretary of Defense Employer Support Freedom Award. The awards are given to 

organizations that support employees serving in the Guard and Reserve.

(1) 2018 Troop Support Hall of Fame Inductees

Every November, former Troop Support employees are nominated for induction 

into the DLA Troop Support Hall of Fame, for making significant long-term contributions or 

providing outstanding customer service and displaying exemplary work ethic during their tenure. 

Inductees must be at least 2 years removed from the organization, and no more than 10 years 

separated.

(a) Jacqueline A. Basquill was inducted into the DLA Troop Support Hall 

of Fame, Class of 2018 for her outstanding mission support from 1973 through 2014. 

Throughout her 42-year federal career, she touched the lives of countless Warfighters, DoD 

beneficiaries and those in need of critical medical materiel around the globe.

(b) Keith R. Ford was inducted into the DLA Troop Support Hall of Fame, 

Class of 2018 for his outstanding mission support from 1981 through 2016. Mr. Ford began his 

federal career in 1981 as a GS-5 Contract Specialist and worked his way up the ranks before 

retiring as the Deputy Director of the Clothing and Textiles supply chain where he led a staff of 

338 professionals through unprecedented change in uniform requirements.

(c) Wayne H. Williford was inducted posthumously into the DLA Troop 

Support Hall of Fame, Class of 2018 for his outstanding mission support from 1980 through 

2016. Mr. Williford was a skillful Business Logistics Specialist who held a variety of positions at 

DLA Troop Support and its legacy organizations. He was best known for his leadership during 

many organization transformations.

(2) Troop Support Innovation Award

During the December 2018 Troop Support Town Hall, Brig. Gen. Mark Simerly 

launched the inaugural Declaration of Innovation Award. The award is presented quarterly to 

employees that make recommendations for changes or improvements within the organization. 

The award recipients by quarter were:
(a) Quarter 1 Individual Award: Robert Fagan, Clothing and Textiles 

Supply Chain, was instrumental in standardizing and developing a new material to be used in 

flags. Once implemented, his innovative idea could save $1.35 million dollars annually.

(b) Quarter 1 Team Award: The Subsistence Supply Chain Drone Support 

Team examined the use of unmanned air systems, or drones, to deliver food and water to areas 

not accessible by normal modes of transportation.

(c) Quarter 2 Individual Award: Sarah Wyatt, Clothing and Textiles 

Supply Chain was recognized for creating a custom special measurement Marine Corps dress 

coat for Medal of Honor recipient Marine Corps Sergeant Major (Retired) John L. Canley.

(d) Quarter 2 Team Award: The Subsistence Supply Chain Kiosk Team 

was recognized for working with the Joint Culinary Center of Excellence to modernize Garrison 

Food Service operations and create remote food locations for meal card holders to enjoy a 

selection of food and beverages.

(e) Quarter 3 Individual Award: Andrew Nemeth, Industrial Hardware 

Supply Chain was recognized for leading the creation and implementation of a new Product 

Quality Deficiency Report which allows the agency to receive restitution for deficient material, 

meet time and work requirements, and remain audit compliant. 

(f) Quarter 3 Team Award: The Industrial Hardware’s Supply Chain Point 

of Contact Team was recognized for streamlining project data to more effectively engage all of 

Industrial Hardware functional areas to collaborate on corrective actions for specific items by 

creating a standardized “Storyboard” presentation for projects. The team’s actions resulted in a 

30% reduction in overdue contracts, resolving issues with non-procurable items, and accelerating 

80% of delivery timelines to meet urgent weapon system needs. 

(g) Quarter 4 Individual Award: Subsistence Employee Pama Hamlett was 

recognized for her outstanding work day in and day out as well as her tireless efforts with 

Hurricanes Florence and Michael.

(3) Troop Support Sexual Assault Prevention and Response Program

(a) Planned and executed novel “SAPR Campfire Sessions” which 

engaged Culture Improvement Teams and supply chain leadership in developing effective SAPR 

communications and program focus for CY19. Through targeted, small-group discussions

focused on perceived “blind spots” and key SAPR talking points, the Sexual Assault Response 

Coordinator, Ms. Ella Wynn, was able to develop effective events and communications such as 

the well-attended April 2019 “Be Brave” educational empowerment event and a quarterly poster 

campaign advertising important point-of-interest as recommended by the CIT and leader 

Campfire attendees. 

(b) Coordinated installation-wide events for Sexual Assault Awareness 

and Prevention Month on behalf of Troop Support and in cooperation with the Naval Support 

Activity Philadelphia SAPR committee. Through record attendance of events such as the 
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Fiscal Year 2019 Annual History

32

Proclamation Signing, Be Brave educational event, SAPR Awareness Walk and awareness and 

information tables throughout the campus. Awareness and education efforts reached a record 

number of employees in 2019, leading to a more informed and SAPR-minded workforce. 

(4) Public Affairs Community Relations

(a) Feds Feed Families

In September 2019, DLA Troop Support donated 4,279 pounds of food to 

Philabundance, the region’s largest hunger relief organization. The Feds Feed Families food 

drive ran from June 2019 through August 2019 and yielded the highest total food donations of all 

the Philadelphia federal agencies. 

(b) Vietnam War Veterans Commemoration 

DLA Troop Support partnered with the Greater Northeast Philadelphia 

Chamber of Commerce, Association of U.S. Army William Penn Chapter and the Corp. Michael 

J. Crescenz VA Medical Center in recognizing approximately 90 Vietnam War veterans from the 

local community on March 29. The event was in support of the Vietnam War Commemoration 

Program and was held at KleinLife in NE Philadelphia.

(c) Philadelphia School District Internship Program

DLA Troop Support partnered with the Philadelphia School District to 

create a pilot internship program as part of a Community Relations initiative. The pilot program 

was a paid internship for local high school seniors to gain meaningful federal work experience 

before advancing to college. Two Northeast Philadelphia High School students were selected for 

the pilot where they worked in the Corporate Communications office and the Product Testing 

Center from Dec. 2018 to the end of their school year. 

(5) On December 13, 2018, a team of 22 employees from DLA Troop Support 

Medical was selected for the “Acquisition Support Professional Team of the Year” for 2018 at 

the 51st Annual DLA Employee Recognition Awards Ceremony held at DLA Headquarters in 

Fort Belvoir, Virginia

(6) Two DLA Troop Medical members were awarded medals at the Federal 

Executive Board Award Ceremony in the categories of Outstanding Technical Achievement and 

Steadfast Achievement
b. Supply Chain Accomplishments

(1) Subsistence

(a) Subsistence provided over 5 million meals to the Federal Emergency 

Management Agency in support Hurricane Michael disaster relief efforts in September 2018.

(b) William Beaumont Army Medical Center, Fort Bliss, Texas, became a 

Subsistence supply chain customer and completed several orders for dairy and bakery items.

(c) During the Research and Development Associates for Military Food 

and Packaging, October 2018 meeting in Woburn, Massachusetts, collaborated with food 

industry partners to establish a process to restrict ingredients in military dining facility menus.

(d) The Unitized Group Rations-A Option Team collaborated with the 

Continuous Process Improvement Office to conduct a project to improve on-time delivery of 

items for troops in field conditions which resulted in the team meeting 100 percent of their 

delivery dates. 

(e) Roberto Santana Irizarry, a contracting officer representative was 

selected as the 2018 DLA Troop Support Leader of the Year.

(f) Subsistence Garrison Feeding Division supported the United States 

Army Joint Culinary Center of Excellence on their inaugural Army Outpost Kiosk grand 

openings at Fort Stewart, GA., Fort Carson, CO, Fort Drum, NY and Fort Riley, KS. The kiosks 

offer a fresh grab and go option for soldiers who are on base but are away from the dining 

facilities for training.

(g) Subsistence provided border support requirements for Davis-Monthan 

Air Force Base, Laughlin Air Force Base, and Eagle Pass, TX, totaling $320,000.

(h) The United States Department of Agriculture/Department of Defense 

Fresh Produce Program continued to grow with sales over $300M for the school year and 

hundreds of new school customers added throughout the country.

(i) Subsistence worked with the commander of the Submarine Forces 

Atlantic Fleet, Norfolk, VA, on an initiative to use freeze-dried items in recipes for meals aboard 

submarines. The Navy is interested in expanding the number of freeze-dried items on the catalog, 

as well as the number and type of ships in the future, pending the outcome of the pilot program.

(j) The Umatilla Tribe out of Oregon rejoined the United States 

Department of Agriculture/ Department of Defense Fresh Program.

(k) The ALFOODACT Credit Defect Reduction, continuous process 

improvement project was initiated and completed. The project focused on improving how 

refunds/credits are confirmed after items are recalled.

(l) The 185th Iowa Air National Guard in Sioux City received their first 

Christmas holiday delivery from the DLA.
Defense Logistics Agency

Fiscal Year 2019 Annual History

34

(m) Subsistence provided initial food orders for the Navy’s newest 

Freedom-variant LCS, the future USS Billings. The ship set sail from Marinette, WI in May 

2019.

(n) Dr. Starr Seip, the Subsistence resident Registered Dietitian and 

Nutritionist, had her first research article published in the December 2018 issue of Journal of 

Food Science and Nutrition. Starr shared her knowledge of nutrition and disease prevention with 

the Troop Support workforce through Subsistence University seminars. 

(o) DLA Troop Support Subsistence and the United States Department of 

Agriculture expanded the Summer Feeding Program which uses federal funds to provide fresh 

fruits and vegetables to summer school and camp locations in 21 states. Sales are expected to 

reach $250K. Two new states, Oklahoma and Idaho, joined the program in summer 2019.

(p) Subsistence hosted its second Ingredients Industry Day at the 

Doubletree Airport Hotel, Philadelphia. Over 50 manufacturers, industry and government were 

in attendance. The meeting was held to continue the collaboration, transparency and 

communication that has been ongoing regarding the removal or restriction of ingredients in the 

food served in military dining facilities and onboard ships. 

(q) FEMA requested 52K cases of Humanitarian Daily Ration meals to be 

delivered to its Distribution Center in Tracy, California, to serve as replenishment for the Pacific 

Region for potential disaster relief efforts. 

(r) Three MIPRs totaling more than $150K were awarded for Food 

Service Equipment for customers at Camp Lejeune, NC and Gulfport, MS.

(s) Tailored Vendor Logistics Specialist Sharon Pollard and Contract 

Specialist Jessica Borreli successfully added a third weekly delivery to support Tyndall Air 

Force Base. The increased delivery requirement is in response to ebuilding efforts postHurricane Michael.

(t) The second Army Outpost Kiosk opened on April 16, 2019 at Ft. 

Drum, New York. Efforts by the Subsistence customer, cataloging, and supplier teams 

successfully added over 100 items to the Ft. Drum catalog. The goal of the Kiosk is to offer a 

choice to the soldiers for nutritional items that can be purchased with their meal swipe card.

(u) In April 2019, Wornick and Sopakco made their first incremental 

deliveries of the Humanitarian Daily Ration to FEMA warehouses in Puerto Rico and Hawaii. 

(v) Subsistence provided support to TRIDENT 19-4, the Naval Special 

Warfare's Joint National Training Capability, which test and evaluate the command and control 

of the deploying SEAL Teams. The exercise based out of El Paso, Texas will support 

approximately 800 warfighters with three meals per day throughout the duration. 

(w) Thirteen Basic Ordering Agreements for Commercial Shelf Stable 

Meals were put into place to support FEMA during the Hurricane Season which began on June 1, 

2019. FEMA revised and enhanced their nutritional to a minimum of 800 calories/meal with a 

maximum sodium content of 1,000 mg. In addition, shelf life was increased to 10 months and 

candy has been eliminated from the meals. Vendors will be able to provide a cumulative total of 

approximately 17.5M meals by day 15. The average price per meal is $5.50, an increase of 

approximately $0.50/meal from the previous configuration which was expected given the 

increased nutritional requirements.
(x) At the end of June 2019, Subsistence successfully provided support to 

four ships crossing the borders between the United Arab Emirates and Oman signaling improved 

relations and processes transporting goods through international ports.

(y) In June 2019, Subsistence made its first successful delivery of UGR-A 

Dry components through the port of Gdynia, Poland. Shipping the items directly to Gdynia helps 

bypass more stringent ports and avoids crossing borders in the European Union. 

(z) Members of the Subsistence Equipment Branch hosted a visit from 

Joint Base Andrews Air National Guard personnel to discuss the purchase of Disaster Relief 

Mobile Kitchen Trailers (DRMKT). The team has a MIPR for $3.9M to procure 5 DRMKTs and 

is looking to procure 3-5 DRMKTs annually over the next 5 years. 

(aa) On July 24-25, the Subsistence Strategic Material Sourcing Group in 

partnership with the New Jersey Institute of Technology Unmanned Aviation Systems (UAS) 

Test Site, conducted a successful land-to-land unmanned aircraft systems research flight to learn 

about the potential use of UAS to deliver supplies to areas that may be inaccessible by normal 

delivery methods. The successful drone delivery consisted of a 50-pound payload of a case of 

bottled water and a case of First Strike that traveled 1.25 miles from the Cape May-Lewes Ferry 

Terminal to the New Jersey Aquaculture Innovation Center in Cape May, New Jersey. The next 

day it transported the same load from the terminal to the USCGC Lawrence Lawson off the coast 

of Cape May to evaluate its land-to-sea-to-land capabilities.

(bb) In August 2019, the Subsistence Food Safety Office, Supplier 

Support Division and the Equipment branch began working with the DoD Military Working Dog 

Center along with the Joint Base San Antonio-Lackland Contracting Squadron to add additional 

lines items to their catalogs for the military working dogs. 

(2) Clothing & Textiles

(a) In October 2019, the Clothing and Textile Supply Chain provided over 

17,000 Operational Camouflage Pattern utility uniforms to Airmen at Aviano Air Base, Italy; 

Shaw Air Force Base, South Carolina; the Pentagon, Washington, D.C.; Joint Base Charleston, 

South Carolina; and MacDill AFB, Florida. 

(b) Berry Amendment compliant Athletic Footwear were rolled out to Air 

Force & Coast Guard recruits on January 1, 2019 and to Navy recruits on April 1, 2019. 

(c) Clothing and Textiles’ special measurements team created a custom 

Marine Corps dress coat for retired Sergeant Major John L. Canley, a Medal of Honor recipient. 

Canley received the Medal of Honor from President Donald Trump on October 17, 2018, for his 

heroic actions in Vietnam in 1968. 

(d) The new female Marine dress uniforms were provided to over 3,000 

Female Recruits at Marine Corp Recruit Depot Parris Island, South Carolina during the 1st and 

2nd quarter of 2019. 
Defense Logistics Agency

Fiscal Year 2019 Annual History

36

(e) Supply chain leaders and the Troop Support commander hosted 

industry representatives from the National Council of Textile Organizations, Warrior Protection 

& Readiness Coalition and the American Apparel and Footwear Association to encourage open 

and candid dialogue about innovative ways to provide support to the warfighter.

(f) A contract was awarded at $15.5M for 216,240 Navy Coveralls, 

Utility, Improved Flame Resistant Version (IFRV), Class I, Type II, Dark Blue 3392. This item 

is the supply chains highest backordered item and the exigency buy was required to help meet 

the Navy’s revised forecasted demand of 33K per month, which was more than double their 

initial forecasted demand of 15K per month.

(g) Clothing and Textile leaders observed the Personal Protective 

Equipment return on March 6, 2019 for Army Staff Sergeant Steven McQueen, whose helmet 

was struck in the back by a 7.62x54mm Russian round at a distance of about 20 feet while 

deployed to Afghanistan.

(h) In partnership with LMI, the Clothing and Textile supply chain 

conducted training on the new Supply Request Package (SRP) Tool designed under the Military 

Unique Sustainment Technology effort. The tracking system will extend SRP process visibility 

and traceability as we work to support our customers. The system went live March 1, 2019. 

(i) The first article testing requirement for Leading Technology 

Composites under its new long term contract for the Enhanced Side Ballistic Inserts (ESBI) was 

waived and the first production lot authorized. The ESBI is a Critical Safety Item that provides 

armor piercing rifle round protection. DLA holds the only contract in the DoD for ESBI. 

(j) In coordination with Navy leadership and industry partners, two new 

Navy items were introduced in support of the Navy Recruit Issue Bag on April 1, 2019: Athletic 

Footwear and the Navy’s new Cold Weather Parka which replaced the Navy Peacoat and All 

Weather Coat. 

(k) Clothing and Textiles filled 185 orders in support of Ash Wednesday, 

Palm Sunday, Passover, and Easter holidays in April 2019. Orders consisted of 2,028 bottles of 

wine or grape juice, 274,000 pieces of palm, 434 Jewish ceremonial Seder kits and 65 ounces of 

ashes. 

(l) The first DLA contract supporting the new load bearing pack system 

for the Marines was awarded at $37M for max quantity 385K. 

(m) Product Specialists and Resolution Specialists have made substantial 

progress on closing Quality Notifications (QN) for suspended stock, supply discrepancies and 

product quality deficiencies. At the beginning of calendar year 2019, there were $1.96 million in 

QNs with suspended stock.

(n) Responded to an urgent request for OCP uniform coats, trousers and 

tan t-shirts from the Navy Expeditionary Combat Readiness Center to outfit 25 Navy deployers 

within four days. Because the unit was not an authorized user of the uniform, the C&T Customer 

Account Specialist took action to address user authorization issues, input requisitions into the 

system, coordinate overnight shipment to complete the task one day ahead of schedule.

(o) In partnership with industry, the box for the Medal of Freedom was 

recently re-designed. The Institute of Heraldry worked with the Medal of Freedom vendor Ira 

Green to develop several prototypes. These prototypes were sent to the White House, and 

presented to First Lady Melania Trump for review and decision.” 
(3) Construction & Equipment

(a) Construction and Equipment supply chain provided 63 generators sets 

to FEMA in support of Hurricane Michael disaster relief efforts. Provided support to FEMA in 

the wake of Hurricane Florence, which included 1296 sets of gloves and vests and 1320 waders

(b) Contract specialists met a Foreign Military Sales customers’ urgent 

need for 16 armored bulldozers.

(c) Construction and Equipment began support to military members 

deployed to the Texas/Mexico border, providing pickets, rolls of concertina and barb wire. 

Border support concluded with a total of $7.8M of supplies, including: 178K pickets; 102K rolls 

of concertina wire; 7 EBS; and 4.3K rolls of barb wire.

(d) Awarded the Federal Supply Group 80 contract during the second 

quarter of FY 19. 

(e) Received mission assignment and delivery order from FEMA for 

18,552 cots, which were delivered to three FEMA distribution centers in Dallas, Texas; 

Fredericksburg, Maryland; and Atlanta, Georgia.

(f) The Special Operations Equipment Tailored Logistics Support Program 

supported a $70 million U.S. Army Communications-Electronics Command requirement.

(g) The Maintenance, Repair, and Operations Tailored Logistics Support 

Program delivered 12,000 tarps and 6,000 mounting kits to be used as temporary shelter for 

internally displaced people in Syria.

(h) The container team worked with the Crane Army Ammunition Activity 

and SDDC on the purchase of 194 20-foot containers at a total value of $1.7 million. The 

containers were shipped to McAlester Army Ammunition Plant to replenish aged containers.

(i) The Director of Supply, Ordnance and Logistics Operations OPNAV 

and DLA Headquarters signed a memorandum of understanding to increase OCONUS 

HAZMAT support to the Navy. The MOU allows DLA to release FSG 80 material to OCONUS 

Navy customers with reduced shelf life remaining. The MOU is a pilot program to assess the 

effectiveness of expanding shelf life limitations. 

(j) In September 2019, leased 144 generators for Hurricane Dorian 

support. Provided support for personal protective equipment required by the United States Army 

North for hurricane relief efforts and awarded orders for 320 pairs of gloves, 320 life vests, and 

352 pair of waders. 

(k) Construction and Equipment ended the fiscal year with $6 billion in 

sales, a record for the supply chain. 
Defense Logistics Agency

Fiscal Year 2019 Annual History

38

(4) Medical

(a) The Medical supply chain provided approximately 3.4 million doses of 

the influenza vaccine to military treatment facilities and U.S. Navy Fleet clinics around the world 

in support of the DoD’s Influenza Vaccination Program.

(b) Through a partnership with DLA and the United States Department of 

Veteran Affairs, the Captain James A. Lovell Federal Health Care Center began using DLA 

Troop Support Medical supply chain’s Medical/Surgical Prime Vendor program in March 2019. 

This is the first time a VA-administered medical facility has utilized a DLA Troop Support 

Medical program to acquire medical and surgical items through the program’s worldwide 

procurement system.

(c) Continued to build strong partnerships, extending support capabilities 

with our Whole of Government partners. We executed two five-year Inter-Agency Agreements 

with the Department of Health and Human Services, Centers for Disease Control, Division of 

Strategic National Stockpile, and the Washington D.C. Department of Behavioral Health's, St. 

Elizabeth's Hospital. 

(d) Expanded Arthrex, Inc. Electronic Catalog contract with 318 

additional orthopedic items. Many of the new items Medical added are different sizes or 

iterations of products that are already on contract and currently being purchased by DoD 

customers. Adding additional items will enable surgeons to treat their patients with custom sized, 

state-of-the-art implants and instruments. 

(e) During October 2018, the 68 Navy 21N Program medical items, 

managed by DLA Troop Support Medical, posted material availability rate of 97.1 percent. 

(f) Stryker Orthopedic is participating in a pilot with DLA Troop Support 

Medical, which will result in further savings based on sales growth for orthopedic implants for 

the Military Healthcare System. Medical negotiated with Stryker to implement the additional 

discounts in FY 19 based on sales growth from FY 2018. DLA Troop Support is estimating a 

cost avoidance of approximately 3-5 percent overall for FY 19, which equates to roughly 

$750,000 to $1.25 million in potential savings.

(g) DLA Troop Support Medical awarded a long-term contract to Ziehm 

Imaging, Inc., for their complete commercial product line of Radiology systems. The contract is 

a joint contract with the Department of Veterans Affairs National Acquisition Center. The 

contract has a ten-year term, which consists of a five-year base and one five-year option, with a 

maximum value of $135 million. 

(h) Awarded a contract to Medical Place Inc., a Service Disabled VeteranOwned Business and an authorized distributor of a variety of sleep related products 

manufactured by ResMed. This is a five-year contract with a maximum value of $15 million. 

The final pricing reflects discounts that range from 39 to 82 percent off the manufacturer’s list 

price.

(i) On December 14, 2018, DLA Troop Support Medical collaborated with 

Navy Pharmacy consultants, Defense Health Agency and Joint Medical Logistics Function 

Development Center in regards to the expansion of the Auto-Sub Pilot and how it influences 
Medical’s interface with AmeriSource Bergen. Stakeholders discussed implications of recalls, 

auditability as well as expansion to other Medical Treatment Facilities. Auto-sub has generated 

more than $600K in savings over the past year. 

(j) In December 2018, DLA Troop Support Medical reduced the costs of 

60 drugs, through its National Contracts Program, by $22.7M. This reduction results in a total of 

$60.3M reduction for FY 19. The MSPV program reduced customers’ costs by $5.4M in FY 19. 

Pharmaceutical costs were reduced as well through prime vendor contracts, by $81.1M.

(k) DLA Troop Support Medical expanded one of the Electronic Catalog 

Contracts for the Gaumard Scientific Co., Inc. at the request of Naval Medical Logistics 

Command located at Fort Detrick, Maryland. The customer also requested the addition of the 

Advanced Pediatric Hal Simulator, which is the world’s most advanced pediatric patient 

simulator. Medical added the item, which is now available to both CONUS and OCONUS 

customers with a delivery time of 30 days. 

(l) The Medical Team, comprised of customer and supplier operations 

personnel, processed over 400 requisitions, which included high-priority items, such as combat 

application tourniquets, universal first aid kits, syringes, bandages, as well as cold chain products 

in support of Foreign Military Sales requirements valued at over $25M. 

(m) DLA Troop Support Medical reduced the cost of the medical material 

it purchased for DoD by $147.05 million:

(n) DLA Troop Support Medical extended its Electronic Catalog Sales to 

various non-DoD organizations by $36.3 million.

(o) The Senior Enlisted Advisor to the Chairman Joint Chiefs of Staff, 

Command Sgt. Maj John Troxell, visited DLA Troop Support. Troxell took some time to greet 

and present his Coin of Excellence to one of his former soldiers who had served with him while 

they were deployed to Iraq and is now a DLA Troop Support Medical member.

(p) Medical representatives attended the annual Global Patient Movement 

Joint Advisory Board Conference on April 2-5, at Scott Air Force Base. The mission focus of the 

conference was the handling of mass casualties in a deployed Multi-Modal Patient Movement 

Items environment, from point of injury all the way to CONUS Military Treatment Facilities.

(q) DLA Troop Support Medical continues to build strong partnerships 

with Whole of Government Veterans Affairs (VA) customers under Veterans Integrated Support 

Network 19. On April 24, Medical added 58 VA custom kits to Electronic Catalog for American 

Medical Depot. DLA’s ECAT System is providing the VA a cost savings of approximately 

$410K annually compared to their current contracts.

(r) Medical participated in a Mortuary Affairs RoC drill conducted at the 

Army Logistics University in Fort Lee, Virginia from April 23-25. The purpose of the RoC drill 

was to present a comprehensive examination of the doctrinal concepts for MA operations in a 

collaborative manner, with key input from the institutional and operating sustainment 

community. Identified challenges for executing MA operations in a Large Scale Ground Combat 
Defense Logistics Agency

Fiscal Year 2019 Annual History

40

Operations environment, while gaining a better understanding of existing capacity and capability 

gaps.

(s) The Medical Supply Chain provided approximately 3.4M doses of the 

influenza vaccine to military treatment facilities and U.S. Navy Fleet clinics around the world in 

support of the DoD’s Influenza Vaccination Program.

(t) Through a partnership with the Department of Veteran Affairs, the 

Captain James A. Lovell Federal Health Care Center began using DLA Troop Support Medical’s 

Medical/Surgical Prime Vendor program in March 2019. As of May 2, obligations total 1038 

lines for $461K with total sales (receipts posted) of 995 lines for $429K.

(u) Medical Supply Chain leadership hosted a “$1 billion Celebration,” for 

its National Contracts team on May 28. Since inception of the Medical National Contracts 

Program in 2013, the contracting team has surpassed the one billion dollar cost reductions 

threshold in support of our warfighters. 

(v) Medical personnel participated in the 2019 Humanitarian 

Assistance/Disaster Relief Table Top Exercise on May 28-29. The goal of this exercise was to 

increase readiness and improve interagency communication and coordination in preparation for 

the upcoming hurricane season. Representatives provided briefs on the National Response 

Framework followed by a real-time immediate response exercise to enhance DLA Troop 

Support’s ability to respond in Defense Support of Civil Authority operations. 

(w) Medical completed a modification to the “Equipment Electronic 

Catalog” contract with Verathon Inc. The modification included the addition of 28 Video 

Laryngoscope and Bronchoscopy Systems. The added items are discounted from 4.5 to 41 

percent from the commercial list price.

(x) DLA Troop Support Medical completed a recent modification to 

Beacon Point’s Equipment Electronic Catalog contract to add 14K items. The items added 

include products from Stryker, Medtronic, Covidien and Midmark. The products have an average 

discount of 41% off list pricing and DLA is being offered the best pricing Beacon Point offers to 

any customer. The modification increases the scope of products being offered and includes many 

items requested by our service customers.

(y) On June 10, 2019 the Navy asked DLA Troop Support Medical 

personnel to expedite seven purchase requests for the USNS COMFORT, which was deploying 

on June 14. These requests included items such as surgical sponges, litmus paper, microtome 

blades, specimen plate, specimen bags and intravenous arm boards. Awarded four of the 

necessary purchase requests within one day and delivered by the deployment date. 

(z) The Medical Supplier Operations Director accompanied Mr. William 

Kenny to the Veterans Affairs Headquarters to attend the ceremonial signing of the 

Memorandum of Agreement between DLA and the VA. The VA will have the ability to provide 

materiel support to Veterans through this strategic partnership. The agreement between DLA and 

the VA allows better acquisition over medical and surgical items, cleaning supplies and 

equipment, construction materials and equipment, and other items. This first step gives VA 

networks increased access to DLA’s major programs, improving productivity and efficiency.

 
(5) Industrial Hardware

(a) Industrial Hardware ended all contracts under the Acquisition Advice 

Code (AAC) J program in December 2018. The AAC J program provides special attention to 

items that are not stocked because they are unique, hard to acquire, or traditionally ordered in 

small quantities. Approximately 6K orders have been placed under the project for a total value of 

$3.7M since implementation. A new AAC J contract program began in February 2019, covering 

roughly 700 NSNs. Approximately 272 orders have been placed under the project for a total 

value of $86K since renewal contract implementation.

(b) Commercial Fastener Integrator Program ended in July 2019 to begin 

moving material back to DLA Depots. At its height, the inventory was valued at $7.5M. Delivery 

orders against totaled 37K valued at $13M.

(c) In partnership with the Air Force and Pratt & Whitney, the Industrial 

Hardware chartered a TF33 supportability working group. The working group is responsible for 

obtaining affordable, sustainment solutions ensuring the safety and operational viability of the 

TF33 through the remainder of its program life. 

(d) The Post-Award Continuous Process Improvement project improved 

customer response time by 90 percent. The project improved data management, standardized 

processes, and established an expedite team modeled after commercial best practices. 

(e) The Corpus Christi Army Depot Integrated Prime Vendor (IPV) team 

reviewed Boeing’s proposal for an equitable adjustment to manage and supply Army-owned 

material in support of IPV bins with a potential valued estimate of $4.8M for the remaining 

seven years of the contract. Additional coordination occurred with DLA Aviation to implement a 

kitting solution for items coming off the Honeywell TELSS contract covering approximately 335 

NIINS and 11 kit Bills of Materiel.

(f) Achieved milestone MA and backorders of 91.89% and of 90K

respectively, exceeding the DLA Director’s goals of 91.2% minimum and 92,289 maximum.

(g) Garnered three Federal Executive Board of Philadelphia annual awards 

to include: Outstanding Community Service (Individual) – Gold; Outstanding Technical 

Achievement (Individual) - Gold – Bradley Steiner; Economy in Government Operations 

(Group) – USAF Capt. Roy Cruz and Tech. Sgt. Jennifer Bartholomew. 

(h) Strategic Materiel Sourcing Group awarded FSC 5330 “Fully 

Competitive Packaging” project – eight contracts covering 147 items with annual demand of 

$668K. Achieved $204K in negotiated savings with potential to add 6k items pending demand. 

SMSG also modified five other Long Term Contracts with a combined estimated annual demand 

of $1.8M ensuring provision and support for 63 critical coded warfighter support items. 

(i) Strategic Materiel Sourcing Group awarded the Restricted Source FSC 

5305 thru 5325 Renewal Project consisting of ten contracts covering 161 items with an annual 

demand value of $3M, $307K in negotiated savings and potential to add an additional 11K items 

via the Add/Delete Clause if demand warrants. 
Defense Logistics Agency

Fiscal Year 2019 Annual History

42

c. Other Significant Accomplishments

(1) Product Test Center Analytical

Quarters 1 2 3 4 FY 19 Total

Total Reports Received 4302 4159 3221 2840 14522

Shade 2879 2188 1985 2023 9075

Verification 104 117 36 66 323

Source 1302 1836 1183 737 5058

Other 1 1 2 3 7

Proficiency 3 5 1 3 12

Certifications 10 8 8 6 32

Source Untested 3 4 5 2 14

Total Reports 

Completed 4070 4232 3197 2870 14369

Shade 2846 2207 1932 2038 9023

Verification 69 118 68 64 319

Source 1141 1892 1182 759 4974

Other 1 0 1 1 3

Proficiency 2 0 1 3 6

Certifications 10 10 6 32

Source Untested 1 3 3 0 7
(2) Financials

(a) As reported in the Annual Operating Plan, the FY 19 FTE goal was 

2,286 FTE; actual FTE number was 2,122. The travel goal was set at $3M; actual was $2.5M. 

The training execution goal was set at $2.M and the actual was $428K.

(b) Net Operating Result (NOR) tracks DLA’s revenues and expenses 

monthly, assesses performance against the budget, identifies variance early in the fiscal year and 

allows the Agency to take corrective actions necessary to achieve NOR targets. For DLA Troop 

Support, the NOR forecasted for FY 19 was $14.5 M. The Actual NOR was $232.5M.

(c) Cash Plan Performance (CPP) is DLA’s total disbursements minus 

DLA’s total collections. A negative CPP implies that more cash was collected than disbursed and 

increases the Cash Balances. A positive CPP implies that more cash was disbursed than we 

collected and decreases the Cash Balance. For DLA Troop Support, the forecasted CPP for FY 

19 was $356.9 M. The Cash Actual was $56.2 M.

(3) FY 19 Sales Breakdown

DLA Troop Support sales for FY 19 totaled $19.1 billion. Sales by supply chain 

breakdown as follows:

(a) Subsistence: $2.8 billion 

(b) Clothing & Textiles: $2 billion

(c) Construction & Equipment: $6.2 billion 

(d) Medical: $7.6 billion

(e) Industrial Hardware: $613 million

(4) Process Compliance

The Continuous Process Improvement team provided professional consulting, 

coaching, and education that resulted in nine projects, 42 trained lean six sigma green belts, and 

over $1.8M in savings. 
Defense Logistics Agency

Fiscal Year 2019 Annual History

44

FY 19 CPI Projects Identified Savings

June 2018 – June 2019 11 projects completed

Along with collaborations in 

Blockchain, Project 

Management, LSA, and DLA 

Kitting Process

$1.8M (includes 

$99.7K for F&R New 

Item financial cost 

avoidance)

d. Audit Readiness

The Audit Readiness (AR) team increased progress towards DLA achieving an audit 

opinion to demonstrate that DLA Troop Support is accountable and continues to strive to provide 

the best service and value to the Warfighter. Our focused approach with the external auditor for 

FY 19, led to successful outcomes for Troop Support including no findings resulting from Troop 

Support, successful closure of 4/17 observations associated with Troop Support, with additional 

support for closure of other observations associated with DLA J-code offices.

The most impactful steps taken for audit success were the deliberate rehearsals conducted 

in advance of the independent auditor walk-throughs and the follow up communication post site 

visits to provide additional information that closed observations and prevented future findings. 

AR achieved this through a DLA Troop Support Commander’s memorandum of instruction on 

audit and by teams committing to readily providing access to information and documentation 

that was responsive to the sample transactions identified by the auditor. 

To prepare for the external auditors visit, AR educated the 5 Troop Support supply chains 

and staff offices on what to expect during the audit, including how to work with auditors, via 

town halls, videos, an audit pamphlet guide, and a roadshow with the DLA audit task force. AR 

performed mock audits on the 19 areas listed for audit and the team reviewed the newly created 

risk control matrices. After executing end to end audit walkthroughs with the supply chains, AR 

integrated with the other MSCs and supporting J-code staff to ensure enterprise audit alignment. 

Troop Support then met with the external auditor for three weeks of audit engagements in 

Philadelphia. These engagements covered: expenses (order to cash processes), inventory (plan to 

stock processes), and revenue (procure to pay processes). An additional success of the AR 

products is that other DLA MSCs have referenced and requested the tools in support of the 

ongoing audit site visits. 

Outside of audit site visits, AR has established a centralized library to hold 

documentation for all processes within each supply chain. As this process continues, AR will 

create or assist in the development of additional documentation to support robust knowledge 

management. AR updated and mapped the 11 unique Troop Support process cycles and 

appointed assessable and sub assessable unit manager responsibilities. AR is working to update 

or assist in the update of any controls that may be identified for improvement during the testing 

of risk control matrices. 

AR completed and submitted three Statements of Assurance and appendices for financial 

reporting. In support of accurate starting balances, Troop Support has actively worked to achieve 

a 100% inventory count for FY 19, and adjusted variances that occur on a monthly basis as part 
of system inventory reviews. We continue to support initiating or improving upon the corrective 

action plans as DLA receives Notices of Findings and Recommendations and progresses to 

closure of each finding.

FY 19 AR Projects Audit

Oct 2018 – September 

2019

Developed 11 unique risk and control 

matrices along with updating 15 

flowcharts and associated procedures. 

Troop Support hosted and 

provided process walkthroughs 

for the DoD OIG and the 

external auditor from 20 MAY20 JUN 2019.

Personnel Trained Observations and Findings New item Roll Out

All five supply chains and 

staff offices

Troop Support completed 

implementation of the corrective 

action plan for finding NFR-118, and 

closed 4 of 17 FY 19 audit 

observations. 

AR introduced audit education 

Risk Control Matrices to the 

Supply Chains. AR also 

launched a Centralized Library 

and Audit Playbook for 

knowledge management. 

e. Command Support Office

A leadership development pilot program began for mid-career civilian employees to gain 

one-on-one mentorship from senior-level employees. During FY 19, 25 mentees and 24 mentors

participated in the program.

DLA Troop Support hosted career program representatives from six Philadelphia-area 

universities on April 29, as a part of the inaugural Discover DLA Day. Participants met with 

DLA Troop Support senior leadership and learned about career opportunities, compensation and 

benefits offered within the organization. Discover DLA Day is a recruitment initiative for the 

Intern and Pathways to Career Excellence programs to attract local college and university 

graduate students to DLA Troop Support and federal service. 

f. Support to Small Business

DLA Troop Support continued to strengthen its relationship with the small business 

community and special emphasis program partners. In the face of increased obstacles and many 

regulatory changes, small businesses continued to demonstrate the ability to successfully 

compete for a wide variety of acquisitions.
Defense Logistics Agency

Fiscal Year 2019 Annual History

46

Overall awards to small businesses exceeded $7.8 billion including $361M awarded to 

small businesses located in Historically Underutilized Business Zones). Awards to small 

disadvantaged and small women owned business concerns totaled more than $1.4B.

Awards to veteran-owned small business concerns totaled more than $1B.

Other related socioeconomic programs include awarding contracts to non-profit agencies such as 

the AbilityOne Program – National Industries for the Blind and SourceAmerica which employ 

individuals who are blind or have other severe disabilities. DLA Troop Support continued to be 

a major supporter to these organizations in FY 19 awarding over $590M to AbilityOne entities. 

DLA Troop Support is a strong supporter of Federal Prison Industries (UNICOR) with over 

$117M awarded to UNICOR facilities in FY 19.

In 2019, small business concerns as well as AbilityOne partners continued to be a vital 

part of DLA Troop Support’s robust industrial base across its five supply chains.

g. Procurement

(1) Pricing Division (BPA)

Pricing processed in excess of 650 pricing cases in FY 19 with 85% of the actions 

in the Subsistence, Clothing & Textile and Medical supply chains.

(2) Competition Advocate

Troop Support’s competition rate greatly exceeded projections in FY 19. Total 

competed dollars were $15.5B out of $18.2B obligated under contracting actions. This translated 

to a rate of 85.1%, a 10-percentage point increase over what was anticipated. 

h. Compliance Division (BPB)

(1) Performed Internal Procurement Management Reviews and new Internal 

Agency Management Reviews of Supply Chains, DLA Troop Support Europe & Africa and 

DLA Troop Support Pacific.

(2) Performed Special Interest IPMRs on Command directed topics.

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

work of each DLA Troop Support Contracting Officers. Conducted as needed training based on 

reviews and findings.
Program Metric (plan per year) Estimated Actions/Reviews

Contract Quality Reviews

(CQR) LG/SM/Mod

63/311/262

Simplified Acquisition Reviews 350 per year

Biennial Warrant Reviews 475 KOs over 2 years

IPMRs/IAMRs 6-7 each over 2 year. 

i. Programs Division (BPC)

(1) Special Projects Team

In FY 19, the Industrial Base Extension (IBex) Program purchased 29 Market 

Research and Micro Reports, primarily for INDOPACOM and EUCOM. Additionally, reports 

for the Arctic Circle were purchased; this was the first time market forces in Russia, Canada, and 

the United States (Alaska) were reviewed, strengthening IBex’s support of EUCOM and 

introducing IBex to NORTHCOM planners. IBex continued its support of the Joint Engineer 

community and to those deploying to remote or hostile locations. In FY 20, IBex will continue 

these efforts, as well as explore drafting new Blanket Purchase Agreements for classified reports 

for the J2 community. Ultimately, IBex aims to expand the communities it supports while 

continually providing quality market intelligence on OCONUS commercial capabilities to its 

traditional partners. 

(2) Contract Review Division (BPP)

(a) Reviewed high dollar value complex Acquisition Plans, 

Solicitations, Pre-Negotiation Objectives, Competitive Range Determinations, Price 

Negotiation Memos, and Source Selection Decisions

(b) Number of cases reviewed by Supply Chain:
Defense Logistics Agency

Fiscal Year 2019 Annual History

48

Supply Chain/Region Cases 

Reviewed

Medical 86

Subsistence 76

Construction and Equipment 63

Clothing and Textiles 43

Europe and Africa 9

Industrial Hardware 19

TOTAL 296

(3) Systems & Procedures Division (BPS) 

(a) 400 hours of specific topic training related to 

Policy/ECC/EProcurement/External Systems 

(b) Customer Service – 24.5K+ email and phone requests

Policy Guidance issued to the Procurement Community

(c) 12 Contracting Broadcast News

(d) 7 Contract Policy Memorandums

(e) 10 Clause Change Notices

(f) 16 Procurement Letter Summaries 

(g) Continuous System Guidance and System Testing 

(h) J7 BOT development and consolidation effort. 

(i) DCMA workload driver weekly discussions

(j) Suspended Stock J7 root cause analysis effort

(k) DCMA LV/LR adjudication and resolution team 

(l) Procurement System Modeling

(m) Resolution of thousands of payment issues on various orders

(n) Quarterly and Yearly FPDS verification and validation reports

(o) Full time Support of Operation Agency Resolve

(p) Hurricane Support

(q) Audit Readiness support as systemic SMEs

(r) Agency Management Review support as systemic SMEs 
BLANK PAGE
Defense Logistics Agency

Fiscal Year 2019 Annual History

50

Defense Logistics Agency

DLA Aviation

Fiscal Year 2019 Annual Historical Report
1. Introduction

The Defense Logistics Agency (DLA) Aviation is a Major Subordinate Command (MSC) of 

DLA and is the agency’s combat logistics and supply chain manager for aviation and nuclear 

assets across the Department of Defense. 

DLA Aviation is headquartered in Richmond, Virginia, and operates at 18 geographically 

separated sites across the U.S. The DLA Aviation team is comprised of more than 3,800 civilian 

and military personnel supporting more than 1,700 weapon systems as the U.S. military's 

integrated materiel manager for more than 1.2M national stock number items, industrial retail 

supply and depot-level repairable acquisitions resulting in over $5.8b in annual sales.

Positioned alongside its military customers, DLA Aviation manages industrial support activities 

at Robins Air Force Base (AFB), Georgia; Tinker AFB, Oklahoma; Hill AFB, Utah; Marine 

Corps Air Station Cherry Point, North Carolina; Naval Air Station North Island, California and 

Naval Air Station Jacksonville, Florida. DLA Aviation is responsible for supply at six major 

industrial maintenance, repair, and overhaul facilities and for storage operations at three. 

Our five depot-level reparable (DLR) procurement organizations executed procurements of more 

than $1.9B in FY 19. DLA Aviation managed DLR operations at Robins, Tinker and Hill AFBs; 

Naval Supply Systems Command, Weapon Systems Support, Philadelphia; and at Redstone 

Army Arsenal, Alabama. DLA Aviation operates an Industrial Plant Equipment Services (IPES) 

maintenance, repair and overhaul facility at Mechanicsburg, Pennsylvania. DLA Aviation strives 

to deliver excellence in performance, and responsiveness in support of our worldwide customer 

network. 

Whether bringing up F-16 Mission Capable Rates from 68.1 percent to 75 percent during FY 19, 

or developing a manual build set process for over 2K piece parts located directly in the Fleet 

Readiness Center shop to undergo maintenance repair and overhaul work, or providing 

customers with more than 5.6K mapping products, to creating new National Stock Numbers for 

hazardous substances or developing programs to help with supervisory functions; Aviation is 

committed to supporting the warfighter, people and mission.
Defense Logistics Agency

Fiscal Year 2019 Annual History

52

2. Organization 

3. Key Personnel and Organizational Changes

a. Mr. Steven Kinskie transitioned from being DLA Aviation Chief of Staff (COS), 

Director of the Command Support Directorate, and Operations Officer to becoming the Planning 

Programs Director. He maintained his position as Aviation Operations Officer.

b. Ms. Tanya Hill transferred from the position of Director of Procurement Process 

Support when selected as Chief of Staff in March 2019. Ms. Hill also serves as the Director of 

the Command Support Directorate. 

c. Ms. Martha Tuck replaced Ms. Hill as Director of Procurement Process Support in 

August 2019. Ms. Tuck transferred from the Aviation Supplier Operations Original Equipment 

Manufacturer (OEM) Directorate where she was the Deputy Director.

d. On July 9, 2019 Air Force Brig Gen David J. Sanford assumed command of DLA 

Aviation replacing outgoing Commander, Brig Gen Linda S. Hurry.

e. In July 2019, Air Force Col. Gabriel Lopez replaced Air Force Col. Paul Smith as 

Commander of DLA Aviation at Ogden, Utah. 

f. In February 2019, Ms. Theresa Wolfe replaced Mr. Rocky Weaver as Aviation’s 
Customer Account Manager for Human Resources Support.

g. In June 2019, Mr. Floyd Moore accepted a rotational assignment with the Office of the 

Secretary of Defense.

h. In August 2019, Mr. Travis Beasley was selected as the Director of Supplier 

Operations OEM (FM).

i. In August 2019, Ms. Daniele Kurze vacated her position as Deputy Director of 

Strategic Acquisition Programs (A) when she was selected as Director of the Supplier Operations 

Commodities (FA) Directorate. 

j. In the summer of 2019 DLA Aviation submitted a reorganization package that includes 

the addition of a new Audit and Process Compliance Directorate (DR). This new directorate is 

led by Mr. Stephen Mason. The directorate aligns organizations and efforts in support of audit 

sustainment and process improvement. The creation of this new directorate triggered the 

following organizational realignment changes:

k. The Audit Readiness Division moved from the Business Process Support (BA) 

Directorate to the Audit and Process Compliance Directorate (DR)

(1) The Internal Review Office moved from the Command Support Directorate 

(DO) to the Audit and Process Compliance Directorate (DR)

(2) The Continuous Process Improvement Program moved under the Audit and 

Process Compliance Directorate (DR)

l. Management of the Safety Office transferred from Installation Management to the 

Command Support Directorate

4. Total Personnel

DLA Aviation total workforce – 3,808 (includes 66 military, 212 contractors).

a. Aviation Richmond – 2,186 (includes 56 military, 116 contractors)

b. Aviation at other sites – 1,622 (includes 10 military, 96 contractors)

5. Historical Narrative

a. Warfighter First

(1) Material Availability (MA)

DLA Aviation increased MA for Crown Jewels and Diamonds (highest demanded 

items). We kicked off 2019 with our End of Month January results just coming in with our 
Defense Logistics Agency

Fiscal Year 2019 Annual History

54

Crown Jewel MA increasing from 88.57 percent to 92.4 percent and our Diamonds increased 

from 87.71 percent to 95.43 percent.

(2) Crown Jewels MA

Over a two-month span, Aviation improved performance seeing a 1.3 percent 

increase in Crown Jewel MA and in Aviation Supply Chain MA.

(3) DLR Support

Aviation delivered on its promise to quickly procure a set of spares valued at 

$167M based on pricing negotiated by Naval Air Systems Command (NAVAIR) as part of the 

Priced Bill of Material for F-18 production Lot 42. The entire effort took 30 days. This 

innovative award was made as a Fixed Price Incentive, Firm contract with incentives for both 

cost and delivery that will maximize value to the government and support to the warfighter. This 

was huge in terms of our partnership with the Navy.

(4) Nuclear Enterprise:

(a) Aviation had a strong collaboration with B-2 enterprise on Low 

Density High Demand weapon system (20 aircraft); efforts aided 8.8 Aircraft Availability (AA) 

exceeding the B-2 System Program Office projection of 8 AA. DLA items impacted AA.

(b) We targeted B-52 engagement ensured no Programmed Depot 

Maintenance (PDM) line stops; aided in meeting PDM goal of 17 three years running. Also, a

key contributor for PDM “Road to 8” AA initiative to reduce Work in Process; three B-52s 

returned to warfighter 3.9 percent AA back to the warfighter.

(c) Our collaboration efforts with the Intercontinental Ballistic Missile 

(ICBM) Systems Directorate, 576 Flight Launch Test Squadron and DLA have decreased DLA 

critical items from 24 to zero. This ensured Operational Test Launches (OTLs) and Simulated 

Electronic Launch Minuteman (SELMs) were not impacted by DLA. 

(d) The entire population of 451 DLA NSNs impacting the F-107 engine 

on the Air Launch Cruise Missile will be fully supportable by industry in late 2019 through a 

combination of Long-Term Strategic contracts and Small Business Innovation Program 

initiatives. 

(e) We engaged Space Command to set a special forecast monthly demand 

level linked to Unit Bench Stock replenishment quantities for Radar Transmitters and Receivers. 

Efforts increased MA by 60 percent for the two main systems, the Ballistic Missile Early 

Warning System (BMEWS) and the Precision Acquisition Vehicle Entry Phased Array Weapon 

System (PAVE PAWS). MA increased 46 percent to 75 percent for BMEWs and 50 percent to 

83 percent for PAVE PAWS. 

(f) Aviation aggressively provided logistical program support to the field 

and Nuclear Command, Control, and Communications (NC3) and Military Satellite 

Communications Systems Directorate shareholders; collaboration resulted in maintaining an 

NC3 operational and CFM MA above 95 percent. NC3 is an evolving architecture of 59 total 
systems, to include Global Aircrew Strategic Network Terminals and the Family of Advanced 

Beyond Line-of-Sight Terminals.

(g) The Nuclear Enterprise Support Office Customer Relationship 

Management (NESO CRM) Cell aggressively monitored orders for seven operational units; 

coordinated resolution efforts yielded reduction in unfilled orders by 30 percent and aged 

unfilled orders by 18 percent. 

(h) Aviation made full usage of the Small Business Innovation Program. 

The office executed 13 projects, worth $10M, on new sources to fix heavy support challenges.

(i) Our operational MA increased 5.75 percent overall for NESO weapon 

systems (B-2/B-52/ICBM/ALCM) with the B-2 and ALCM improving the most with 10.4 

percent and 14.5 percent, respectively.

(5) F/A-18 Rhino Recovery 9

(a) Starting in March 2019, a Memorandum of Understanding between 

DLA and Naval Supply Systems Command (NAVSUP) gave back the Depot Level Repairable 

(DLR) Procurement to the Navy for the F/A-18 EF platform. Initial indications from the data 

shows that there are not any performance improvements to this pilot program at this time. 

(b) DLA is in constant contact with Boeing to ensure the Flight Control 

Surfaces continue to be a priority for Boeing and not an impediment to reach the Air Boss goal 

of 341 aircraft.

(c) DLA partnered with Boeing to provide Logistical Service 

Representatives and Field Service Representatives direct support at the Aircraft on Ground Cell 

at Naval Air Forces US Atlantic Fleet Norfolk, Virginia; Naval Air Station Oceana, Virginia; 

Naval Air Station Lemoore, California; Naval Air Station North Island, California and the Fleet 

Readiness Centers (Southwest, Southeast, East and West). These representatives have direct 

access back into the Boeing Company and are a valuable resource for the Fleet Customers, as 

well as our DLA teammates working alongside of them.

(d) DLA Aviation established three Full Time employees (two civilians 

and one Lieutenant Commander) to cover the day and night shift at the AoG Cell in Norfolk 

providing direct access to the DLA Enterprise. Material Availability for the entire F/A-18 

Platform (F/A-18 AD; F/A-18EF and EA-18G) at the end of July 2019 was 92.2 percent; the 

Navy’s Performance Based Agreement goal is 90 percent.

(6) MC-80 Readiness 

(a) The F-16 Mission Capable (MC) rate is at 75 percent (up from Oct 18 

MC of 68.1 percent). Aggressive efforts resulted in a significant MA increase up from 83.7 

percent to 91.1 percent since October 18. The AF Total Not Mission Capable for Supply 

(TNMCS) rate decreased by 3.7 percent and surpassed the AF goal of 3.6 percent. DLA's 
Defense Logistics Agency

Fiscal Year 2019 Annual History

56

investment for the F-16 is approximately $40M and future forecasts project support for 9K 

industrial/operational National Item Identification Numbers (NIINs) with the total investment 

near $200M.

(b) The F-22 MC rate decreased 4.3 percent in FY 19. The logistics 

enterprise continued efforts to increase MA resulting in an increase from 89.6 percent to 90.4 

percent. The AF TNMCS rate decreased by 5.6 percent, closer to the AF 7 percent reduction 

goal. Due to the limited amount of NIINs DLA manages for this platform, mostly CLS/other 

SoS, DLA has limited influence with supportability. 

(c) The DLA Air Force Division continues to stay engaged in a variety of 

ways. They manage Weekly Readiness Driver meetings that consist of other Aviation 

Directorates, as well as other MSCs (Land and Maritime and Troop Support). They participate in 

bi-weekly meetings with AF Sustainment Command (AFSC) and assisted with forecast 

requirements consisting of level loading of 8K+ industrial NIINs and 700 plus operational 

NIINs. 

(d) For the F/A18 A-D MA is 91.6 percent (up from Oct 18 MA of 89.5 

percent). DLA NMCS decreased from 18.4 percent to 5.4 percent.

(e) For the F/A18 E-F MA is 90.5 percent (up from Oct MA of 85 

percent). DLA NMCS decreased from 11.9 percent to 2.3 percent. Investment for future forecast 

is $103M for NAVAIR increased demands.

(f) For the E/A18 G MA is 91.1 percent (up from Oct MA of 86.4 

percent). DLA NMCS decreased from 13.3 percent to 1.4 percent.

(7) Air Force and Navy Industrial Support Performance and Accomplishments

(a) ORT for Jan 18 – Jan 19 remained close to goal of 92 percent across 

the Air Logistics Centers (ALCs) with a rolling 6-month average of 91.4 percent.

(b) SSC Fill Rate for Jan 18 – Jan 19 has consistently risen and maintained 

within the high 74 percent against a goal of 75 percent. The six-month average was 74.2 percent.

(c) Material Availability for Jan 18 – Jan 19 stayed at or above the 90 

percent goal across the three Fleet Readiness Centers (FRCs).

(d) Total Gross Demand Plan (GDP) Fill Rate trailed closely to the 90 

percent goal at 88 percent while orders not on GDP continued to remain low.

(e) Material Delay DLA requisitions at the three FRCs took a spike in last 

quarter of FY 18, but then rebounded back down to historical numbers between the months of 

October 2018 – January 2019.

(f) San Diego and Cherry Point Industrial Support Activities (ISAs) 

developed a manual build set process in response to recommendations from the Navy 

Sustainment System (NSS) and Boston Consulting Group (BCG) for 31 end items totaling over 

2K piece parts located directly in the FRC shop where the end item is undergoing maintenance, 

repair, and overhaul (MRO) work.

(g) Actions taken at the FRCs have driven down the F/A-18 UFOs at each 

of the FRC ISAs such as Cherry Point, North Carolina reduced UFOs from 740 to 137 between 

the months of September 2018 – August 2019.
(h) SECDEF MC-80 NIIN support at Ogden increased to 96 percent.

Additionally, DLA Aviation at Oklahoma City ISA led a joint Air Force-DLA team with the goal 

of reducing end items awaiting DLA parts (AWP), with tremendous results to date. The team 

drove down AWP 16 percent over FY 19, developing new processes focused on ensuring the 

right parts are available for Air Force mechanics. In addition, the ISA co-led several continuous 

process improvement efforts focused on improving forecasting processes for DLA parts in 

support of Air Force depot maintenance workload.

(8) MA Campaign Plan – View of MA by Military Service

Sep-18 Jul-19

SERVICE DMDs

BO 

EST MA SERVICE DMDs

BO 

EST MA

FY 19

Improvement

Air Force 94252 11550 87.7% Air Force 103186 10165 90.1% 2.4%

Army (A/W/C) 95933 14306 85.1% Army (A/W/C) 69463 7598 89.1% 4.0%

Coast Guard 862 110 87.2% Coast Guard 1192 113 90.5% 3.3%

DLA 1445 116 92.0% DLA 2246 115 94.9% 2.9%

Marine Corps 21405 3706 82.7% Marine Corps 23942 3561 85.1% 2.4%

Navy 55780 7802 86.0% Navy 64508 8169 87.3% 1.3%

Civil 

Agencies/Other 1296 95 92.7%

Civil 

Agencies/Other 1456 76 94.8% 2.1%

Unassigned 1439 316 78.0% Unassigned 668 121 81.9% 3.8%

Grand Total 272412 38001 86.1% Grand Total 266661 29918 88.8% 2.7%

DMDS = Demands

BO EST = Backorders Established

MA = Material Availability 

 b. Global Posture

Aviation’s Deployment Program Support to the Enterprise Agency Synchronization and 

Optimization Cell or ASOC, consisted of multiple deployments all over the world.

(1) DLA Deployment Support Team (DST): 
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(a) Deployed 24 personnel to locations Kuwait, Africa, Afghanistan,

Romania, and other locations.

(b) Global Response Force Rapid Deployment Team participated in two 

exercises.

(c) Red Team participated Exercise TD 19-1, a TRANSCOM Joint Task 

Force Port Opening (JTF-PO) Aerial Port of Debarkation (APOD) Field Training Exercise. Keith 

Chambers (Red Team Ops Officer) deployed to Jacksonville, Florida to participate as member on 

the DLA Assessment Team (DAT).

(d) The Blue Team participated in the US Force Korea Exercise 19-

2. Three members from DLA Aviation participated in the exercise.

(e) Europe and Africa requested support for two DLA Liaison positions in 

Poland in support of the DLA Support Team. DLA Aviation is schedule to support this 

requirement starting May 2020 (Powdiz) and Feb 2021 (Poznan).

c. Strong Partnerships

Aviation works with industry to ensure a capable defense industrial base; to generate 

innovative and efficient solutions; and to maintain a secure and resilient supply chain. We 

continue building on our strong relationships with industry partners to deliver cost-effective, 

innovative solutions. Through effective supply chain practices, open and frequent 

communication with suppliers and industry associations, and market intelligence, we will 

continue to assess the strength of our industrial capabilities, develop responses to vulnerabilities, 

reduce single points of failure and implement best practices.

(1) DLA Aviation Supplier Industry Days were held May 29 and 30 in the Frank 

B. Lotts Conference Center on Defense Supply Center Richmond, Virginia. The two-day 

conference allowed industry business leaders and owners discuss support issues with DLA 

Aviation acquisition professionals.

(2) DLA Aviation’s Supplier Operations Commodities Directorate hosted the 

event that brought more than 250 industry business owners and leaders to discuss government 

processes including the post-award process, how the Defense Contract Management Agency 

works with DLA and DoD, the use of FedMall and for participation in breakout sessions. 

(3) During the conference, suppliers and Aviation leaders discussed FedMall, a 

web-based ordering site, which is a full e-Commerce site that provides the ability to find and 

acquire goods from commercial and government sources for federal, state and local 

governments, as well as other authorized buyers. FedMall provides access to more than 25 

million products with market-driven competition with dynamic pricing and flexible contract 

arrangements while providing a safe shopping experience. Suppliers had an opportunity to 

address specific problems, have discussions with Aviation’s leadership and build relationships 

with the people they’ll be working closely with over the life of the contracts.
d. Whole of Government: Humanitarian Assistance and Disaster Recovery 

(1) DLA Aviation-Mapping Customer Operations provided support to Customs 

and Border Protection (CBP)/Operation Faithful Patriot during FY-19. Customers from DoD and 

other federal agencies ordered 5.6K mapping product lines for a total of 74.2K copies.

(2) Rapidly mobilized and deployed RDT Personnel within a 24-hour notification 

in support of Hurricanes Florence and Michael.

(3) Deployed Marco Walker (RDT) to Maxwell Air Force Base ISO FEMA and 

Task Force Atlantic. Mr. Walker acted as an Operations Officer and DLA Liaison Officer to 

FEMA’s Joint Field Office and DoD bases within the affected regions: Georgia, South Carolina, 

North Carolina, Virginia and West Virginia. Facilitated on site tracking and visibility of high 

priority customer requisitions for multiple supply class support.

(4) Deployed Taylor Frazier to Jacksonville, Florida to establish initial operations 

with Task Force 51 (U.S. Army North, Forward). Relocated to Eglin AFB to conduct facility 

assessments at Tyndall AFB and assist the 325th Fighter Wing with recovery. 

(5) Rapidly mobilized and deployed RDT Personnel (Stephanie Lowe, Joint 

Contingency Acquisition Support Office) to Fort Sam Houston, Texas ISO Border Operations 

and to form DLA Support Team Border Operations. 

(6) DLA Aviation ALOC Chief Kevin Ryan was awarded the 1st QTR FY 19

Director’s Strategic Goals Award for Support to Disaster Relief and Border Security

e. Always Accountable 

(1) During FY 19, Aviation’s Engineering Directorate’s Hazardous Minimization 

and Green Products Program established six NSNs for bio-based oils, and eight additional NSNs 

for less hazardous substances used by the Navy. The new NSNs are managed by DLA Aviation, 

and help to meet the requirements of various Executive Orders that require the federal 

government to reduce the size of its hazardous footprint. 

(2) The Aviation CPI program works with dedicated project teams and belts that 

are committed to achieving assured supply chain, financial and process excellence to provide end 

to end solutions and deliver readiness and lethality to the warfighter. Aviation uses CPI to 

identify and implement improved processes touching DLA, supplier and the warfighters. 

(3) In November 2018, what started out as a local research effort initially 

recommended by DLA Aviation Kitting Team, turned into a completed document recognized by 

DLA Logistics Operations planning process owners, who decided to expand the activity into an 

enterprise-wide event that included process mapping and guidance development for all MSCs. 

(4) CPI team members facilitated two DLA Aviation Kitting Projects, resulting in 

an updated kitting business and operations process document, and created four new kitting 

process flows documenting the separation of job roles, duties and accountable actions.
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(a) In a project designed to identify and prioritize backorders, the team 

mapped out the process and developed an innovative strategy to reduce administrative lead time 

for one of Honeywell’s highest volume sites. The team helped reduce time to award while 

increasing the agility in responding to customers’ needs. The process incorporated repair 

objective percentages, backorder age, high priority backorders (like ANDONs), a lean Six Sigma 

term for any item potentially causing delays in production, MICAP, mission capability and

customer feedback. A gated process was defined in order to work backorders, with easy-tofollow tasks needed to be completed within each gate.

(b) Implementation of the project resulted in coordination with the 

customer to reach a common goal of an 85 percent repair objective and zero-line stops.

(c) The second project was a joint effort between Northrop Grumman, 

DLA Aviation and 309th Aerospace Maintenance and the Regeneration Group Tooling Team. 

This team reduced tooling shipment days by 70 percent. The project was initiated to identify 

processes driving tooling delivery delays in excess of one year from AMARG, and then develop 

and implement new processes to drive tooling delivery down to 30 days or less. Over ten 

improvements were identified within the three stakeholder organizations and improved (gated) 

processes were implemented. Tooling delivery times were reduced to 31 days on tooling 

shipping requests that use the new process improvements.

f. People and Culture 

(1) The Wheel

(a) The Wheel was created in FY 19 to serve as the Junior Leadership 

Consortium. Consortium members realized that new supervisors rarely had exposure to processes 

outside of their area of technical expertise and were not aware of how their technical area 

impacted other areas in DLA Aviation or the goals and mission of those areas.

(b) During the two-week program, supervisors gained a better 

understanding of basic supervisory functions, the internal organization, and how the different 

organizations support the DLA Strategic Plan through individual organizational briefings. 

(c) Program attendees received basic Human Resources training for new 

supervisors, such as EAGLE timekeeping, daily supervisory tasks, DoD Performance 

Management System training, union agreements, and the agency’s hiring and promotion process. 

(d) During the second week, new supervisors received an overview of 

DLA Aviation’s industrial support activity co-located at the Oklahoma Air Logistics Complex. 

(e) The Wheel is offered on a quarterly basis and participants travel to a 

different DLA Aviation industrial support activity for each offering. The goal of the Wheel is to 

show new supervisors how all of the disciplines (the spokes) that are attached to the strategic 

plan (the hub) and supported by areas such as the Command Support, Business and Procurement 

Process Support Directorates and Human Resources (the tires).
(2) Flash Mentoring and Job Shadowing

(a) The DLA Aviation Flash Mentoring Program was established to 

discuss career goals of junior or apprentice staged employees while offering developmental 

opportunities and guidance to employees with a desire to enhance knowledge and skills most 

critical to career and leadership growth. 

(b) Several Flash Mentoring and Job Shadowing sessions took place 

during FY 19 which serviced more than three dozen employees.

(c) Flash mentoring is designed to enable prospective mentees to have an 

initial 10 minute discussion with several different mentors in a round-robin table setting with the 

intent to find a mentor during that session with a possible option of setting up later dates/times to 

learn from and seek guidance, institutional knowledge and experience offered from that mentor.

(3) Tier and Executive Mentoring Programs

(a) In June 2019, 25 Aviation employees celebrated their completion of 

their participation in the year-long Tier II Mentoring program. The DLA Aviation Tier II 

Mentoring Program has served as a great opportunity for employees to find their niche in the 

organization, build strategic relationships, and gain a broader perspective of DLA’s mission and 

future. It was built on the sharing of ideas and experience; mentors play a critical role in helping 

employees enhance their careers. 

(b) The DLA Aviation Executive Mentoring Programs (Grades GS-11/12 

(Tier II) and GS-13/14 Tier III) are about developing leadership traits, building strategic 

relationships with other leaders, and gaining a broader perspective of DLA's mission and future. 

Even though the programs are mentee-driven, they create an environment where individuals 

learn how to collaborate effectively. Mentors benefit just as much as the mentees. During FY 19, 

the program graduated 36 mentees in 2019 (Tier II - 25/Tier III - 11). Currently there are 39 

mentees in the program (Tier II - 25/Tier III - 14). 
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(c) More than 90 percent of program participants agreed the program 

helped facilitate professional growth and development. As the program progressed, a number of 

mentees said they had been promoted and/or given new responsibilities since the start of the 

program. The majority of mentees expressed that one of the major strengths of the program is 

networking opportunities as well as organizational support. By participating in the program, 

participants have reported the program has given them more exposure within DLA and put them 

in touch with people they would not have met otherwise. 

(d) Over 95 percent of participants said they would recommend the 

Executive Mentoring Program to a friend of colleague.

(4) Equal Employment Opportunity and Diversity (EEOD) 

(a) Aviation’s EEOD offered several 8-week Sign Language courses. The 

courses detailed the culture of the Deaf community and taught participants a basic vocabulary of 

American Sign Language (ASL).

(b) Aviation EEOD offered courses tailored for the Defense Supply Center 

Richmond Police Force giving police officers basic exposure to emergency signs and to the Deaf 

culture in emergency situations. 

(c) Aviation’s EEOD introduced “The Silent Lunch Table”. A table 

located in the main cafeteria at DLA Aviation Richmond creating an environment for past ASL 

students, and interested people who want to learn sign, and also for students currently taking the 

sign class. It gives employees a place to practice their skills while incorporating the culture of the 

Deaf and hard of hearing employees.

(d) EEO trained more than 94 percent of Aviation’s workforce on the 

biennial mandated instructor led training in the area of the EEO complaint process, prevention of 

sexual harassment and sexual assault. 

(e) The EEO Office implemented and hosted the first Aviation World 

Café. World Cafe’ is a grass-root initiative designed to bring stakeholders to the table to engage 

in conversation, share ideas, insights, actively listen to each other, then develop solutions. 

(f) The Aviation EEO office utilizes the ELI Civil Treatment training 

focusing on employees changing behaviors and working through a series of vignettes where 

participants take responsibility for achieving a positive work culture. Topics in ELI Civil 

Treatment include bullying, discrimination, respectful workplace, and retaliation to name a few. 

 

(5) Training and Recruitment

DLA Aviation’s commitment to investing in its future workforce was evident in 

fiscal 2019. DLA Aviation budgeted $2.2 million to provide career enhancing training through 

leadership development programs, college tuition assistance programs, professional 

development, career enhancing courses, and an internal rotational program. In FY 19, DLA 

Aviation trained 105 Defense Logistic Agency’s Pathways to Career Excellence Program Pacers, 

accepted eight employees into the annual DLA Aviation rotation program, and hired 41 collegelevel interns.
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Fiscal Year 2019 Annual History

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Defense Logistics Agency

DLA Energy

Fiscal Year 2019 Annual Historical Report
1. Introduction

Warfighter support is at the core of DLA Energy’s mission. We strive to enhance that support to 

fulfill the requirements of our customers, the Combatant Commands and Joint Petroleum 

Offices.

DLA Energy supplies 100% of fuel to our military in the form of petroleum and lubrication 

products, alternative fuel/renewable energy, fuel quality/technical support, fuel card programs 

and installation energy services. For Whole of Government, DLA Energy supplies 94% of all 

U.S. government fuel purchases. Energy savings performance contracts and renewable energy 

supply agreements are examples of how DLA Energy works to improve efficiency in procuring 

and managing energy supply contracts for the DoD. Both domestically and regional offices, 

DLA Energy is ready for any situation, from combat training to disaster relief.

We have a global posture supporting 2,190 posts in 93 countries. We accomplish this through:

598 Defense Fuel Support Points

125 bunker contract locations in 28 countries

38 international agreements

$542.7M (FY 2018) sustainment, restoration and modernization funds for 440 DFSPs

$46.87M in foreign military sales

442 into-plane contracts in 85 countries

~6K Air/Sea Card Locations

In FY 20, DLA Energy will build on those successes by sustaining Warfighter readiness and 

lethality by delivering proactive global logistics in peace and war. We will continue to leverage 

the Joint Logistics Enterprise and assure supply chain, financial and process excellence.
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2. Organization. DLA Energy is dedicated to providing exceptional support across the spectrum 

of energy operations whenever and wherever U.S. assets are utilized. The structure is as follows:

3. Key DLA Energy Personnel

a. Commander: Brig Gen Albert G. Miller, USAF

b. Acting Deputy Commander: Mr. Bruce Blank 

c. Chief of Staff: COL Stephen R. Davis, USA 

d. Director, Business Process Support: Mr. Tom Turets (acting)

e. Director, Procurement Process Support: Mr. Jake Moser (acting)

f. Director, Strategic Programs & Initiatives: Ms. Regina Gray

g. Director, Customer Operations: CAPT Christopher Light, USN

h. Director, Supplier Operations: Ms. Gabriella Earhardt

i. Commander, DLA Energy Americas: COL Kevin Cotman, USA

j. Commander, DLA Energy Middle East: LTC Amanda Shumaker, USAF

k. Commander, DLA Energy Europe & Africa: LTC Donna Welch, USA

l. Commander, DLA Energy South-West Pacific: CDR Angela Watson, USN

m. Commander, DLA Energy Hawaii: CDR Eric Lockhart, USN

n. Commander, DLA Energy Japan: Maj Justin D’Agostino, USAF

o. Commander, DLA Energy Korea: LTC Craig Daniel, USA

p. Commander, DLA Energy Okinawa: Maj Tracy Gilmore, USAF
4. Total Personnel:

As of September 30, 2019, DLA Energy had 1,205 employees (1,137 Civilian and 68 Military).

5. Historical Narrative:

a. Warfighter First 

We continue to set the standard for strengthening Warfighter support and Combatant 

Command readiness and lethality. 

In September 2019, DLA Energy Americas West leadership observed the USNS 

Petersburg demonstrate the offshore petroleum distribution system capability via the SingleAnchor Leg Mooring System to transfer bulk liquid over-the-shore into a bladder farm built on 

Imperial Beach, CA. OPDS is a critical Joint Logistics over the Shore capability for contingency 

and Defense Support of Civil Authorities activities. This exercise provided realistic, relevant 

training to develop a more effective amphibious force as a critical enabler to DoD and Whole of 

Government partners.

DLA Energy and Joint Service Energy leads participated in the 2019 Joint Force Energy 

Wargame hosted by INDOPACOM and sponsored by the Deputy Assistant Secretary of Defense 

for Energy and Joint Staff J4. The game grew out of concerns that existing Service war games 

were not sufficiently identifying the organizational, geographic, and supply chain seams that 

adversaries likely will exploit to disrupt the flow of energy to our combat forces.

(1) Joint Logistics Enterprise (JLEnt) Digital Transformation Strategy:

At the direction of Assistant Secretary of Defense (Sustainment) and Director of 

Logistics for the Joint Staff, DLA Energy funded a $1.5M innovation pilot project to 

demonstrate the Rhombus Power Guardian capability for the Class III Bulk Petroleum Supply 

Chain. The Center for Joint & Strategic Logistics at the National Defense University will 

coordinate the project on behalf of the DoD.

DLA Energy’s Business Process Support Directorate and Procurement Process 

Support Directorate are in the forefront of employing a new Robotic Process Automation (known 

as BOT) initiatives to improve the quality and increase productivity of routine automated 

processes. This new functionality automates the manual work of identifying and entering base 

reference prices on solicitations. This reduces manual work currently performed by a contract 

specialist while also reducing the risk for entry errors.
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(2) Red Hill remains a top priority:

In July, the Hawaii Department of Health submitted a letter allowing the Navy to 

continue to operate the Underground Storage System at DFSP Joint Base Pearl Harbor Hickam 

until a final decision is rendered. We continue to fund the tank maintenance and Sustainment, 

Restoration, and Modernization for Red Hill at higher-than-ever levels. DLA has historically 

averaged $25M per year in SRM there, and we’ve committed to fund the required $71M this 

fiscal year. In FY 20, we expect to fund $90M. DLA Indo-Pacific is fully engaged with 

INDOPACOM and PACFLT. 

We are working with the Navy in response to PACFLTs request to examine 

alternate sites for the fuel currently stored at Red Hill. PACFLT has indicated the overall study 

approach and scope may require adjustment, due to “recent political and civilian interaction at 

both the local and state level on Red Hill concerns.” PACFLT’s review continues.

(3) USAFRICOM:

DLA Energy is aggressively working to provide fuel to Baledogle Military 

Airfield, Somalia. The existing DLA Energy FOB destination contract is being augmented with a 

security element contracted through the U.S. Army Africa tender program. Moving forward, 

DLA Europe & Africa will leverage scheduled bulk fuel movements with security elements used 

for other commodities being flown in to reduce costs.

(4) INDOPACOM:

After extensive dry-dock repairs, DFSP Okinawa’s single point mooring is fully 

mission capable to support surge/contingency operations. In February DLA Energy Okinawa 

received its first JP8 tanker through the SPM. 

(5) Bulk Petroleum

In March, our Bulk Petroleum Products East Division, awarded nineteen contracts 

under the Inland East Gulf Coast program for an estimated dollar value of $2.8B. This annual 

buy is one of our STRATCONS and the largest Bulk Products procurement supporting the 

Military Services in various locations within the Inland/East/Gulf Coast/Offshore regions. 

b. Global Posture:

The DLA Energy Commander attended the All Things Europe Table Top Exercise in 

early November. He attended the Central European Pipeline System Program Board with the 

U.S. voting member from the U.S. Mission to NATO. The main topics of discussion were 

infrastructure management, pipeline utilization, and overall management of the system. 

In March, DLA Energy Europe & Africa participated in Exercise Austere Challenge 

2019.
c. Always Accountable. 

(1) Fuel pricing information:

On 24 September, the OUSD Comptroller published the FY 20 Fuel Price Change 

memorandum changing the standard fuel price from $125.16 per barrel in FY 19 to $124.32 per 

barrel in FY 20. The new pricing took effect on October 1, 2019.

(2) Updates to Petroleum Inventory Risk and Control Matrix.

DLA Energy conducted an all-day workshop in July to update the Petroleum 

Inventory Risk and Control Matrix. DLA Energy utilized variables to include E&Y’s specific 

feedback from the FY 19 Internal Control Testing Stage and the Audit Task Force guidance to 

execute four focused objectives.

(3) Manning Deep Drive.

DLA Energy is keeping Keesler AFB, Mississippi, running stronger with a new 

50-year contract award. The $126M Utilities Privatization (UP) contract, awarded March 1, 

offers a fixed price with economic price adjustments to the home of one of the Air Force’s 

largest technical training centers and the second largest medical training center. City Light & 

Power will own, operate, and maintain the installation’s electrical distribution system, building 

reliability and resilience through infrastructure improvements and modernization, as well as 

development of standard electrical distribution practices. In September, two 50-year UP 

contracts were awarded to American Water Military Services, LLC, at Joint Base San Antonio, 

Texas and U.S. Army Garrison – West Point, New York for the water and wastewater utility 

systems. These contracts, valued at $448M and $520M, respectively, will improve water and 

wastewater utility system infrastructure, and operations and maintenance at these installations 

through modernization, and improvements to those systems. 

U.S. Army Garrison – Oahu will have a new owner for its electrical distribution 

system thanks to a DLA Energy 50-year UP contract award, valued at $638.5M. Hawaiian 

Electric Company (HECO) will own, operate and maintain 12 Army installations on Oahu 

covered under the contract. Performance under the contract will improve infrastructure, 

modernize equipment to improve reliability and resilience, and implement standardized electrical 

distribution practices. Military installations are shifting from the role of owner operators to that 

of smart utility service customers.
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(4) Utilities Privatization contracts. 

Fort Campbell got a new owner for its electrical distribution system thanks to a 

DLA Energy 50-year UP contract award. City Light & Power, Inc. will own, operate and 

maintain the installation’s system with plans to improve infrastructure, modernize equipment and 

develop standardized electrical distribution practices. 

(5) Energy Savings Performance Contracts.

DLA Energy helped Hill AFB, Utah, utilize over $4M through energy incentives 

and bill credits for a $91M ESPC. Hill AFB ESPC will implement energy conservation measures 

that span 262 buildings and 9.1M square feet. The measures are expected to reduce the base’s 

overall energy consumption by 9 percent and energy costs by 13 percent while increasing its 

distributed/renewable energy portfolio by 30 percent.

DLA Energy awarded Misawa Air Base, Japan’s first Energy ESPC December 

20, 2018. The ESPC provides for $206M in main base and military family housing infrastructure 

improvements that will provide an estimated annual energy savings of 259M million thermal 

units with no up-front capital costs to the government. 

(6) Auditability.

In October 2018, DLA created an Audit Task Force and staffed with 40 

employees from across the agency, including DLA Energy, dedicated to strengthening efforts to 

achieve an unmodified audit opinion. The task force is the principal audit advisor to the Director.

DLA Energy participated in an entrance conference with GAO on November 30, 

2018. The audit was in response to a congressional mandate and OSD interest regarding the 

accounting of support provided under ACSAs. The Independent Public Auditor, Ernst & Young 

reissued three DLA Energy specific NFRs accompanied within the DLA FY 18 Financial 

Statement Audit Report. DLA Energy conducted internal control testing to assess the 

effectiveness of the corrective actions taken to remediate two of the DLA Energy specific NFRs. 

We support the Independent Public Auditor’s confirmation of DLA Energy Inventory beginning 

balance for fiscal 2019 through observation of physical inventory at sampled Defense Fuel 

Support Points, and retrieval of evidential matter for all transactions and end-of-month physical 

inventories.

In May 2019 representatives from DLA Energy accompanied the Independent 

Public Auditor, Ernst & Young (EY), on walkthroughs of two selected DFSPs and three DLA 

Energy Regions. The walkthroughs focused on EY selected DLA Energy Internal 

Controls/Business Processes that were specifically executed at the DFSPs and/or Regions.

In June, RADM Haven held the Audit Task Force Roadshow with the Energy 

workforce. RADM Haven recognized several DLA Energy employees for their outstanding 

efforts to support the on-going efforts of the Audit Task Force. Additional highlights included a 

review of the employee’s role within the Energy Audit Strategy, an explanation of the audit 

process, and upcoming areas of audit focus.
Representatives from DLA Energy accompanied EY on 25 site visits for the 

fourth quarter FY 19. The IPA's objectives include performing and documenting the physical 

inventory as of the site visit date and review of supporting documentation. 

DLA Energy has uploaded 44 out of 60 reimbursable agreements into GInvoicing and 27 out of 43 non-reimbursable agreements into DLA SharePoint for the Military 

Services. DLA Energy trained 86.88 percent of its personnel requiring G-Invoicing training. 

Energy’s confirmed personnel with G-Invoice access is 46.54 percent. Internal Phase I POAM 

draft is complete and Phase II POAM framework complete.

The final issue of the DLA Energy quarterly magazine Energy Source 

Spring/Summer 2019 published in May 2019 focused on DLA Energy efforts to implement 

corrective actions to help DLA achieve a clean financial statement audit opinion.

d. Whole of Government:

DLA Energy supplies 94 percent of all US government fuel purchases. Whole of 

government accounts for 8.5 percent of DLA Energy’s annual sales. DLA Energy is the 

mandatory source of fuel for FedCiv business.

In October 2018, DLA Energy supported a FEMA Mission Assignment order of $5 

million for 32 fuel trucks in support of disaster relief for Hurricane Michael. This included 35K 

gallons of Diesel, 20K gallons of gasoline, and 12K pounds of propane. Six personnel from Task 

Force Americas supported the Mobile Command Vehicle at the FEMA Incident Support Base at 

Maxwell AFB, Alabama. In addition, the Energy LNO worked closely with FEMA at their 

National Response Coordination Center in Washington.

On October 24, 2018, the Department of Homeland Security submitted a Request for 

Assistance to DOD for NORTHCOM to support the Customs and Border Protection Agency 

with DoD personnel and capabilities in response to an inbound convoy of migrants from Central 

Americas through Mexico to the southwestern and southern border of the United States. DLA 

Energy Americas was an active daily participant in the NORTHCOM Joint Fuels Coordination 

Board and provided seamless bulk fuel support (F-24 and ground fuels) to the BSIs along the 

border in California and Arizona in support of the Joint Force Land Component Commander. To 

date, approximately 1.4M gallons of F24/Diesel have been issued/sold in support of CBP 

operations.

At the request of NORTHCOM/ARNORTH, Fuel Cards (Voyager) are being used as a 

temporary solution to support fuel requirements. Fuel supplies at the Border Safety Initiative 

locations remain more than sufficient to meet potential requirements; however, NORTHCOM 

anticipates increased requirements in support of DHS CBP. 

DLA Energy celebrated the Navy’s signing of an afloat Memorandum of Agreement in 

October 2018. DLA Energy capitalized Navy inventory in FY 03, and DLA Energy and Navy 

components have engaged since 2012 in negotiating an agreement addressing the Navy's 

management of DLA-owned fuel inventoried on Navy vessels. 
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DLA Energy met with NASA, Bureau of Land Management, and OSD/Industrial Policy 

to discuss the growing concern over the Helium Stewardship Act and the directed transfer of 

helium operation functions to private industry, and disposal of the Federal Helium System. The 

helium market supply is limited and prices continue to rise; the impact to meet Warfighter 

requirements will be significant if BLM ceases operation of the Federal Helium Reserve. 

(1) Support for Space Launches.

DLA Energy supported the launch of the first Lockheed Martin GPS III satellite 

aboard a SpaceX Falcon 9 by providing 3.2K pounds of high purity hydrazine and 1.8K pounds 

of Mixed Oxides of Nitrogen (MON) 3. In addition, we provided fuel for the launch of a United 

Launch Alliance Delta IV Heavy at Vandenberg AFB, California. 

Rocket fuel supplied by DLA Energy launched the Northrop Grumman’s Antares 

rocket to resupply the International Space station from Virginia’s Eastern Shore, April 17. The 

Antares rocket, filled with 21.5K pounds of rocket propellant for the first stage rocket and 500 

pounds of hydrazine for the payload, launched the Cygnus NG-11 spacecraft from the MidAtlantic Regional Spaceport at NASA’s Wallops Flight Facility, Virginia.

DLA Energy provided high purity hydrazine and dinitrogen tetroxide to launch 

the United Launch Alliance Atlas V rocket carrying a U.S.A.F. communications satellite from 

Cape Canaveral Air Force Station, Florida, August 8.

DLA Energy Aerospace supplied the propellants for both the rocket and the 

payload for the liftoff of United Launch Alliance Delta 4 rocket. It launched successfully at 

Vandenberg Air Force Base, California, January 2019.

(2) Sustainment, Restoration and Modernization. 

A core competency of DLA Energy is the military construction program. DLA 

Energy funds new construction, alterations and improvements that exceed the $2M threshold. 

Planning for military construction consists of 5 years from concept to construction. For FY 19, 

DLA Energy has a $310.8M allocated for new construction, alterations and improvements to 

infrastructure.

In FY 19, 993 SRM projects were funded against a plan of 990. 

DLA Energy has been meeting with industry and government partners on the 

maintenance and repair of fuel storage tanks. Leaders have found that procedures are more alike 

than different. Seventeen industry organizations consisting of 39 partners participated in the 

engagement and eight of them provided briefings to compare and contrast commercial and DoD 

tank sustainment processes. 

Operational fuel requirements and strategic planning were the priorities of the 

18th annual Joint Petroleum Seminar held in the McNamara Headquarters Complex at Fort 

Belvoir, Virginia, January 14-16.
(3) Strong Partnerships.

DLA Energy participated in the second annual DLA Industry Day and sponsored 

two industry breakout sessions in July to provide more information about DLA Energy. Eleven 

companies representing the Oil and Gas, Renewable Energy, and Utility Services sectors 

attended the breakout sessions. By giving industry a two-year forecast on large dollar 

procurement programs, we requested suppliers ensure readiness to respond to solicitations.

The DLA Energy LNO to USAREUR worked closely with the DLA Energy 

Europe & Africa International Agreements team to open a short-notice Acquisition and CrossServicing Agreement Order with Slovakian Armed Forces for Exercise Toxic Valley. This 

ACSA Order supports the increase of mil-to-mil interoperability within Europe while 

strengthening partnerships.

DLA Energy participated in the annual Australia Defense Force Fuel Symposium 

held at Canberra, Australia, October 29-November 1, 2018. The theme of this year's symposium 

was on safety for its people and improving current sustainment, restoration and modernization of 

its ageing fuel infrastructure.

DLA Energy hosted the French Service Des Essences Des Armees Commande 

Major General Jean-Charles Ferre for the purpose of increasing cooperation between France and 

the USA. France’s SEA is the French Ministry of Defense’s equivalent of DLA Energy, but they 

are also considered a separate Service in the French armed forces. A meeting was held between 

the SEA Commander and the Deputy Assistant Secretary of Defense for Energy. The discussion 

focused on the U.S. vision for future energy, and the role of electric vehicles on the battlefield. In 

addition, the French officers were given briefs by a number of DLA Energy business units, 

followed by open discussions that included the Service Control Points. 

Two French officers participated in a fuels officer exchange program with DLA 

Energy. During their visit, they provided a brief to the DLA Energy senior staff on the 

organization, mission and main capabilities of the French Service Des Essences Des Armees. 

The officers received briefings, participated in discussions and took part in a one-day tour of the 

Army Petroleum and Water Department at Fort Lee, Virginia.

In March 2019 DLA Energy and the Service Control Points hosted 12 students 

from the Eisenhower School, to include foreign nationals from the UAE, Mexico, Tunisia, and 

Indonesia, for an overview of DLA Energy. 

DLA Energy attended the America, Britain, Canada, Australia, New Zealand, 

naval fuels and lubricants meeting in Windsor, UK. Items discussed during the meeting included 

fuel and lubricant quality trends, specifications, stability and contamination problems, and 

procurement issues. By attending, DLA Energy gains knowledge from other nation's experience 

regarding fuel and lubricant technical issues and emerging issues, which may impact fuel supply 

and quality concerns for marine fuel procurement, storage, handling, and interoperability.

Expanding its 38 fuel agreements across the world, DLA Energy signed a new 

Fuel Implementing Arrangement with the Peru Navy to improve interoperability between the 
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74

U.S. and Peruvian Navies in May 2019. The new IA replaces a 2007 legacy fuel agreement and 

expands the scope of support – authorizing all product types both on land and at sea and allows 

better interoperability between the U.S. and Peruvian Navies; it is essential to support major 

combined exercises such as RIMPAC and UNITAS.

Shoulder-to-shoulder, the Armed Forces of the Philippines and the U.S. military 

operated together in the 35th annual BALIKATAN exercise April 1-12. Throughout the exercise, 

DLA Energy provided six types of fuel and delivered 234.7K gallons to the U.S. military 

services at 18 different sites.

Drawing a record number of attendees and an action-packed agenda, the DLA 

Energy 2019 Worldwide Energy Conference was held at the Gaylord National Hotel and 

Conference Center in National Harbor, Maryland May 20-22. The 2019 WWEC theme was 

“Building Stronger Partnerships” and provides the opportunity for stakeholders, interagency and 

industry partners to gain insight into the future of energy industry. More than 2.3K personnel 

attended the event. 

e. People and Culture.

DLA Energy hosted Deputy Assistant Secretary of Defense for Logistics at DLA Energy 

Headquarters for the inaugural Senior Leader Mentor Session in October 2018. Ms. Dee Reardon 

spoke to Energy's GS-12 through GS-14 acquisition workforce about the type of acquisition 

reform we are facing and how we can be agents of change.

The DLA Energy Commander recognized 117 Energy employees for achieving DAWIA 

Certifications on October 18.

After years of advancing in the rankings, this year DLA beat the competition to win the 

Fort Belvoir Commander’s Cup for the first time. Thirty-five DLA Energy athletes played a 

significant role in helping earn the win. 

In November 2018 DLA Energy Commander and Deputy Commander announced the 

release of DLA Energy video on Denison Culture Climate Survey results. The 2018 DLA Energy 

Culture Climate results were 22 points higher than the 2016 Culture Climate results with an 

average score of 83. 

Great effort went in to making DLA Energy a better place to work. We implemented 

three workforce councils (Culture Council; Supervisory Council; Training Council), created the 

DLA Energy Career Management Portfolio, and spurned the growth of DLA Energy nominees 

for the Executive Development Program – all aimed at developing the DLA Energy workforce.

Four former employees were inducted in the third annual DLA Energy Hall of Fame in 

October. Inductees honored in the ceremony were:

(1) Kathryn Fantasia, former director, Direct Delivery Fuels

(2) COL (ret) Robert Jarvis, former commander of Defense Fuel Region Middle 

East, Bahrain

(3) Carol O’Leary, former director, DLA Finance for Energy 

(4) Paul Rogers (posthumously honored), former deputy director of the 

Environmental Division, DLA Installation Support for Energy
To increase our workforce’s knowledge of the DLA Energy mission we hosted an Energy 

Overview Course We are targeting 100% participation for the course which includes all 

government civilian employees, active duty/reserve personnel, and employees who have arrived 

in the last 12 months to include the Pathways to Career Excellence (PaCE) Program. 

DLA Energy initiated a series of Virtual Town Halls with members of our workforce that 

are geographically separated from the DLA Energy Headquarters to address associated regionspecific perspectives. This included DLA Energy Okinawa, DLA Energy Hawaii, DLA Energy 

South-West Pacific (Guam), DLA Energy Japan, DLA Energy Korea. This effort will mitigate 

the effects of reduced workforce interaction at DLA Energy Regional Command locations due to 

resource constraints affecting senior leader travel.

In March, DLA Energy hosted ten OSD Sustainment Fellows. We focused on DLA 

Energy’s support to the Warfighter and my perspective on leadership and work/life balance.

DLA Energy personnel participated in a recruitment opportunity at George Mason 

University in April. The event provided general information on career fields available, the 

Pathways to Career Excellence (PaCE) program, and utilizing USAJOBS to search for DLA 

Energy job announcements. The experience provided George Mason University students 

firsthand insights into career opportunities available at DLA Energy.

DLA Energy Procurement Process Support Directorate hosted its semi-annual 

DAWIA/DAC Ceremonies in April. Acquisition professionals were recognized for their 

achievements for the following categories/certifications: Level I, II, and III Certifications 

Contracting, Production Quality and Manufacturing and Life Cycle Logistics Career Fields (57); 

Membership into the Defense Acquisition Corps (DAC) (8); Contracting Officer Warrants (3); 

Petroleum Commodity Certifications (3); and Completion of Supplier Operations Pilot 

Rotational Program (5).

On May 7 DLA Energy Deputy Commander Mr. Guy Beougher was selected for the 

Senior Executive Service (SES) position of Deputy Director, DLA Logistics Operations (J3). Mr. 

Bruce Blank will serve as the Acting Deputy Commander for DLA Energy until a permanent 

backfill is in position

Ms. Sharon Murphy was selected to join the 2019 DLA Hall of Fame, which recognizes 

former DLA civilian and military team members who made significant and lasting contributions 

to DLA and its mission. Ms. Murphy spent 28 years with DLA Energy, joining the Defense Fuel 

Supply Center in 1985. Over the course of the next 28 years, Ms. Murphy served in various 

leadership positions culminating in her role as DLA Energy Aerospace Energy Director, where 

she retired in 2013. 

A new DLA Energy command video DLA Energy provides the power, was introduced for 

the first time to the DLA Energy 2019 Worldwide Energy Conference audience.

Recent DLA Energy Changes of Command include:

(1) June 7, 2019: DLA Energy Americas North Change of Command 

(2) June 21, 2019: DLA Energy Okinawa Change of Command 
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(3) June 24, 2019: DLA Energy Europe & Africa Change of Command 

(4) June 26, 2019: DLA Energy Americas East Change of Command 

(5) July 25, 2019: DLA Energy Middle East Change of Command 
BLANK PAGE
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Fiscal Year 2019 Annual History

78

Defense Logistics Agency

DLA Disposition Services

Fiscal Year 2019 Annual Historical Report
1. Introduction:

DLA Disposition Services operates from 103 locations throughout the world supported by a 

leadership team in Battle Creek, Michigan. The field sites receive, classify, segregate, 

demilitarize, account for and dispose of excess materiel received from warfighters and other 

customers. Then, by facilitating customers’ reuse of serviceable excess, DLA Disposition 

Services reduces their need to purchase new materiel. In FY 19, materiel with an estimated 

acquisition value of more than $27.5b was turned in to DLA Disposition Services. From that 

material, there were 145.4K requisitions that requested 5.3M usable items worth more than 

$2.5M in original acquisition value. The items were provided for reuse by the military services, 

transfers to other federal agencies or donations to state and local governments plus eligible nonprofit agencies. Among DLA Disposition Services’ operations is oversight for the 

demilitarization and disposal of remaining property through transfers, donations and sales, or its 

ultimate disposal – as is the case with hazardous waste. Public sales generated approximately 

$94M of revenue, which reduced the warfighter’s service level bill. The fiscal year presented 

new challenges and opportunities for the DLA Disposition Services team that required engaged 

leadership, individual initiative, and constant communication from everyone. As in the past, the 

workforce overcame challenges and met the FY 19 objectives through mission focus, resiliency 

and outstanding teamwork.

2. Organization:

The command shifted from a legacy organizational structure at the start of FY 19 to a new 

process-centric model in June as part of the Battle Creek Alignment initiative.

3. Key Personnel and Personnel Changes

a. Tina Maier departed as Customer Support director and became DSD Europe and Africa 

director 

b. Mark Aicher moved from Transformation director to become Customer Support 

director 

c. Connie Nowicki moved from Finance director to become Transformation director

d. Isaac Stanley became Finance director

e. Darran Duncan retired as Operations director

f. Arthur Welsh became Operations director

g. Timothy Dauten became Chief of the Law Enforcement Support Office.
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4. Total Personnel

The global operations of DLA Disposition Services are staffed by 1,328 civilians, 13 active duty 

military (10 filled) and 113 local nationals and augmented by six Reserve units. These numbers 

do not include the 25 members of the Law Enforcement Support Office funded by DoD.

5. Historical Narrative

a. Warfighter Support

(1) Battle Creek Alignment

The Battle Creek Alignment initiative made additional changes to better support 

the people in the field supporting the warfighter. The initiative studied all of the processes 

performed by the staff to first ensure work was not being done that was not required nor 

beneficial and then realigned in a process centered structure that avoids duplication of effort. A 

team of regional deputy directors and other experts helped identify the processes, which were 

reviewed by a second team from the Battle Creek staff to match them against requirements from 

regulations and public law. The second team gathered input from supervisors to match the best 

job series and grade to each position needed to perform all of the processes. Supervisors were 

given training to help them notify employees where they would be placed in the new alignment 

and how the transition would work. A stand down day was used in May to offer training to all 

employees to educate them on processes, who owns them and who manages them. With union 

concurrence, employees began transitioning to their roles under the new alignment June 21 when 

operational control went to the supervisors of the processes. The new alignment is expected to 

reduce costs and improve efficiencies in supporting field operations.

(2) Optimize Disposal Service Representatives Support 

The DSR provides a direct link between customers and DLA Disposition 

Services. The DSR is often the first contact for turn-in customers and can advise on all disposal 

support available to meet customer needs. When a DSR is unavailable, customers can use the 

digital DSR page on the website for research on services. The site helps customers contact the 

Customer Interaction Center if they still have questions. There is also contact information for the 

DLA Enterprise Help Desk to resolve technical problems in accessing online systems like 

searching for usable property.

 

(a) DSR - High Visibility Support

We continually identify generator requirements, provide training and 

tailored disposal solutions by contacting local commands for customer outreach. We coordinate 

warfighter requirements with site visits by regional directors and major command support 

representatives. Our goal is to meet 90 percent of the customer's requirements. Accomplishments 

achieved in this area by the third quarter included:
(b) DSR University 

Training continues to ensure each DSR receives the same information and 

has the same access to online references to offer customers consistent and accurate information 

regardless of which DLA Disposition Services site is contacted. Updates to training material in

FY 19 includes information on Receipts in Place, expanded Demilitarization as Condition of 

Sale, Controlled Item Inventory Codes II-IV, and security classification stickers. New interactive 

training was developed based on student recommendations. ICE surveys specific to DSR 

University were created to allow live feedback. The first max capacity DSR University class 

sessions occurred in July 2019. Lessons learned were captured to enhance future courses.

(3) Divestiture support 

Efforts continued throughout the year to help the services divest themselves of 

excess items to improve readiness and enhance their auditability.

(a) Army

DLA Disposition Services worked with Army leaders during fiscal 2014 

and 2015 to plan how best to support the need. There was a large Clean Sweep effort at Fort 

Hood in early 2018, but by FY 19 it was back to normal operations for the most part. The lessons 

learned in these earlier efforts helped achieve success with the other services in FY 19.

(b) Navy Material Accountability Campaign (NMAC)

DLA Disposition Services has a strong partnership and alliance with the 

Navy that enhanced support efforts for the Navy Material Accountability Campaign 

(NMAC)/divestiture planning. To date, we have participated in senior leader Navy Road Shows 

or Table Top Exercises at twelve locations. Briefings consist of showing the Navy Disposition 

Services capabilities, all with a positive result. Several of our site locations are actively engaged 

in providing unit level training and assisting with their turn-ins of property.

Leadership has taken an active role in supporting the Navy N4, CNIC, 

BSOs and others in the development of a NMAC/divestiture planning documentations to provide 

greater emphasis on the importance of Disposition Services having an active role to ensure 

success over the next few years. Disposition Services is a non-voting member of the Command 

Property Officer Working Group as well as our area managers are part of the installation level 

Council of Captains (CoC). Our involvement in providing disposal language, disposal aids such 

as the Digital DSR, Smartbook, importance of proper disposal and our capabilities is evident in 

the Navy’s document and published Playbook. 
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82

From the last Navy/DLA Day, a Disposition Services/N4 Working Group 

was established and meet monthly. Participants from all over the Navy call in to ask questions, 

raise concerns and our Customer Wait Times and No Shows are provided to show improvement 

against the metric. Held an Industry Day in June for Puget Sound, WA with great participation 

from industry. We are continuing to work closely working with Puget Sound on their scrap 

sales/barge removals and the sale of batteries. 

We have developed monthly metrics, provided to the N4 and BSOs to 

show Navy turn in. In FY 19 the Navy increased their turn in quantities by 26 percent over FY 

18 and an increase of 12 percent in turn in documents/workload. We anticipate the turn in 

numbers to continually grow as they go through audit and execute the NMAC Operations Order 

with specific timelines to complete their inventories and excess property no longer needed.

(c) Marine Corps

As home of Marine Corps Logistics Command and Marine Depot 

Maintenance Command/Production Plant Albany, the Marine Corps Logistics Base Albany, 

Georgia, is a focal point for aiding the Corps divestiture efforts. The divestiture effort was 

completed with DLA personnel supporting the Marines having processed receipts for 224 rolling 

stock and 771.6K for non-rolling stock items, year to date. The extra effort contributed to the 

5.4M pieces the Corps turned in overall with an ACQ value of over $1.2B.

(4) Increase Warfighter Readiness through improved Reverse Logistics 

This aligns with the DLA strategy map under the Readiness and Lethality 

objective and is a DLA strategic imperative, directly given to DLA Disposition Services. Our 

focus is on internal operational/efficiency improvements to better support Warfighter readiness 

through coordinated Disposal Release Order (DRO) drops and increasing on-the-shelf rate of 

targeted components and reducing unprocessed receipts. Our goal with regard to customer wait 

time (CWT) is a reduction of 10 percent from FY 18, until we meet a 14 day metric. The CWT 

for FY 18 was 18.1 days. As of September 30, 2019, our CWT was 10.5 days (-42 percent) thus 

exceeding our goal of a 10 percent reduction. 

Customer Wait Time

Fiscal Year Days

FY 19 10.5

FY 18 18.1

FY17 N/A
Our on-the-shelf rate (OSR) goal is to increase by 5 percent from that of FY 18. 

The OSR FY 18 baseline is 20.7 percent and as of September 30, 2019 we were at 21.7 percent, 

thus reaching our planned goal. 

On The Shelf Rate

Fiscal Year %

FY 19 21.7

FY 18 20.7

FY17 19.0

The goal for unprocessed receipts is to achieve a 10 percent reduction from our 

FY 18 baseline. Our baseline for FY 18 was 88.8K DTIDS/5.7 days. As of September 30, 2019 

our unprocessed receipts were 111.3K DTIDS/7.7 days which is an increase of 20 percent. 

Because this is a “snap shot in time,” we are looking at Network Optimization and major 

realignment to assess how best to meet this goal in the near future and beyond.

Unprocessed Receipts

Fiscal Year DTIDs Days

FY 19 111,339 7.7

FY 18 88,837 5.7

FY17 168,102 11.1

Our accomplishments in this area included developing and designing 12 of 22 

large field activity workflows; completed Network Optimization; creating a Smartbook with 

performance metrics; automating Visitor Control Log; developing Dashboard Tiles; executing 

DCOS at Sierra (10M lbs.) and Eglin (3M lbs); and designing an On-the-Shelf Robotic Process 

Automation.
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(5) Enhanced Processing For Weapons Parts

We have worked to create a DLA Disposition Services Center of Excellence in 

weapon disposal solutions. This involves an increase in capability/capacity to receive and

process all weapon parts at our Anniston, Alabama, site. In March, Operations worked with the 

Disposal Policy Working Group for new language in the 4160.21-M, which identifies the 

requirement for the services to send their Controlled Item Inventory CODE II-IV directly to 

DLA DS Anniston and DLA DS fund. Commodore Crunch (the successor to Captain Crunch) is 

a massive shredder used for cutting up rifles, pistols, etc.) is expected to be at Initial Operating 

Capability in April 2020. 

(6) Photo App 

Reutilization, Transfer and Donation (RTD) program customers have always 

wanted as much information as possible on the condition of items they are considering to ensure 

the acquisition would be worth the effort. Customers outside of DoD must pay for shipping and

donation customers who go through a state agency for surplus property usually have surcharges 

to pay, so they want to be sure the item is in good shape. They want to see photographs during 

the selection process. But using digital cameras takes added time and effort to get images loaded 

and put into the RTD Web system. The development of the RTD Photo App during previous 

fiscal years allowed for its deployment in FY 19 to all locations inside the continental United 

States and the start of deployment to sites outside of the continental United States. The app 

exploits the mobile phone camera features, as well as barcode scanning and talk-to-text features 

of DLA-issued iPhones and greatly speeds the process of displaying images of available property 

items to customers on the RTD Web site. The app allows images to be sent directly from the 

iPhone into the RTD Web server and greatly expedites the flow of information to customers. It is 

easily acquired by authorized users’ phones through the DLA Apps Store. User roles for people 

using the app must be requested through the Account Management and Provisioning System. 

Details on the roles needed and how to request them are part of the training materials distributed 

during FY 19 to help employees use the app effectively. Overall, the program manager reports 

excellent feedback from employees who say that this app is really going to save time and users 

love it.

(7) Mobile Office 

DLA Disposition Services moved closer to fielding mobile offices kits after a 

briefing and prototype demonstration in Battle Creek, Michigan, October 11, 2018. The mobile 

office demonstrated was designed to fit in a vehicle’s front passenger seat, backseat or in the 

trunk of the typical vehicles used by DLA Disposition Services. The mobile office unit is 

designed to contain a laptop locked onto an adjustable arm and a label printer that creates the 

standard labels attached to property being turn in by warfighters. Using a government-issued 

iPhone as a hot spot or a local Wi-Fi signal, disposal service representatives can use the mobile 

office wherever property is located to receive items in place, take and process photos, input items 

into DSS, and print property labels – all on site, all in one trip. The initiative expedites the input 
of the customer’s information and faster relief from accountability for item turn-ins. DLA 

Disposition Services Director Mike Cannon said the project could save employees in the field 

time as well as improve service to customers, plus avoid unneeded repeat site visits. During FY 

19 thirty mobile office units were deployed at selected sites across the DLA Disposition Services 

enterprise as well as a few DLA Distribution sites as part of the pilot program.

(8) Contained/stored AFFF removals (PFOS/PFAS)

DLA support to DoD includes a worldwide Defense Material Disposition 

Program, including disposal of DoD hazardous property. Disposition Services uses licensed 

contractors to remove certain types of waste that have been held in tanks, containers or other 

controlled storage on military facilities. The most common materials are waste oils and other 

waste associated with motor vehicle and aircraft operation. 

Multi-year contracts were awarded starting in 2016 for removal of firefighting 

foam stored at military bases. The discovery that some components of AFFF were a matter of 

health and pollution concern had led military units to want to dispose of the foam formulation in 

place at the time. 

In FY 19 DLA Disposition Services continued support to the armed forces by 

awarding follow-on AFFF removal contracts as the original contracts expired. The new 

contracts offer removal and disposal of contained AFFF materials for the armed forces and 

Department of Homeland Security. 

DLA does not serve in a regulatory role in executing environmental support 

responsibilities. Under EPA and DoD policy, and, specifically, RCRA standards, a supported 

DoD activity determines if its wastes are, or are not, regulated and how they may be properly 

disposed of. 

DLA Disposition Services contracts with licensed contractors who have 

demonstrated the ability to handle, transport, treat and dispose of wastes in accordance with 

regulatory standards set by federal, state and local authorities. Trained environmental specialists 

are used by DLA Disposition Services to execute its responsibilities in compliance with 

applicable standards. 

b. Global Posture

(1) Maturation of Expeditionary Capabilities

Our support in contingencies is based on having all personnel and cargo arrive in 

accordance with the supported operations order when we deploy. Our OCORT 2019 training was 

another successful test as we developed OCONUS exercise objectives in coordination with 

DLA-E/A. We secured a liaison officer position with the training audience’s C2 staff.
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(a) SABER GUARDIAN 19

After securing funding and filling manpower rosters, we deployed 

personnel in support of SABER GUARDIAN 19, a US Army Europe (USAREUR) Southern 

Campaign focused, regional exercise and part of the Joint Exercise Program. Personnel and 

property were deployed for two weeks to Camp Bondsteel in the Republic of Kosovo during 

June 2019, which represented agency planning and training efforts over several years. Regional 

disposal representatives provided the same high level of support and response to Camp 

Bondsteel as they do elsewhere -- arranging for hazardous waste removal from Kosovo or by 

advising on property shipments to one of the agency’s 10 permanent disposal offices in the 

region. Expeditionary equipment needs were methodically identified, tweaked and improved as 

personnel rehearsed a mix of skills required to operate in potentially austere environments. 

Support was provided for the first time from one of the four standard Expeditionary Site Sets. 

(b) Mobile Demil / Expeditionary Support (ESS) 

One of four Expeditionary Site Sets was pre-positioned in Germany in 

early 2019. Another set was shipped to the Indo-Pacific region, one set is in Kuwait and two sets 

remain in the United States. The sets can be quickly deployed to erect a full-service site and 

begin accepting and processing defunct or unwanted equipment within 100 hours of arrival.

(c) Overall AOR support

We have made physical improvements to sites in Afghanistan and Africa 

to enhance operations. We have shifted copper shipments from Afghanistan to Kuwait versus 

Germany. We conducted bi-weekly meetings with 1st TSC, ARCENT to support DELIBERATE 

RESOLVE. We are performing Receipt-in-Place actions in the UAE, formulating scrap sales and 

providing as-needed DSR visits to UAE and Jordan.

(d) Indo-PACOM focus

We have identified designated mission essential personnel and conduct 

weekly interactions to include participation in exercises / real world events such as the PACIFIC 

SENTRY EX with DLA Indo-Pacific. We are ensuring the Pacific region is postured for quick 

response to real world contingencies / exercises in the Pacific region. An operation planner has 

been added to support exercises.

c. Strong Partnerships

DLA Disposition Services exceeded Small Business Initiatives expectations for the past 

two years in its successful effort to use small business contractors which contributed to Sheryl 

Woods, DLA Disposition Services’ associate director of small business, receiving the award as 

DLA Acquisition Support Professional of the Year at the annual awards program in December 
2018. The figures below show the command is on track to make FY 19 the third consecutive year 

it has met or surpassed all goals for small business contracts. 

Nine events were conducted to help employees and vendors. The events included new 

Contracting 1102 employee training, seven Small Business Administration-hosted webinars on 

various program/topics plus the SBA Michigan District Office and the Office of Government 

Contracting gave an overview and legislative/regulation update. Strategic engagements included 

10 enterprise and local outreach events. 

Four new firms were awarded disposition operation support contracts to do business with 

DLA that added an estimated total $4.8M for all performance periods. As the year progressed the 

program continued to be recognized for its support of the DLA Enterprise Small Business Team. 

In February 2019, there was announcement that DLA Enterprise Small Business Team earned 

the Director’s 4th Quarter Strategic Goals award for FY 18 in the category of Strong 

Partnerships. Two months later, the DLA Enterprise Small Business Team was presented the 

“Champion of Veterans Award” by the National Veteran Small Business Coalition held in San 

Antonio.

d. Whole of Government

(1) Solidify General Services Administration Disposal Partnership

We have used FY 19 to gain knowledge of General Services Administration 

(GSA) disposal programs for specific commodities (weapons, furniture and electronics) to 

identify best business practices to determine which agency has the best disposal solution for 

increasing efficiencies and saving tax dollars. We used agency web links and developed 

rotational programs to increase knowledge and improve relationships. We created relationships 

with GSA through routine meetings to identify Best-in-Class practices. Key initiatives include a 

staff exchange/rotation, revision of the A or D SOP based upon GSA Best Practices, Sales 

Contracting Officer training using the GSA model, and streamlining the Computers for Learning 

application process. Successes are shared through the executive leadership of GSA and DLA.
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(2) Improve Humanitarian Outreach

We provided requested DoD excess property to affected states and/or agencies to 

support disaster relief efforts. Our approach is to establish preliminary contact with anticipated 

affected areas to provide property listings and relief supplies available after Presidential 

declaration. We are updated our Humanitarian Outreach Preparation SOP for facilities, 

equipment, and personnel to act within 12 hours from a Presidential declaration 95% of the time 

and achieved a 100% rate. Response time for disasters has exceeded the 95% metric, and also 

reached 100%.

DoD Humanitarian Assistance

Fiscal Year QTY LINES ACQ VALUE 

TOTAL

FY 19 YTD thru 

August 31st 14,822 584 $6,421,728 

FY 18 12,306 481 $3,918,019 

US Aid

Fiscal Year QTY LINES ACQ VALUE 

TOTAL

FY 19 YTD thru 

August 31st 125,449 2,660 $21,405,054

FY 18 53,363 3,977 $29,223,792

(3) Response / Storm / Disaster Preparedness 

We train deployable personnel to support DLA disaster assessment teams. We

also maintain equipment to support the disposal mission in disaster areas. During FY 19 we

maintained 100 percent of RDTs on 24 hours deployment and 100 percent of quarterly FEPASS 

updates. Personnel from Eglin AFB deployed to support the DLA Rapid Response Team in the 

aftermath of Hurricane Michael. An excess semi-trailer was also provided to Tyndall to provide 

office space.

Among our accomplishment this fiscal year was coordinating relief for Arkansas, 

Mozambique, Offutt AFB and those impacted by Hurricane Michael (Tyndall AFB), which 

included providing property listings after Presidential declaration within 12 hours 100% of the 

time; provided 153 items worth $2.5M in FY 19 YTD.

Additionally, our site leader in Djibouti said that elements of the Combined Joint 

Task Force-Horn of Africa used the site’s on-hand stock of used and excess equipment and 

acquire some helpful items to augment their response mission needs to Cyclone Kenneth. This 

property included four 5,000-watt electrical generators, a “water buffalo” portable industrial 
water tank, and tarps for protecting their equipment, and white boards for planning and 

coordination sessions. A high-clearance cargo truck provided to the Forest Service’s Fire Fighter 

Support Program helped rescue people during Nebraska’s worst flooding in 50 years. An excess 

5-ton truck was used to rescue a motorist from flooding near Anson, Texas. Likewise, law 

enforcement agencies like South Carolina’s Horry County Police Department were able to use 

excess equipment obtained from the 1033 program to prepare for Hurricane Dorian.

Disaster Relief

Fiscal Year QTY LINES ACQ VALUE 

TOTAL

FY 19 YTD thru 

August 31st 162 33 $2,180,148 

FY 18 247 21 $400,912 

(4) Improve Recovery Process of Critical Items

We have worked to create an automated process within DSS/EBS to identify 

available property for recoupment, increasing warfighter readiness. We do this by identifying 

systemic requirements and coordinating with DLA headquarters and other MSCs. By the end of 

the third quarter, we processed over 30K recoupment orders valued in excess of $81.3M. We are 

also reaching out to offer training to military services and nation account managers, as required, 

on available property searches and want list creation.

(5) Special Programs 

(a) Computers for Learning 

DLA Disposition Services continues to manage the DoD’s Computers for 

Learning program. The program transfers excess information technology assets to prekindergarten through 12th grade schools and educational non-profit entities. Success stories for 

FY 19 include Layton Christian Academy with 150 students from pre-school through 12th grade 

who needed an updated computer lab. The academy received 60 working laptops from Hill AFB, 

Utah. The laptops needed new hard drives and the replacement of some missing power cords, but 

the lab was successfully updated for $2.5K compared to the $56.0K spent previously to upgrade 

two other computer labs. Overall, 540 requisitions placed 5.8K items worth $3.9M.
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(b) Law Enforcement Support Office (LESO)

DLA Disposition Services manages DoD’s Law Enforcement Support 

Office program, which facilitates the transfer of excess DoD property to law enforcement 

agencies across the United States and its territories. These transfers allow more return on 

investment for taxpayers, especially in the case of controlled items like tactical vehicles that 

would otherwise have been destroyed. Since inception, the program has transferred more than 

$6.9B of property. Currently, more than 8K law enforcement agencies have enrolled in the 

program. In FY 19, 21.9K requisitions were received to transfer 338.9K items worth $293.5M

(based on initial acquisition cost) to law enforcement agencies.

(c) Firefighters 

DLA Disposition Services also continues to support the Forest Service’s 

Federal Excess Personal Property program. That program offers Forest Service-owned property 

on loan to state foresters for wildland and rural firefighting. Most of the property is excess 

equipment that belonged to the DoD and was transferred to the Forest Service by DLA. It is 

loaned to state coordinators by the Forest Service for firefighting purposes. The property is then 

loaned to the states foresters, who may place it with local departments to improve local fire 

programs. During FY 19 there were 5.7K requisitions asking for 133.9K pieces worth $139.7M

(based on initial acquisition cost)

e. Accountability

(1) Turn in customer training on previously classified property 

We have worked to reduce the number of generators attempting to process previously classified 

items by 5% from FY 18. Tools to enable this reduction include: 

(a) New classified items fact sheet flyer 

(b) Developed PowerPoint training slides

(c) Added flyer and training slides to DDSR Website

(d) Major command training to diverse audiences

(e) Senior leader briefs at military service/DLA days

(f) Moving forward, we will continue to offer customer training for 

increased visibility; pass information through a newsletter, customer visits, etc.; provide 

refresher training during DSR University and monitor data trends.

(2) Divestiture role 

As previously noted, support to the services during their divestiture efforts plays a 

large role in their accountably and auditability. DLA Disposition Services Director Mike Cannon 

joined Thomas W. Harker, assistant secretary of the Navy for financial management and 

comptroller, and VADM Dixon Smith, deputy chief of naval operations, fleet readiness and 

logistics, at NAS Jacksonville, Florida, for an audit roadshow March 27 and 28. Army Col. 
Wayne Bondy, DLA Disposition Services Deputy Director, supported roadshows on the West 

Coast as well.

(3) Deploy Hazardous Material Management System-Hazardous Waste Disposal

Deployment of the Hazardous Material Management System-Hazardous Waste 

Disposal (HMMS-HWD) began in March followed by after training in May for environmental 

protection specialists from across DLA Disposition Services in San Antonio, Texas, to learn 

about the system. During fall 2018, personnel prepared for the deployment with testing of the 

system by a functional team of numerous DLA Disposition Services environmental specialists 

and the Operations Directorate’s Environmental Branch. They were joined by experts from a 

software developer and staff from DLA Information Operations. The testing included the use of 

data from turn–in documents and hazardous waste profile examples, plus the use of the new 

hazardous waste electronic turn-in document portion of HMMS along with receipt, delivery 

order request, issue, manifesting and payment. It provides complete tracking, management and 

reporting for hazardous waste. It also satisfies federal, state and local reporting and compliance 

requirements for government facilities. The visibility allows users to manage material from 

before it comes into a facility until the waste is manifested and shipped to a treatment, storage or 

disposal location for final disposition. 

f. People & Culture

(1) Culture Action Team

DLA Disposition Services Culture Action Team has representatives from every 

region in the field (Pacific, Central, Europe & Africa, North-East, South-East, Mid-America, 

West) plus each directorate in Battle Creek as well as the Sexual Assault Response Coordinator 

and the employee’s union. The team met in Battle Creek in November 2018 to perform 

qualitative analysis of the Denison data from the 2018 Denison Survey. The Disposition Services 

Culture Action Plan was submitted to DLA and approved in March 2019. This overall plan 

provided strategic guidance to J-Code Directors and DSDs as they created their local culture 

action plans.

(2) Enhanced Safety

Protecting the safety of DLA personnel has included the following initiatives:

(a) MHE Rodeo
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DLA Disposition Services continued to teach material handling equipment 

operators safety and operating skills during the October 2018 MHE Rodeo. "Pallet Ballet," 

"Killer Crossover," and "Basket Slalom" courses were challenging and forced consistent use of 

safety rules.

(b) Realignment of safety under the Chief of Staff’s office.

(c) Established MSC leads at all field activities.

(d) Coordinated with DLA headquarters on safety manuals.

(e) Currently on track to complete all required annual inspections.

(3) Equal Employment Opportunity & Diversity

The Equal Employment Opportunity, Diversity and Inclusion program executed a 

robust plan to train all agency employees. Working within budget constraints that limited travel, 

the staff made face-to-face training available to all agency personnel in Battle Creek HDI Federal 

Center, reaching more than 1,200 local employees and 11 field sites. The staff also expedited 

processing on reasonable accommodation requests to complete them all within 45 days or less 

for the first time on record, averaging only 8 days to process against a goal of 45 days. A yearlong Special Emphasis Program Calendar improved quality, participation and collaboration. 

Among the calendar events were six high-impact, special observance programs all conducted 

under-budget. Several events received local newspaper coverage; increasing favorable relations 

with the local community.

(4) Sexual Assault Prevention

The Sexual Assault Response Coordinator worked with the Equal Employment 

Opportunity, Diversity and Inclusion program to incorporate training for the Prevention of 

Sexual Harassment plus Sexual Assault Prevention and Response during field training sessions at 

11 locations that consolidated several other field sites. Outreach and information supported the 

expeditionary civilian and military workforce to include briefings for the Expeditionary 

Leadership Summit, regular and advanced courses in expeditionary operations, a contingency 

training exercise, and one-on-one pre/post deployment check-ins for individual deployers. Four 

awareness programs were executed during Sexual Assault Awareness month, which all increased 

participation and engagement. Assistance was given during Teal Tea event in Columbus, Ohio. 

Internal partnerships were enriched by participating in the DLA Federal Women's Program, DLA 

Spring into Safety Event, and Women’s Equality Day Program. External partnerships were 

enhanced by collaborating with the Sexual Assault and Domestic Violence Counsel of Calhoun 

County and other community events.

g. Enterprise Enablers

By using artificial intelligence tools, we hope to use a “bot” to automate the review of 

inventories to increase RTD / Sales and decrease expenses for debris from scrap/abandonment or 

destruction. We use DSS Smart Business Rules to drive disposal decisions, which helped achieve 
the on-the-shelf rate improvement mentioned earlier. Five of the nine elements of the BOT were 

accomplished by adding business rules in DSS. The remaining four elements are currently being 

developed by Information Operations in coordination with BOT Team members from the 

Operations and Business Support directorates. 
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Fiscal Year 2019 Annual History

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Defense Logistics Agency

DLA Distribution

Fiscal Year 2019 Annual Historical Report
1. Introduction

In FY 19, the DLA Distribution team achieved extraordinary results responding to natural 

disasters at home, strengthening support to the Combatant Commands abroad, and investing in 

people and processes throughout the global storage and distribution (S&D) network. In short, 

Distribution effectively and efficiently provided the best S&D value to the Nation’s Warfighters 

and Whole of Government partners. These efforts were informed by the FY 18-19 Dynamic 

Operating Plan (DOP) and underpinned by a diverse and skilled workforce dedicated to the 

Warfighter and committed to excellence in Delivering the Right Things, to the Right Place, at the 

Right Time. 

2. Organization

a. Mission

DLA Distribution’s mission is to provide an agile, global DoD Distribution network that 

delivers effective and efficient distribution solutions which enable readiness and extend the reach 

of the combatant commands, military services, and other valued customers. As a DLA major 

subordinate command, DLA Distribution is the leading provider of global distribution support to 

America’s military, including receiving, storing, and issuing supplies, as well as providing other 

tailored services. DLA Distribution offers supply chain solutions through a broad range of 

services including storage, distribution, customized kitting, specialized packaging, transportation 

support, and technology development. The command is connected with operational and 

industrial partners and integral to the National Military Strategy. Nearly 10K highly skilled 

employees provide timely distribution services to customers around the globe. In FY 19, DLA 

Distribution processed over 18M receipts supporting operations worldwide, including combat 

operations, humanitarian assistance missions, Whole of Government (WOG) partners, and

military exercises.

b. Vision:

An adaptive, innovative organization which always Delivers the Right Things...at the 

Right Place, at the Right Time!

c. Quick Facts:

(1) Oversees 24 distribution centers worldwide with expeditionary capability.

(2) Employs approximately 10K employees consisting of 7.8K civilians, 127 

active duty military, 190 reserve military and 1.6K contractors.
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(a) Stores 2.4M items, valued at more than $110b.

(b) Services 249K customers worldwide.

(c) Maintains 130 scheduled truck routes.

(d) In FY 19, processed over 18M transactions.

d. CONUS Locations

(1) DLA Distribution Albany, Georgia

Director: Mr. Andre Charlton

Deputy: Vacant

DLA Distribution Albany is a tenant of Marine Corps Logistics Base (MCLB) 

Albany, GA. It is the primary source of storage and distribution for secondary repair parts and 

expendables for the Marine Corps Maintenance Facility on MCLB Albany, GA. 

Albany stocks a wide range of items commonly ordered by the military services 

and other DoD customers, to include: meals ready-to-eat (MREs), construction materials, 

electrical supplies, electronic components, and secondary repair parts. In addition, DLA 

Distribution Albany performs preservation, packaging, stock readiness inspection, marking, and 

materiel re-classification. Along with these responsibilities, DLA Distribution Albany handles 

transportation functions and processes trans-shipments for the entire base.

(2) DLA Distribution Anniston, Alabama

Commander: LTC Martin E. Wennblom, USA 

Deputy: Mr. Guy Taylor

DLA Distribution Anniston, Alabama, provides distribution services for combat 

weapons systems, small arms weapons, and missile systems to all services. It maintains materiel 

to support weapons and combat systems, including radioactive, hazardous, consumables, major 

end items, and secondary repair parts.

DLA Distribution Anniston's primary mission is to support the maintenance 

mission of Anniston Army Depot. It is collocated with the Army's only small arms repair facility. 

The center receives, stores, and issues material by land (truck and rail), sea, and air for 

worldwide distribution. DLA Distribution Anniston, Alabama, also demilitarizes small arms, 

weapons systems components, and other items.

(3) DLA Distribution Barstow, California

Director: Mr. Matthew J. Balogh

Deputy: Mr. James Lucowitz, Jr.

DLA Distribution Barstow, California, is composed of distribution facilities at 

two locations, eight miles apart, Nebo and Yermo Annex. The headquarters, administration, 
receiving, shipping, storage, and most wholesale worldwide distribution support facilities are at 

Nebo. Most outdoor storage and logistical off-load and on-load support for the Fort Irwin Army 

Training Center and Marine Logistics Command Fleet Support Division operations are at 

Yermo. 

DLA Distribution Barstow can accommodate inside storage for a variety of 

commodities. Major items currently provided inside storage are electronic parts and components, 

radioactive material, clothing and textiles, helicopter replacement and repair parts, and 

equipment such as engines, transmissions, helicopter blades, shafts, reduction gears, and wire 

cable. The center also operates a container manufacturing section proficient in the design and 

construction of lumber, plywood cleated, fiberboard, and special purpose containers for shipment 

or storage. Containers may be custom constructed to meet customer requirements.

(4) DLA Distribution Cherry Point, North Carolina

Director: Mr. Robert (Kevin) K. Taylor

Deputy: Vacant

DLA Distribution Cherry Point, North Carolina supports the 2nd Marine Air 

Wing, numerous Marine Aviation Logistics Squadrons, MCAS Cherry Point, the largest Marine 

Air Station in the world, and the Naval Air Systems Command's Fleet Readiness Center, or FRCEast, Cherry Point, as well as military and government customers worldwide. The center

provides full service distribution support for both wholesale and retail processes, to include

receipt, stow, issue, inventory, COSIS, and transportation. 

DLA Distribution Cherry Point performs specialized packaging, preservation, and 

crating of aircraft components. It operates three Preservation, Packaging, Packing, and Marking 

satellite operations in FRC East and is integral to the FRC East production line, which 

refurbishes DoD aircraft, components, including the custody, preservation, handling and 

shipping of aircraft parts, components, and engines. The center supplies all the preservation and 

packaging, hazardous material packaging, central receiving, rigging operations, ordnance 

transportation certifying, and transportation management requirements to Warfighters in the 

local area.

(5) DLA Distribution Corpus Christi, Texas

Commander: LTC Justin M. McGovern, USA

Deputy: Mr. Jeremy Beckwith

DLA Distribution Corpus Christi, Texas, serves as the primary wholesale 

distribution point in support of helicopter repair for DoD and Foreign Military Sales customers. 

It receives, stores, packs, preserves, issues, and arranges transportation for assigned supplies and 
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equipment. Items processed include repair parts for end items such as small aircraft and 

helicopters, avionics, electronics, as well as industrial, petroleum, chemical, radioactive, and 

other hazardous materials. 

DLA Distribution Corpus Christi serves as the property officer for all assets in 

storage. Other services include loading and unloading helicopters and other priority cargo from 

C-17, C-5A, C-141, and C-130 aircraft operated by Air Mobility Command and local delivery of 

aircraft components and other items.

(6) DLA Distribution Hill, Utah

Director: Mr. James McArthur

Deputy: Mr. Preston Kriegshauser

DLA Distribution Hill, Utah, is located at Hill AFB, Utah, which is home to the 

Ogden Air Logistics Center, or ALC. Its employees perform key distribution operations to 

include receiving, storage, packing, shipping and disposal of military weapon system spare parts. 

The center supports two fighter wings and the maintenance performed by Ogden ALC. Priority

distribution support is provided for Minuteman and Peacekeeper missiles; Emergency Rocket 

Communication System; F-16 Fighting Falcon; A-10 Thunderbolt; C-130 Hercules; and Air 

Force overhaul and repair of landing gear, wheels, brakes, and tires. 

DLA Distribution Hill, Utah, also assembles the Army's Deployable Medical 

Systems, or DEPMEDS. These self-contained, portable units can range in size from a single 

general-purpose lab to a 164-bed hospital containing 12K line items. Medical Assembly and 

Shelter Repair personnel also overhaul and repair of International Standards Organization (ISO) 

approved shelters.

(7) DLA Distribution Jacksonville, Florida

Director: Mr. Richard Adderly (Acting)

Deputy: Mr. Richard Adderly

DLA Distribution Jacksonville, Florida, is the hub for the South East United 

States. Its mission is to receive, store, issue and provide single point of entry for customer turnins to Disposition Services. DLA Distribution Jacksonville ensures that its major customer, the 

Fleet Readiness Center Southeast, or FRCSE, has the right material, at the right place, at the right 

time, and at the right price. The airplanes, engines, and components repaired at the FRCSE are 

critical for Warfighters around the world. DLA Distribution Jacksonville supports the

Expeditionary Warfare Center (EXWC), US Navy Naval Air Systems Command (NAVAIR), 

and the National Aeronautics and Space Administration, and U.S. Customs Service. It has 

detachments in Mayport, Florida, and Gulfport, Mississippi.

(8) DLA Distribution Norfolk, Virginia

Commander: CAPT Thomas Neville, SC, USN
Deputy: Ms. Christine Johnson

DLA Distribution Norfolk, Virginia supports a diverse customer base that 

includes homeported and transient ships - from aircraft carriers to destroyers and submarines - as 

well as Navy industrial activities and shore establishments on and around the world's largest 

Navy base in Norfolk, Virginia. DLA Distribution Norfolk increasingly supports local Air Force 

and Army installations and has a growing role in special operations and humanitarian missions. 

The center serves customers worldwide with particular emphasis on EUCOM, CENTCOM and 

SOUTHCOM.

DLA Distribution Norfolk operates the largest Navy Material Processing Center

in the world, providing customized material sorting, receipt processing, and delivery services to 

over 150 units in the Hampton Roads region, including aircraft carriers, surface combatants, 

Military Sealift Command vessels, and submarines. It contains a consolidation and 

containerization point and a dynamic cross-dock facility that receives, processes, consolidates, 

and containerizes export cargo. This center is an official government port supporting inbound 

and outbound cargo for all Services and most commodities. The center has detachments at 

Cheatham Annex, Little Creek, and Portsmouth in Virginia and New London in Connecticut. 

(9) DLA Distribution Oklahoma City, Oklahoma 

Director: Mr. Dennis Goodnight (Acting)

Deputy: Mr. Dennis Goodnight 

DLA Distribution Oklahoma City provides a full range of distribution services in 

support of the Oklahoma City Air Logistics Complex, Tinker Air Force Base, and other global 

customers. Its core services include receiving, storage, packaging, and issuing military supplies. 

Support to the Oklahoma City Air Logistics Complex is primarily for programmed depot 

maintenance on aircraft and engines. It is available around the clock. 

On-base customers include the 552nd Air Control Wing, U.S. Navy Strategic 

Communications Wing One, the 507th Air Refueling Wing, and the Oklahoma City Air 

Logistics Complex. Off-base shipments support customers worldwide with systems and 

commodities procured by DLA and repaired at Tinker Air Force Base.

(10) DLA Distribution Puget Sound, Washington

Commander: CDR Evelyn Lee, SC, USN 

Deputy: Ms. Susan Lucio

DLA Distribution Puget Sound, Washington is located in Bremerton, Washington, 

with site locations at the Trident Refit Facility in Bangor, Washington, and Naval Station 
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Everett, in Everett, Washington. The center in Bremerton is a tenant command on Naval Base 

Kitsap and located next to Puget Sound Naval Shipyard. Puget Sound supports local and

worldwide customers through material receipt, stow, issue, and delivery; incoming and outgoing 

material movement; shipping services and transportation solutions; inventory maintenance; 

regional pick-up, delivery, and movement for the DRMO at Joint Base Lewis-McChord and 

other sites; and material processing services to various home-ported and transient ships. 

Puget Sound is the U.S. Navy's second largest shipyard and intermediate repair 

facility and the only one of its kind on the West coast. Employees receive and ship products 

ranging from 200K-pound ship propulsion shafts to miniature electronic components. The center

supports work force requirements in Washington, San Diego, Guam and Japan. It is known for 

its Nuclear Propulsion and Submarine materiel support. 

(11) DLA Distribution Red River, Texas

Commander: LTC Seth M. Olmstead, USA

Deputy: Mr. Fred Hildrich

DLA Distribution Red River, Texas's primary mission is to provide distribution 

services and tailored logistics solutions to the Warfighter and other customers. The center 

provides Class IX repair parts and secondary items for tracked and wheeled vehicles, aircraft and 

major weapon systems. These services are housed in a state-of-the-art distribution facility where 

items are received, stored, packaged/marked and shipped all under one roof. 

DLA Distribution Red River also has a large Class VII major end item 

distribution mission. The Army has designated DLA Distribution Red River as the storage site 

for its Bradley Fighting Vehicle Systems, Multiple Launch Rocket Systems, High Mobility 

Artillery Rocket Systems, and High Mobility Multipurpose Wheeled Vehicles. In support of 

these systems, the center builds and maintains basic issue items and components. These kits 

include wrenches, vehicle jacks, tie-down ropes and cables, and other maintenance-related items. 

The center is also the primary distribution point for the Single Channel Ground and Airborne 

Radio System. 

DLA Distribution Red River is home to the DLA Distribution Expeditionary 

Team, a deployable and scalable capability that can receive, store, issue, transship and maintain 

in-transit visibility of military supplies.

(12) DLA Distribution Richmond, Virginia

Director: Mr. John M. Pearson

Deputy: Mr. Ben Harvey

DLA Distribution Richmond, Virginia, receives, stores, maintains, manages, and 

distributes material to U.S. forces worldwide, while also providing premium services for DLA 

Disposition Services and the Foreign Military Sales program.

The center serves as DLA Distribution's hazardous center of excellence for 

material with Environmental Protection Agency-conforming storage space. It is DoD’s primary 
repository for ozone depleting substances, and includes a compressed gas reclamation and 

cylinder refurbishment operation.

In January 2014, DLA Distribution Richmond absorbed the primary functions of 

DLA Distribution Mapping. Today, the center is responsible for the inventory and worldwide 

physical distribution of maps, charts, and other geodetic material for DoD. It stores 82,600 map 

items at its location.

(13) DLA Distribution San Diego, California

Commander: CAPT Jerome R. White, SC, USN

Deputy: Mr. Lazaro Street

DLA Distribution San Diego, California, is located on Naval Base San Diego. It

receives, stores, ships, and issues items, as well as performing related functions such as

transshipment, preservation, packaging, packing, marking, emergency support operations, and 

reclassification. As a part of this mission, DLA Distribution San Diego provides tailored 

distribution services through its material processing center. Items processed include depot level 

repairables, electronics, hazardous material, ship and aviation repair parts, and small 

boats/amphibious craft. The center’s primary customers include ships home-ported in San Diego 

and major shore commands, Fleet Readiness Center Southwest (FRCSW), Southwest Regional 

Maintenance Center, and smaller activities in the Southwestern United States.

A large portion of DLA Distribution San Diego business is receiving, storing, and 

issuing depot-level repairable for FRCSW, one of the Navy's largest repair facilities. The center 

also supports operations from Fleet and Industrial Supply Center Port Hueneme. Port Hueneme 

is the primary logistical support center for the U.S Antarctic's Research Program, as well as 

Navy's Mobile Construction battalions in the Pacific. DLA Distribution San Diego has 

detachments at Point Loma, Port Hueneme, and North Island, California.

(14) DLA Distribution San Joaquin, California

Commander: Col Tiffany N. Harris, USMC

Deputy: Ms. Jodie Johnson-Micks

DLA Distribution San Joaquin, California, is DoD’s western Strategic 

Distribution Platform and DLA’s primary distribution point to the western United States, Pacific 

Ocean, and Indian Ocean. The center coordinates global materiel distribution and other logistics 

activities in support of U.S. forces worldwide. San Joaquin stores and manages DLA and Service 

materiel and optimizes downstream supply chain activities in order to deliver what the 

Warfighter needs on time. The Distribution Center stores over 383K stock numbers valued at 

over $7.8B. 
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Warfighters in United States Pacific Command are supported through DLA 

Distribution San Joaquin’s consolidation and containerization point, which operates like a crossdocking, freight-forwarding business. More than one-third of DLA Distribution San Joaquin’s 

shipments are transported on trucks. Service Components on the west coast receive same day or 

overnight deliveries, while customers as far away as Pennsylvania can be supported in 72 hours. 

DLA Distribution San Joaquin also assembles Unitized Group Rations, a heat and serve meal for

military personnel.

Defense Depot San Joaquin received the Commander in Chief’s Installation 

Excellence Award in 2018, Phyllis C. Campbell Award for Superior Performance in 2017, and 

DLA Distribution Center of the Year for 2017. It was recognized as a Distribution Center of 

Excellence that year.

(15) DLA Distribution Susquehanna, Pennsylvania

Commander: COL James M. Callis, USA

Deputy: Mr. Brent Barnes

DLA Distribution Susquehanna, Pennsylvania is a duel-sited operation, 

headquartered in New Cumberland, Pennsylvania, with additional facilities in Mechanicsburg, 

Pennsylvania. It coordinates material management and distribution of critical items including 

military and commercial repair parts, industrial materials, medical supplies, tires, and aerial 

delivery equipment. It serves as the eastern strategic distribution platform for the DoD and 

primary distribution point for U.S. Miliary and Federal agencies in the eastern U.S. In addition, it 

serves as the consolidation & containerization point for supplies headed to Central & South 

America, Europe, North Africa, and Southwest Asia.

DLA Distribution Susquehanna is home to the largest distribution processing 

facility in DoD. The 1.7M square foot Eastern Distribution Center handles 25 percent of DLA 

Distribution’s total receipt, storage, and issue of materiel. Susquehanna is the only center that 

receives, inspects, stages, and consolidates material for U.S. Army Security Assistance 

Command. Additionally, it acts as a freight forwarder for Greece, Iraq, and Romania. It has 

detachments at Mechanicsburg, Pennsylvania, and Whitehall, Ohio.

(16) DLA Distribution Tobyhanna, Pennsylvania

Commander: LTC Samuel Smith, USA

Deputy: Vacant

DLA Distribution Tobyhanna, Pennsylvania, located at Tobyhanna Army Depot, 

supports the DoD communications/electronics industry by providing both retail and wholesale 

distribution support. TYAD is the largest, full-service communications / electronics maintenance 

facility within the DoD. DLA Distribution Tobyhanna receives, stores, and issues 

communications; command and control systems; computers; intelligence/electronic warfare

material; and satellite communications systems in its Wholesale Distribution Operations 

Division. The center is noted for special electronics operations such as the Electro-Static 
Discharge Control Program in which sensitive parts are protected through proper handling, 

packaging, marking and storage procedures. 

The Retail Distribution Operations Division performs supply, storage, material 

movement, and distribution responsibilities in support of Tobyhanna Army Depot workloads. 

The center is responsible for planning, programing, managing, and accomplishing the receipt, 

storage, inventory, preservation, packing, and marking of Army major-end-items such as 

wheeled and tracked vehicles. In addition they store secondary items such as repair parts, 

engines, transmissions, generators, and heaters. Retail and wholesale warehouse facilities 

provide for general purpose, heated, HAZMAT, radiological, industrial gasses, and bulk stock 

storage. They contain satellite terminals, radio and radar systems, telephones and switchboards, 

anti-intrusion devices, airborne surveillance equipment and navigational instruments, electronic 

warfare, and many other types of unique and specialized systems.

(17) DLA Distribution Warner Robins, Georgia 

Director: Ms. LaSand Kinnaird (Acting)

Deputy: Vacant

DLA Distribution Warner Robins, Georgia, distributes supplies to all branches of 

the military at locations all around the world. More than half the work completed at the 

distribution center is in support of the Warner Robins Air Logistics Center. The organization's 

$11B inventory includes parts and equipment for the F-15, C-130, C-5 and C-17 aircraft, target 

acquisition systems, and most airborne electronic warfare systems. 

e. OCONUS Locations

(1) DLA Distribution Bahrain

Commander: CDR Joseph H. Peth, SC, USN

Deputy: Ms. Karen Lundy

DLA Distribution Bahrain, Southwest Asia, maintains forward-positioned stock 

and provides multi-modal distribution to all branches of service operating in CENTCOM. It 

serves as the single theater distribution platform in CENTCOM. Located adjacent to Khalifa Bin 

Salman Port, the center performs standard distribution operations to include receipt, storage, 

shipping, and issuing as well as inventory control, care of stock, packaging, and preservation. 

Bahrain books contract transportation service for the Trans Arabian Network 

(TAN) that serves units in Kuwait, Jordan, UAE, Oman, and Kingdom of Saudi Arabia. The 

TAN enables supplies to be sourced out of Bahrain and delivered using surface routes instead of 

aircraft from Germany, reducing both costs and customer wait time. 
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Material processing centers in Bahrain perform core business functions on fleet 

requisitioned materiel such as receiving; customized sorting; temporary storage; customized 

delivery options; expedited shipment tracking; and freight forwarding functions. Materiel in 

storage includes Class IX repair parts; Class II components, clothing, office, and housekeeping 

supplies; Class III packaged petroleum products; and Class IV barrier and construction materials. 

Distribution Bahrain offers extensive classified and unclassified mapping products and 

navigational aids for land, air, and maritime use. 

(2) DLA Distribution Europe

Commander: LTC Jonathan Ackiss, USA

Deputy: Ms. Crimson Smith

DLA Distribution Europe, located in Germersheim, Germany, is DLA 

Distribution's largest distribution facility in Europe and a forward deployed theater distribution 

platform. The center provides surge capability during transition to war, joint theater distribution, 

and support of DLA and service-managed materiel to service components and government 

partners throughout Europe, Africa, Afghanistan, and Qatar. Strategically positioned near the 

Rhine River and Ramstein Air Base in central Europe, it takes advantage of air, road, rail, and 

barge transportation, enabling the break-bulk mission performed by the theater consolidation and 

shipping point.

DLA Distribution Europe operates the highest value Army Supply Support 

Activity (SSA) in EUCOM by receiving, storing, and distributing strategically placed materiel 

for the Army Prepositioned Stock (APS2) and Operation Atlantic Resolve units in Europe. 

Commodities distributed by DLA Distribution Europe are repair parts, barrier and construction 

material, clothing and textiles, packaged POL, rations, mail, and humanitarian relief support.

(3) DLA Distribution Guam, Marianas 

Director: Mr. Franklin P. Leon Guerrero 

Deputy: Vacant

DLA Distribution Guam, Marianas, is a tenant command located on US Naval 

Base Guam. DLA established the center on 1 October 2004 to provide forward stock positioning 

and enhanced physical distribution services to the military community on Guam and customers 

in the western Pacific theater of operations. Its storage and distribution facilities are strategically 

positioned to reduce transportation costs and Customer Wait Time (CWT). 

DLA Distribution Guam is a Government-Owned Contracted-Operated site that 

performs standard distribution functions to include receipt, storage, stock readiness, and issues. 

Additional functionality includes seavan surface and air inbound/outbound shipments, air and 

surface theater consolidation shipment point, material processing center, emergency walkthrough requisitions; packing, packaging, preservation, and marking; transshipment services; and 

cold chain management. 
Commodities stored at DLA Distribution Guam, include repair parts, ozonedepleting compressed gases, consumable items, hazardous material, Navy Level 1/Subsafe 

material, and depot level repairables. The center maintains Humanitarian Assistance/Disaster 

Relief items in an event of a disaster in the Asia/Pacific region. 

(4) DLA Distribution Korea

Commander: LTC James M. McGee, USA 

Deputy: Ms. Macy Ooka

DLA Distribution Korea provides United States Forces Korea (USFK) with 

critical logistics capabilities including storage and distribution, the theater consolidation and 

shipping point, transportation planning management, logistics planning and contingency 

operations, and material movement tracking and expediting. DLA Distribution Korea executes 

diverse missions in support of service component customers including joint theater distribution, 

multi-stop direct delivery, cross-dock, in bound/out bound surface containers, total delivery 

service, and retrograde. It stocks and maintains more than 14K Class II, IIIP, IV, and IX DLAmanaged items, to include maps, retail stock, and war reserve stock. The center also provides 

transportation protective service to the 731st Air Mobility Squadron (AMS) and sensitive item 

escort (excluding ammunition).

Located on Camp Carroll in Area IV, DLA Distribution Korea is essential to unit 

readiness and the Warfighter’s ability to “Fight Tonight.” USFK is committed to building a new 

distribution facility with significantly increased capabilities. The center oversees a contractorowned contractor-operated facility in Busan. Facilities include climate-controlled storage for 

MREs (Class I) and a general purpose warehouse for Class IV.

DLA Distribution Korea works in conjunction with DLA Indo-Pacific, the 19th 

Expeditionary Sustainment Command and other partners to validate and refine theater 

operational plans. Joint and combined ROK-U.S. exercises including KEY RESOLVE, Combined 

Logistics over the Shore, and ULCHI FREEDOM GUARDIAN enable the transition from armistice to 

contingency. Since 2005, a dedicated team of Korean Nationals remains the heart and soul of 

DLA Distribution Korea. It has a detachment in Busan, Korea.

(5) DLA Distribution Pearl Harbor, Hawaii 

Commander: CDR Sean Andrews, SC, USN

Deputy: Vacant

Located at the gateway to the Pacific, DLA Distribution Pearl Harbor, Hawaii, 

joined the DLA Distribution network on 7 April 1999. The center provides distribution support 
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for home-ported ships, industrial/shore commands, transiting battle groups, the Army's 25th 

Infantry Division, 3rd Marines, and the 15th Air Base Wing. 

DLA Distribution Pearl Harbor is home to the largest preservation and packing 

facility on the island, supporting the Pearl Harbor Naval Shipyard and Intermediate Maintenance 

Facility as well as other Navy, Marine Corps, Air Force and Army activities. DLA Distribution 

Pearl Harbor professionals pack and crate items such as propellers, periscopes, gears, and shafts.

Over the last several years, DLA Distribution Pearl Harbor, Hawaii, has seen 

remarkable mission growth to its storage and distribution portfolio, to include air cargo entering 

Hickam AFB, the Mapping Support Office, retail operations in support of Pearl Harbor Naval 

Shipyard, receiving and warehousing, and job readiness cell kitting.

(6) DLA Distribution Sigonella, Italy

Commander: CDR Vincent V. Erno, SC, USN

Deputy: Mr. Michael Watt

DLA Distribution Sigonella, Italy, is strategically located in the Mediterranean 

Sea. Able to provide the full complement of physical distribution services and ideally located on

Sicily, the center stands ready to support service components and other federal agencies south of 

the Italian Alps. 

DLA Distribution Sigonella was established on 1 April 2004 to provide forward 

stock positioning and enhanced physical distribution for an expanding customer base. Collocated 

on Naval Air Station, Sigonella, DLA Distribution Sigonella’s customers include the Aviation 

Support Division, Aviation Intermediate Maintenance Division, two P-8 Squadrons, the 7th 

Tactical Reconnaissance and 324th Expeditionary Reconnaissance Squadrons, and ships 

operating in the Mediterranean. Specialized handling and support services include managing 

hazardous materials, depot-level part storage and distribution, and material packing and shipping. 

Sigonella also provides expedited requisitioning and centralized receiving support to the military 

community throughout the Mediterranean. Detachment locations: Rota, Spain; Djibouti, Africa.

(7) DLA Distribution Yokosuka, Japan

Commander: CDR Allen Rivera, SC, USN

Deputy: Mr. Jamie Sternadel

DLA Distribution Yokosuka is strategically located to provide joint distribution 

support throughout the Western Pacific, Indian Ocean and the Persian Gulf. Its headquarters and 

primary site are located on the U.S. Naval Base in Yokosuka; detachments include the 

Yokohama North Dock; U.S. Naval Base in Sasebo; Okinawa site on Marine Corps Base Camp 

Kinser; and Marine Corps Air Station Iwakuni. 

The center services warships of the carrier strike group homeported in Yokosuka; 

the expeditionary strike group homeported in Sasebo; U.S. Navy vessels transiting the 7th Fleet 

Area of Responsibility; major DoD industrial shore commands; and military bases in Japan, 

Singapore, Diego Garcia, and the Middle East. Additionally, DLA Distribution Yokosuka 
participates in contingency plans for Far East scenarios. The center also provides transportation 

protective service to the 730th Air Mobility Squadron and the escort of sensitive items. 

DLA Distribution Yokosuka is composed of 24 facilities with 3.7M cubic feet of 

covered storage and 61K square feet of open storage. The center has general purpose, humidity 

controlled, secure, hazardous material, freeze, and chill warehousing capabilities. Commodities 

distributed include repair parts, depot level repairables, bottled gasses, lumber, navigational aids, 

and hazardous materials. Services include transshipments, disposition, ozone-depleting bottle 

collection, cold storage, and specialty warehousing for Level 1 SubSafe submarine repair metal 

stock, as well as large items such as ship propellers and aircraft assemblies. Detachment 

locations: Sasebo, Iwakuni, Okinawa and Yokohama, Japan.

f. DLA Distribution Expeditionary

Commander: MAJ Edward P. Strzalkowski, USA 

DLA Distribution Expeditionary is a strategic distribution enabler that supports military 

services and combatant commands in worldwide contingency and Humanitarian 

Assistance/Disaster Relief (HA/DR) operations. Expeditionary teams stationed at Red River, 

Texas; San Joaquin, California; and Susquehanna, Pennsylvania enhance the distribution global 

network capability in austere environments. 

Expeditionary Distribution core functions are theater consolidation and shipping, material 

processing, forward distribution, and incident support. For incident support, expeditionary teams

operate CONUS ISB’s with Federal Emergency Management Agency and\or Joint Task Force 

Commanders during a HA/DR event. In such an event, the expeditionary team operates 

OCONUS ISB’s with or in conjunction with the United States Agency for International 

Development, the Office of United States Foreign Disaster Assistance, and the Joint Task Force 

Commanders.

g. Theater Consolidation and Shipping Points

(1) Okinawa TCSP

As a result of the Disposition/Distribution (D2) continuous process improvement,

DLA Distribution J5 established an IPT with DLA Distribution Yokosuka, Japan, proposing a 

theater consolidation and shipping point operation to cross-dock materiel from the sea port of 

debarkation and aerial port of debarkation for delivery to customers on the island. The desired 

end state would also provide in-transit visibility to Okinawa customers, decrease customer wait 

time, and eliminate the need for customers to pick up material. The DLA Office of Operations 

Research and Resource Analysis conducted a Business Case Analysis (BCA) that favored the 

establishment of a TCSP at MCB Camp Kinser. 
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FY 19 funding initiatives in support of the Okinawa TCSP include $80K for 

information technology and $249.7K for an additional vertical lift module in building 600. 

American Engineering Corporation received the contract award to install the IT network, IOT 

meet initial operational capability for the consolidation and shipping point. In June 2019, 

UNICOR completed the assembly of one vertical lift and conducted training with the employees 

at DLA Distribution Yokosuka, Japan at Okinawa, on the operation of the new lift.

(2) Sigonella TCSP

DLA Distribution created a TCSP capability at DLA Distribution Sigonella, Italy 

(DDSI) to provide redundant capability in case EUCOM sustainment requirements exceed DLA 

Distribution Europe’s capacity or the facility becomes inoperable. Continuing efforts from 2018, 

the TCSP team at DDSI provided the system capabilities and coordinated training to the local 

workforce in order to reach initial operating capacity in April 2018. DDSI continues to work to 

acquire additional facility space to allow for potential long-term operations. In May 2019, we 

tested the TCSP capability as part of SABER GUARDIAN 2019. 

3. Key Personnel: 

a. Commander: RDML Kevin M. Jones, SC, USN 

b. Deputy Commander: Ms. Twila C. Gonzales, SES
c. Chief of Staff: Mr. Perry Knight

d. Deputy Chief of Staff: Ms. Stacy L. Umstead

e. Director, Current Operations (J3): COL Frederic Maddox, USA (Acting)

f. Director, Distribution Future Operations (J4): Mr. Paul Abel

g. Director, Future Plans (J5): Mr. Scott Rosbaugh

h. Director, Acquisition Operations (J7): Mr. Gene Surmacz

i. Director, Organization Management (J9): Mr. Ed Visker

j. Director, Business Development (BD): Mr. Joe Faris

k. Equal Employment Opportunity Officer (EEO): Ms. Yvette Harris

l. Public Affairs Officer: Ms. Dawn Bonsell 

m. Financial Operations (J8): Mr. Charlton Albright

n. General Counsel: Mr. John Karns

n. Human Resources Services: Ms. Darlene Ferrante, Customer Account Manager

o. Information Operations (J6): Mr. Kevin Hand, LNO and NE Regional Manager

p. Installation Support for Distribution: Mr. William Holtz

4. Historical Narrative

a. Dynamic Operating Plan

DLA Distribution Office of Future Plans (J5) led a cross-staff group to refine the FY 18-

19 Dynamic Operating Plan (DOP). The FY 18-19 DOP referenced the 2019 Strategic Plan 

Implementation Guide (SPIG) and follows the five Lines of Effort (LOEs) in DLA’s Strategic 

Plan. DLA Distribution’s Commanding Officer, Rear Admiral Kevin M. Jones, signed the FY 

18-19 DOP on 16 October 2018. The Director was briefed on all Distribution FY 18-19 DOP 

initiatives on 18 March 2019. Lt. Gen. Williams was pleased by Distribution’s 21-point 

improvement in the culture survey between 2016 and 2018. Some of the Director’s areas of 

concern included the 100 percent inventory audit, modernization, Warehouse Management 

System (WMS), and Reform.

b. Warfighter First 

(1) Distribution Kitting Operation:

DLA Kitting provides program management and oversight of kit assembly for 

Medical, Organic, and Subsistence kits. Kitting offers tailored logistics through automated and 

integrated systems that transform customer requirements into a single, useable end item product, 

enabling customers to order multiples of a single NSN with a single requisition. Kitting functions 

are performed at 10 Distribution sites; five located in the Eastern US and five in the Western US.
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(2) Modernization Efforts

(a) Warehouse Management System/Transportation Module:

Due to Distribution Standard System (DSS) being 24 years old, difficult to

update, and expensive to maintain, DLA selected WMS/TM as the new Distribution automated 

system. An Agile Software Development Approach was pursued. The approach included

adaptive planning, continuous process improvement, and a way to respond to changes in the 

Warfighter environment. DLA Distribution implemented its initial phase at Corpus Christi site in 

June 2018. The phase covered storage and distribution, receiving, issues, and inventory and 

transportation functions. 

The WMS project is currently governed by a Pivot approach. Two years 

ago, requirements were identified that were not comprehensive of the actual need for the new 

WMS system. During the Pivot, J4 identified categories that represent the end-to-end processes 

DLA Distribution is currently using. The receiving category has been discussed in a face-to-face 

meeting. From this meeting, stakeholders will develop a new timeline with well-defined 

requirements for the SAP team to determine whether the requirement is standard in the SAP 

software or if it would need customization. Anything that is deemed custom will need to go 

through Business Process Reengineering (BPR) at DLA Headquarters to determine if it is 

necessary. This Pivot will direct the way forward, helping determine an accurate timeline.

(b) Transportation Modernization System:

TMS is commercial transportation software that TRANSCOM is 

prototyping to test end-to-end transportation integration. DLA and TRANSCOM are both 

modernizing their transportation capabilities and working together to determine a common endstate. DLA’s modernization is the Warehouse Management System / Transportation Module 

(WMS/TM); TRANSCOM’s modernization is the TMS Prototype. The DLA/TRANSCOM 

Governance Council finds solutions to best integrate the two initiatives. In participating in the 

TMS Prototype, DLA is guided by the following principles: DLA will continue to manage 

warehousing functions, DLA will remain the shipper, DLA will determine when to pick/pack, 

DLA will select mode of transportation, and DLA will use the TMS for transportation planning 

and automated carrier selection.

DLA and TRANSCOM teams collaborated on several iterations and 

options for DLA’s participation in TMS; DLA based its decision on the following factors: TMS 

is not auditable, transactions tested in production are subject to DLA financial statement audits, 

and TMS requires manual processes that are currently systemic in DLA systems. TMS requires 

400 hours of J6 technical support and J8 manual, financial reconciliation and would do little in 

the way of enhancing the agency’s modernization efforts. Key DLA actions are building the data 

interface for system-to-system data exchange, determining prototype assessments, developing a 

change management / training plan, and drafting documentation to mitigate audit risks.

(c) Supply Discrepancy Report (SDR) Validation Photo Pilot:
Distribution led an SDR Validation and Photo Pilot at DLA Distribution 

Susquehanna and DLA Distribution San Joaquin from October 2018 to November 2018. The 

goal was to provide a better understanding of how to write SDRs and prevent erroneous 

suspensions of materiel. Together, the centers looked at over 2500 SDRs. The photo pilot 

showed that time to disposition could be reduced from 192 days to ~10.5 days. By providing 

photos, the Item Managers could see the discrepancy, helping them provide final disposition 

more quickly; it will also reduce interim dispositions. In addition, better verbiage and correct 

discrepancy codes were being used.

(d) Technology/Automation/Robotics:

As a part of PBR-20, Distribution J4, in conjunction with DLA J6,

submitted a Business Case Analysis (BCA) for modernization initiatives. DLA Headquarters 

approved the BCA and subsequently awarded $325M. DLA Distribution J4 is responsible for 

working with stakeholders and customers in identifying initiatives designed to transform 

business processes by leveraging technology, automation or robotics. DLA Distribution has 

tested wireless Bluetooth mobile printers and found that, by integrating this technology with 

tablets, a 35 percent productivity gain could be realized in key areas. New ruggedized tablets 

coupled with scan capability and other features are anticipated for initial deployment by first 

quarter FY 20 and full deployment by end of FY 20. The J4-BT Integration Division is working 

to accompany this project with a mobile office on wheels. An enhanced battery pack and inverter 

will provide mobility for a full shift without charging. 

In FY 19, discussions arose regarding our wireless infrastructure across 

the enterprise, largely from issues experienced in rolling out tablets and printers at distribution 

centers. In 3rd quarter of FY 19, Distribution J4 BT partnered with J6 R&D, Massachusetts 

Institute of Technology (MIT), and Johns Hopkins University (JHU) to assess DLA’s Warehouse 

Wireless Infrastructure. Unfortunately, neither MIT nor JHU could provide testing or upgrades 

due to contract stipulations. J4 BT and HQ J64 have partnered to address this issue.

Warehouse automation projects are managed under a J6 OT Acquisition 

strategy. This strategy ensures an awareness of cybersecurity vulnerabilities and outlays funding, 

maintenance, and sustainment commitments. The Distribution J4 Automated Material Handling 

Equipment Pillar Lead has helped develop an Enterprise Capabilities Requirements Document 

(ECRD) and standard operating procedures to address customer requirements for warehouse 

automation. The ECRD seeks to reduce induction, packaging, and shipping times; unique 

identification and tracking of major end items; and a real-time locating system for sensitive 

materiel.

DLA Distribution J4 has pushed other modernization efforts by working 

with the Distribution Modernization Program Office. This is a HQ J6 program that routinely 

meets with Distribution senior staff to ensure collective voices are heard as Distribution explores 

how to leverage technology to streamline distribution operations. In 2018, research began on
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how to use voice technology in a Distribution center. A voice pilot continues at DLA 

Distribution San Joaquin; through testing it has been demonstrated and ensured a “good pick” 

path. J4 has streamlined the training format and process which, when coupled with a quick 

equipment setup and connections guide, will have users online and operational in a matter of 

minutes. Voice technology will continue to evolve and is designed as a seamless solution. Based 

on industry standards, using voice technology in key areas will result in an efficiency increase of 

approximately 40 percent. Success at San Joaquin will be the catalyst for deploying voice 

technology where it makes sense throughout DLA Distribution and the enterprise. 

DLA Distribution J4 also partnered with DLA HQ J6 Research and 

Development (R&D) to identify Small Business Innovation Research that provides opportunities 

for small, high-tech U.S. businesses and academia to provide innovative research and 

development solutions critical to the DLA. This research would provide DLA a first look at 

technologies such as Augmented Reality, Google glasses, and robotics picking automation 

designed to increase efficiency, effectiveness, productivity, and support to the Warfighter. In FY 

19, J4 BT explored reducing repetitive motion in the Distribution San Joaquin’s Unitized Group 

Rations area. San Joaquin operates three 18-person assembly lines that can box meals 

simultaneously. Vecna was selected under the SBIR to showcase robotic picking technology at 

Distribution San Joaquin during 2nd quarter of FY 19. Their presentation was characterized as a 

tote retrieval system. Further collaboration with HQ R&D has allowed Distribution to test 

automated vehicle guided and automated storage as specific site identified capabilities. 

(e) Engineered Standards (ES):

Beginning in FY16, the DLA Distribution J4 standardization team took an 

aggressive stance to develop, maintain, and implement engineered standards along with the 

deployment of a systemic manage and measurement system. Thirteen CONUS Distribution 

Centers were visited over a two-year period in support of maintenance scheduling which focused 

on capturing how process changes impacted engineered standards (ES), whereby ES times could 

then be updated. Engineered standards maintenance was completed at DLA Distribution Pearl 

Harbor; the four remaining OCONUS Distribution Centers have not yet been completed. The 

Interim Metrics Tool (IMT) was designed as a testing protocol to use ES blended rates and 

production sheets to obtain production and workload to calculate the four key measures (i.e., % 

on standard, % utilization, % productivity and % performance) that would be used to alert 

managers where adjustments need to be made for optimal productivity and provide employees 

awareness of the production status. The IMT was successfully deployed at DLA Distribution 

Tobyhanna and was the precursor to the Agency Workload Leveling System, (AWLS). 

In 2019, Distribution J3 began creating a new labor management tool 

AWLS 2.0 that incorporates engineered standards, workload and time stamps for managers to 

use to manage workload and personnel in Distribution process areas. 

Engineered standards baseline data will continue to be used to measure 

process improvements as a result of integrating new technologies, automation and robotics in our 

daily distribution production areas.

Standard Organizational Structure was a fundamental pillar of DLA 

Distribution Modernization Program. The goal was to align and integrate structure, people, 
processes, technologies and infrastructure to facilitate effective mission accomplishment and 

strategy achievement. The objective was to develop standardized Distribution Center 

organizational structures for DLA CONUS and OCONUS Distribution Centers and Continue 

Government Authority. Over a four-year period, Standard Organization Structures were 

developed for Tobyhanna, Norfolk, Oklahoma, San Joaquin, Anniston, Corpus Christi, Albany, 

Puget Sound, Cherry Point, Guam, Hill, Jacksonville, Red River, Barstow, Yokosuka, 

Susquehanna, Warner Robins, Bahrain, San Diego and Richmond.

Standard Structure buckets are: Extra Large (XL), Large (LG), Medium 

(MD), Small (SM), Extra Small (XS) and CGA. The goal is 80% standardization among each 

group. A collaborative leadership group from eight Distribution centers developed the baseline 

standard structure. Standard Structure aligns the organization into three distribution cost 

categories: Mission, Mission Support and Support Services (G&A).

The DLA Operational Technology Acquisition (OTA) Business Process 

Analyst (BPA) has implemented an enterprise-wide framework to ensure that existing and future 

operational technologies meet cyber security regulations and provide an enterprise-level AMHE 

management capability that will improve procurement and maintenance costs. The framework is 

based on standardized Enterprise Capability Requirements Document (ECRD) which sets forth 

the Key Performance Parameters for the acquisition of future AMHE. The framework establishes 

seven operational technology pillars: Security; Fire Protection; Petroleum, Oil & Lubricants; 

Building Control Systems; Utility Control Systems; Material Handling, and Other. DLA has 

identified DLA Distribution J4-BT as the overall proponent for the Material Handling Pillar.

While the role and responsibilities of a pillar lead continue to evolve, the 

pillar lead’s primary responsibilities consist of maintaining the AMHE Enterprise Capability 

Requirements Document (ECRD) and reviewing AMHE acquisition requests. As requests come 

into the Pillar, they are looked at to validate that the item contains operational technology, and 

that the technology being acquired is in line with the AMHE ECRD. Requests are then 

forwarded to the DLA OTA BPA who works with the customer to develop specific IT/cyber 

security requirements and include those requirements in the acquisition documents. As the 

AMHE Pillar Lead, J4-BT has been at the forefront in implementing this new process. 

(c) Continuous Process Improvement (CPI)

(1) Stock Readiness

Suspended Stock continues to be a major project for the Enterprise. In 

2011, suspended materiel was at $2.1B. This number was a result of AOR draw downs and the 

commensurate increase in returns to DLA of predominantly Service-owned materiel. In 2013, as 

a result of IPTs with the Services and DLA Supply Centers as well as Tiger Team initiatives, 

suspended stock was at an all-time low of $900M. However, over the next two years, suspended 

stock increased to $2.2B. This was due to increased stock screenings (Amphenol, CAGE 
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Compromise, FSG 80, etc.) that resulted in discrepant materiel as well as additional returns from 

the field. In January 2018, Distribution, working closely with the Services and MSCs, was able 

to facilitate obtaining disposition instructions from the MSCs and Services in order to remediate 

or dispose of suspended assets stored at the Distribution Centers. Currently, the Enterprise is at 

$1.9B of Suspended Stock and holding. The team continues to follow-up with the Services and 

MSCs to obtain disposition instructions on aged SDRs/SQCRs. During FY 19, DLA Distribution 

Centers closed over 100K SDRs and SQCRs, with a total dollar value of close to $4B. The team 

distributed hundreds of Safety of Flight and Safety of Use messages to the Distribution Centers. 

In addition, they distributed and tracked thousands of special inspection requests and stock 

screening inspections for potentially defective stock. These efforts ensured that materiel is ready 

for the Warfighter.

(2) Commercial and Government Entity (CAGE) Compromise: 

In FY 19, DLA HQ worked an issue regarding suspect parts entering the 

supply chain that resulted from the decision to allow auto awards for low dollar/high demand 

materiel. To resolve this issue, DLA Distribution conducted stock screenings starting with the 

most vital materiel: nuclear material, critical safety items, and weapons systems. During a 

screening, the CAGE code on an item’s MIL-STD-129 label was compared to the list of effected 

CAGEs. If a match was found, then the item was segregated and suspended. An SQCR was 

written to request disposition. In all, 34K inspections covering 16.8M items were tracked, and 

11.3K SQCRs created. The effort cost distribution centers nearly $13M but the result – materiel 

of suspect quality removed from entering the Supply Chain – was worthwhile.

(3) Workload Prioritization:

Over the last two years, large projects have taken precedence over normal 

operations. Recent projects include Navy 21-N Suspended Stock and Cashflow/OAR DLA High 

Priority Back Orders. The Navy 21-N Suspended Stock project started with DLA Director’s

commitment to a 95 percent MA goal for the Navy Nuclear Reactor Program (21-N). 

Distribution J4 provided each site with a list of 21-N suspended stock and disposition 

instructions. The distribution centers had 24 hours to complete disposition and report closure to 

the DLOC. The Cashflow/OAR - DLA High Priority Back Orders project was a result of cash 

flow issues. DLA HQ planned to use suspended materiel in DLA custody to fill backorders so 

on-hand cash could be used for other buys. The MSCs evaluated suspended stock with 

backorders for a potential upgrade to an issuable condition code. Distribution has completed 

close to $400M dollars in workload. 

(4) Paperless Processing at Non-Paperless Distribution Sites:

To prepare for the Warehouse Management System (WMS), DLA 

Distribution decided to implement paperless processing at its sites still using paper. After 

receiving training from Distribution J4 personnel, Anniston, Barstow, Hill, Korea and Red River 

have all converted to paperless operations. 
(5) Department of Defense’s Serialization Efforts:

In support of DoD’s General Equipment Capital Assets (GECA) 

serialization, Distribution J4 has trained distribution sites prior to, during, and after serialization 

within the Distribution Standard System (DSS). Along with on-site training, Distribution assisted 

in the collection and recording of existing serial numbers. Distribution J4 continues to support 

the implementation of capabilities.

The serialization effort supports DoD requirement to track GECA at the 

serial number level from cradle to grave. To support the Army, DSS was scheduled to be updated 

in three phases. Initial work began at DLA Distribution Tobyhanna due to its high volume of 

materiel requiring serialization. Later, it rolled out to other sites. Before DSS serialization went 

live at each site, all serialized assets had to be identified and serial numbers captured. The data 

was recorded in a J6 database to prevent delays in processing the materiel. Additionally, 

Distribution J4 provided training on how to capture serial numbers using the J6 tool. 

(6) Global Combat Support System (GCSS)-Army Mapping:

To prepare sites for audits, Distribution observed, mapped and created 

SOPs for the Army GCSS. DLA Distribution took this measure to ensure that its team in 

Germany would be auditable as no SOPs were available from the system owners. SOPs for 

processes ranging from receiving to warehousing to inventory were created and provided to the 

site. 

(7) DLA Distribution Mapping System (DDMS) to Distribution Standard 

System (DSS) Migration:

Distribution J4 has been supporting J6 and DLA Troop Support integrate

the DDMS system with DSS to support the auditability of the mapping process. Distribution J4

jointed the discussions after J6 was tasked with replacing the existing mapping system. DLA

Distribution and DLA Aviation will use the mapping system in the future. 

(8) J4 Warehousing Subject Matter Expert Working Total Package 

Fielding (TPF) Project:

Distribution J4 participated in discussions to update the TPF process for 

Foreign Military Sales as the Army moves their processing into the Defense Logistics 

Management Standards (DLMS) transactions. Additionally, reports have been updated to provide 

more useful data. 
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(9) Accountable Officer Position Description Review:

DLA Distribution J4 Inventory Team assisted DLA J1 with updating the 

Accountable Officer’s (AO’s) Position Description (PD). The goal is to develop a standardized 

PD for all AOs to ensure duties and responsibilities are clearly stated, and qualifications for the 

position are documented for future qualified vacancy fulfillment.

(10) Delayed M02 Continuous Process Improvement (CPI) Event Update:

DLA Distribution J4 participated in the Air Logistics Center (ALCs) CPI 

to reduce order fulfillment response times resulting from delayed “MO2” (release of inbound 

Materiel Release Orders (MROs) transactions to DSS. 

This CPI event is an off-shoot of the ALC local delivery CPI that was 

conducted in FY 18. One of the finding was that MROs were being delayed in DSS. MO2 is a 

DSS status code for MROs waiting to be released for pick. For workload planning, DSS holds 

MROs until the site releases them for processing. This new CPI is looking at ways to prevent 

local delivery MROs from being held to a point where the site cannot meet the delivery metric 

agreed upon by DLA. 

b. Global Posture - Prepared for Immediate Action

(1) Expeditionary

(a) SABER GUARDIAN:

DLA Distribution Sigonella, Italy, demonstrated its newly-acquired TCSP 

capability during SbG19, a Southern European regional exercise. Air cargo from three Army 

SSAs was consolidated on 19 air pallets and routed from Norfolk to Sigonella by Air Mobility 

Command. Sigonella’s TCSP then processed the pallets for onward movement by truck and 

small parcel. An AAR identified ways to improve the Defender 2020 exercise next year.

(b) TALISMAN SABER:

TALISMAN SABER is a biennial exercise between Australia and the United 

States. The exercise took place in Australia from 11-24 July 2019. The Navy requested the DLA 

Distribution Expeditionary team participate by setting up a Materiel Processing Center (MPC) in 

Townsville where the Fleet Logistics Center (FLC) was located. This was the first opportunity to 

exercise the expeditionary MPC, which trains functions associated with OPLAN tasks for 

CCMDs. The team supported a F35 POP since Navy units had F35s. At the request of PACFLT, 

DLA also forward-stocked six small common-use NSNs, which the Navy requisitioned during 

the exercise. Other units were supported when feasible.
(c) DONG MAENG (19-01 & 19-02):

DLA Distribution supported INDO-PACOM by participating in two Joint 

Chiefs of Staff (JCS) sponsored training events in the Republic of Korea (ROK). DONG MAENG 

19-01, formerly KEY RESOLVE, was held in March 2019, and Dong Maeng 19-02, formerly 

ULCHI FREEDOM GUARDIAN, was held in August 2019. The Distribution plans team, in 

conjunction with Commander, DLA Distribution Korea, participated at Camp Humphreys and

Camp Carroll respectively. In addition to full spectrum planning and simulated execution 

operations, the training provided opportunities to enhance customer support. Great strides were 

made in identifying and resolving challenges related to war reserve maps, forward positioned 

Class IV, and employment of DLA Distribution Expeditionary (DDXX) capabilities

(d) Joint European TPFDD Sustainment (JETS):

A Strategic Planner from DLA Distribution J5 attended the 21st Theater 

Sustainment Command (TSC) JETS 1.0 Results Workshop. This workshop synchronized

assessments and assumptions for the deliberate planning of logistics; sustainment; and Joint 

Reception, Staging, Onward Movement, and Integration (JRSOI) in support of EUCOM efforts. 

DLA Distribution gathered operational and strategic insights on customer requirements for 

storage and distribution and coordinated support efforts. Additionally, a strategic planner from 

DLA Distribution J5 attended the JETS Main Planning Conference (MPC) from 4-6 September 

2019 in Kaiserslautern, Germany. The MPC was a continuation of the EUCOM-led, 21st Theater 

Support Command-executed, war-game and provided an opportunity for synchronizing planning 

across the Service components and the supporting JLENT. 

(e) AUSTERE CHALLENGE:

DLA Distribution provided an LNO to US Marine Forces Europe 

(MARFOREUR) G4 in support of Austere Challenge 19-2, a EUCOM exercise. During the 

exercise, the LNO provided knowledge of the capabilities DLA brings to the fight and developed

a relationship with our service partner. In addition to performing the duties of an LNO, he 

participated in several operational planning teams with the Marine Corps and various 

Commander, Joint Forces Marine Component Command entities..

(f) ARDENT SENTRY:

In May 2019, the NORTHCOM planner participated in Ardent Sentry, a

Tier 1 Command Post Exercise (CPX) focusing on Defense Support to Civil Authorities, 

CONPLAN 3500, and the NORTHCOM New Madrid Seismic Zone Playbook. 
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(g) POSITIVE RESPONSE/GLOBAL THUNDER:

NORTHCOM/STRATCOM exercise Positive Response/Global Thunder 

19 (October/November 2018.) The DLA Distribution J5 NORTHCOM planner wrote the DLA 

portion of an exercise scenario in which an airliner crash produced a conflagration at DLA 

Distribution San Joaquin, CA (DDJC). 

(h) GLADIATOR SHIELD:

CYBERCOM Operation GLADIATOR SHIELD (May 2019). Distribution J5 

provided the information requirements (Business Process Analysis/Business Impact Analysis) 

tasked by DLA J31 as part of an ongoing process to determine DLA’s mission essential systems.

(i) STEADFAST BADGER: (July/August 2019): The STRATCOM planner 

represented DLA Distribution in this exercise that explores logistics resilience in a complex 

global security environment. 

(2) Trans Arabian Network (TAN):

DLA transitioned its logistics posture to match CENTCOM’s strategy to increase 

strategic depth, provide operational flexibility for emerging requirements, and respond to any 

loss of access. DLA Distribution established a Bahrain-centric distribution strategy for the 

Arabian Peninsula. To accomplish this, DLA Distribution expanded its enduring facility in 

Bahrain from 373.9k square feet to 679.2k square feet to hold additional forward stocks and 

created a predictable and reliable ground distribution network. It is estimated this will save the 

Services over 50 million dollars a year while meeting the same, or better, customer wait times as 

flying material from Europe.

During FY 19, DLA Distribution’s Short-Term Transportation Contract (STTC) 

demonstrated from October 1, 2018 to June 30, 2019, the viability of a commercial 

transportation solution to navigate the myriad customs requirements and deliver within the air 

transportation standards set by DLA Distribution Susquehanna, PA and DLA Distribution 

Europe. Once TAN proved to meet or exceed existing Susquehanna and Europe logistic response 

time on the Arabian Peninsula, DLA decided to shift the cost to the MSC that manages the 

material transported. In conjunction with J8, a manual TAN cost recovery method was 

developed. During FY 19 $409k was recouped from the MSCs and STTC delivered 152 trucks. 

From October 1, 2018 to June 30, 2019, the STTC saved the Services $6.9m.

On July 1, 2019, DLA Distribution transitioned from the STTC to the DLA 

Distribution Transportation Contract (DDTC). In FY 19, the DDTC delivered 69 trucks to 

Kuwait averaging 10.95 days and 15 trucks to other CENTCOM destinations averaging 16.7 

days. On July 24, 2019, management of the DDTC contract transferred from the J5 to the J3. 
(3) Material Processing Center (MPC) closure at Salalah, Oman:

On December 17, 2018, NAVCENT withdrew the requirement for the MPC in 

Salalah, Oman due to low operational demand. A J5-led integrated planning team (IPT) quickly 

developed courses of action, risk mitigation, and Plan of Action and Milestones (PoAM) in order 

to close the MPC no later than May 31, 2019 when the contract extension expired. A 

collaborative effort between DLA Distribution J3, J5, J6, J7; DLA Distribution Bahrain; DLA 

Energy LNO; Patricio Enterprises (contract service provider); and NAVCENT CTF 56.1 

successfully executed all actions per EXORD 19-005 (Disestablish Oman Material Processing 

Center) and DLA task order. The Salalah MPC closed on May 31, 2019.

(4) DLA Distribution Sigonella, Italy at Djibouti, Africa MOA, Global Combat 

Support System-Army (GCSS-A) Reimbursement:

On October 1, 2016, DLA Distribution achieved IOC of DLA Distribution 

Djibouti, Africa. Per United States Army Region Africa (USARAF) request, DLA Distribution 

incorporated a Global Combat Support System - Army (GCSS-A) capability into the Djibouti 

platform. In late April 2018, AFRICOM Deputy J4 engaged the AMC G3 to request a dialogue 

to “resolve funding SSA operations.” Responses from the components led AFRICOM J43 to 

determine AFRICOM J8 will provide FY 19 funding and FY 20 operations will be funded by 

USARAF. In November 2018, AFRICOM J4 submitted their unfunded request to AFRICOM J8 

to cover the FY 19 cost of the GCSS-A in Djibouti. To resolve funding issues, DLA Distribution 

developed a Memorandum of Agreement (MOA) between USARAF, DLA E/A, and DLA 

Distribution at Djibouti that was signed June 24, 2019. This MOA allows DLA Distribution to 

receive a ~$2.5M payment from USARAF for services rendered in FY 19. The agreement 

outlines continuing work and payment into FY 20 while an enduring solution is put in place at 

this location. The MOA has generated a General Terms and Conditions document, which was 

signed August 14, 2019, and has allowed DLA Distribution to be reimbursed for services 

performed. 

(5) III Marine Expeditionary Force (MEF) assistance at Darwin, Australia:

On December 7, 2018, the III MEF Assistant Chief of Staff G-4 sent a 

memorandum to DLA INDOPACIFIC requesting support for a temperature controlled storage 

capability. The request was to source, procure, and provide a permanent storage solution for the 

operational rations of the Marine Rotational Force – Darwin (MRF-D); currently no such 

capability exists. The III MEF further clarified their requirement by identifying two options they 

would like to explore. The preferred option is a hardstand infrastructure that would accommodate 

300+ warehouse pallets of UGR, MRE and Ultra High Temperature (UHT) milk, estimated at 

6K-8K square feet. The second option of support would be procurement of twenty 20-foot, 
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climate-controlled ISO containers with comparable square footage. In this scenario, the 

containers would be permanently located on the Matilda Lines at Robertson Barracks, Darwin, 

Australia. DLA Distribution personnel completed the development of a COA decision brief in 

coordination with the III MEF G4 Food Services Officer. Upon further review of the developed 

courses of action and associated costs, the III MEF G4 Assistant Chief of Staff decided to utilize 

the local contracting office to procure facilities without labor costs. As of May 2019, DLA 

Distribution fulfilled its obligations in response to the III MEF customer request to provide 

courses of action in support of operational rations climate controlled storage.

(6) Ogden Air Logistics Complex (ALC) Kadena Air Base (AB):

The Ogden ALC Support Center Pacific (SCP) is looking to improve the supply 

chain processes and maintenance requirements in order to better support Kadena AB, Okinawa, 

Japan. The J5 INDOPACOM planners conducted a site survey of the Ogden ALC at Hill AFB. 

Ogden ALC personnel explained their operations and how DLA supports their mission. They 

provided an overview of the current processes required to order repair parts for the 525th 

Electronics Maintenance Squadron (EXMS) on Kadena AB, Okinawa. The Ogden ALC is 

looking at DLA to provide a similar support solution to what currently exists on Hill AFB for the 

525th EXMS. J5 planners conducted a mission analysis and COA development and presented 

some actions to the Ogden ALC that need resolution before DLA can assist. At the end of May 

2019, J5 personnel accompanied DLA Aviation and Ogden ALC personnel to Okinawa in order 

to walk the spaces of the SCP on Kadena AB, as well as walk through DLA Distribution 

Yokosuka, Japan at Okinawa, warehouses. The visit to Okinawa allowed stakeholders to 

physically explore and thoroughly discuss the granular details of DLA Distribution’s wholesale 

support to DLA Aviation’s retail support for the Air Force customer. 

(7) Continuity of Operations (COOP) Agreement: 

In order to obtain redundancy for critical systems in a continuity event, the J5 

Continuity of Operations Team drafted a set of reciprocal MOAs with Naval Sea Systems 

Command (NAVSEA) and Naval Supply Systems Command (NAVSUP) at Naval Support 

Activity, Mechanicsburg, and the PA Department of Military and Veterans Affairs/PA National

Guard at Fort Indiantown Gap. DLA J6 collaboration made the MOAs possible by allowing nonDLA users to access the DLA network once the proper certificates have been added to their 

tokens. Now, if NAVSEA, NAVSUP, or the PNG lose access to SIPR or NIPR, their Emergency 

Relocation Group can displace to Bldg 430 and continue mission essential functions. Conversely, 

if DLA Distribution loses access, its ERG can displace to the partner stations. This redundancy 

was achieved administratively; there were no additional cost to taxpayers. 

c. Strong Partnerships

(1) F-35
On January 4, 2019, the F-35 Joint Program Office (JPO) formally integrated 

DLA into F-35 sustainment when it named the Agency as the Product Support Provider (PSP) 

for North American warehousing and, in partnership with TRANSCOM, global 

transportation. As a result, DLA Distribution’s Business Development (BD) team spent the 

balance of FY 19 leading or otherwise facilitating a steady battle rhythm of face-to-face, working 

group meetings, and site surveys with key government (JPO, DLA HQ, USTC) and industry 

(Lockheed Martin, Pratt & Whitney, Rolls-Royce) stakeholders. F-35 warehouse and 

transportation PoPs involving DDOO and DDHU were successfully executed in the summer of 

2019. The close of FY 19 saw the BD team coordinating site surveys at the other four (San 

Diego, Jacksonville, Cherry Point, Warner Robins) affected F-35 sites while setting conditions 

for IOC execution in January 2020.

Since the designation on January 4, 2019, DLA Distribution has begun to execute 

a Proof of Principle (PoP) of select F35 Prime Vendor shipments. The J5-led IPT modified the 

DDHU support contract to include a transportation office staffed to execute Vendor Shipment 

Module (VSM) processed shipments. The Distribution J3 provided AECOM staff with training 

on VSM and other strategic methods for transportation within the Defense Transportation 

Service (DTS). DLA J3 has modified VSM to include origin hazardous shipment processing 

and will include OCONUS originating shipments in support of Initial Operating Capability 

(IOC) of the F35 program during FY 20. 

(2) Public Private Partnerships

The close of FY 18 saw the Business Development team leading the final 

negotiation stages of the Agency’s first-ever PPP, which in fact occurred in March 2019 when 

DLA and Thales Defense and Security, Inc. (TDSI) officially partnered in support of the 

USMC’s H-1 rotary wing depot-level maintenance program at FRC-Southwest. In the 

partnership, DLA Distribution San Diego provides secure and dedicated warehouse space in its 

warehouse on NAS North Island, as well as touch labor to process TDSI-owned material in their 

WMS. DLA Distribution commander presided over the ribbon cutting on North Island on June 6, 

2019. As FY 19 came to a close, DLA Distribution was in the final stages of negotiation on its 

second PPP, one involving Parker Aerospace and DLA Distribution Corpus Christi in support of 

rotary wing maintenance at Corpus Christi Army Depot. 

(3) Research and Development (R&D):

J5 in collaboration with the J4 R&D team closed out two of the last three 

remaining projects in the portfolio with the completion of the Battery Desulfation Project and the 

Lithium-Ion Battery Upgrade Project. The Director, Enterprise Maintenance Technology, Office 

of Deputy Assistant Secretary of Defense Maintenance Policy and Programs (ODASD MP&P) 

funded the one-year desulfation study in order to determine if chemical additives could improve 
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the performance of lead-acid batteries while also extending the lifespan. ODASD MP&P had 

been approached by vendors making these claims and the director thought it prudent to 

independently test the chemical additive before committing defense funds to a large purchase.

The Lithium-Ion Battery Upgrade Project executed a test and comparative 

evaluation of six lithium-ion (LIBs) batteries and twelve lead-acid batteries (LABs) over a oneyear period at DLA Distribution Susquehanna, and DLA Distribution San Joaquin in order to 

determine if replacing lead-acid batteries and propane with lithium-ion batteries could decrease 

forklift battery total life-cycle costs, decrease safety risks to workers, reduce energy 

consumption, reduce operational downtime, and increase forklift operational readiness rates. 

This project was jointly funded by ODASD MP&P and HQ DLA J3.

By the end of the respective projects, the data was conclusive. For the Desulfation 

Project, it was determined that the desulfation additive provided no performance edge to treated 

LABs. The Lithium-Ion Project demonstrated that LIBs are more energy efficient, have a faster 

charging time, are lighter, and have higher capacities and specific energies. They also are nonhazardous, have a longer lifespan and shelf life, produce less noise and no emissions, and have 

an overall lower cost of ownership when compared to lead acid batteries and propane-powered 

forklifts. 

(4) Defense Freight Transportation Services (DFTS) Contracting Officer 

Representative (COR):

DFTS is the U.S. TRANSCOM Acquisition (TCAQ) managed contract that 

provides transportation for all locations in CONUS, Alaska and Canada. DFTS also provides 

transportation to the port of embarkation for all overseas destinations. DLA Distribution oversees 

and manages the DFTS contract by providing the COR. Crowley is the service provider for the 

DFTS contract and has approximately 20K sub-vendors they work with in order to provide 

transportation services for DLA.

Crowley delivered 296K loads during FY 19 and achieved 98 percent for on-time 

response, pickup, on-time delivery, and incident free delivery. Their 3G Transportation 

Management System (3GTMS) was available for 99 percent of the time each month. Crowley 

met all their other contract goals, usage rates for small business, disadvantage business, veteran 

owned small business, women owned small business, certified hubzone small business and 

service disabled veteran owned small business.

d. Whole of Government

(1) Federal Emergency Management Agency (FEMA):

Hurricane Florence Support: DLA Distribution Susquehanna expertly coordinated 

with local and regional transportation carriers / customers impacted by Hurricane Florence in 

September 2018. Throughout Hurricane Florence’s changing path and timing, Susquehanna 

adjusted all applicable dedicated truck routes daily impacting over 650+ DoDAACs and held 

MROs for Customer impacted at locations in Virginia, North Carolina and South Carolina from 

September 2018. Susquehanna initially held material followed by a strategically metered flow to 
the region as customer bases returned to normal operations during September and into October 

2018. 

DLA Distribution provided Humanitarian Assistance and Disaster Relief 

(HA/DR) support to FEMA in response to Hurricane Dorian that struck the U.S. East Coast in 

August 2019. In response, DLA Distribution Expeditionary rapidly deployed teams to Fort 

Bragg, North Carolina and Maxwell Air Force Base, Alabama to establish FEMA Incident 

Support Base (ISB) operations. DLA Distribution J9 coordinated the deployment of 52 

Expeditionary team members (8 military, 44 civilians) in support of the two ISB operational 

sites. The Expeditionary ISBs processed and inventoried 1K trailers of HA/DR materiel, 

including over 10M liters of water and 9.1M commercial packaged meals. Other supporting 

efforts included Distribution Centers at Albany, Georgia and Norfolk, Virginia shipping 9.2K

cases of MREs; J3 Transportation coordinating movement of 1M commercial meals to ISB sites; 

and DLA Distribution Albany, Georgia supporting 6K displaced Marine recruits from Parris 

Island, South Carolina.

(2) U.S. Forest Service:

DLA Distribution San Joaquin was a key player during the Wild Fire Season 

(March to August) as they provided critical materiel support for the National Fire Cache System 

and other Federal, State and Local customers who participated in the government-wide wild fire 

firefighting effort in western CONUS. In FY 19, San Joaquin shipped ~25K MROs in support of

the Fire Mission while maintaining an average receipt to ship time at less than 24-hours. San 

Joaquin stores approximately 370 NSNs owned and managed by DLA Troop Support for this 

effort. DLA San Joaquin’s dedicated support to the nation continued to prevent further damage 

and injury from wild fires out West.

(3) EUCOM Deliberate Plans:

During FY 19, DLA Distribution continued to support the U.S. EUCOM

Deliberate Plans review cycle by completing inputs to the DLA Support Plan, participating in 

EUCOM-led wargames, and coordinating with the Services to refine their theater distribution 

requirements. Distribution completed inputs to the DLA Support Plan by holding crossfunctional operational planning teams to develop the Distribution Concept of Operations to 

support EUCOM’s priority deliberate plan. Additionally, the Distribution J5 participated in 

EUCOM-led wargames hosted by The Naval War College and The National Geospatial Agency 

respectively to refine staff estimates of supportability and identify risks and their appropriate 

mitigation strategies. The year-long planning effort included multiple site surveys and 

coordination meetings across the EUCOM Theater with every Service Component. Highlights 

included site surveys to the United Kingdom, Norway, Belgium, Germany, and Poland as well as 

participation in the 21st Theater Support Command led Joint European TPFDD Sustainment 
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(JETS) Working Group and Wargame. The Distribution J5 Planning Team will close out FY 19 

by briefing a Logistics Supportability Analysis to the DLA Director to gain approval for the 

overall DLA Support Plan to EUCOM’s priority deliberate plan. 

e. Always Accountable

(1) Acquisition Operation:

In FY 19, Acquisition Operations awarded 3K actions valued at $306.5M, the 

second highest value of obligations recorded by the organization. 

(2) Trans Arabian Network:

Acquisition Operations executed a long-term contract for transportation 

requirements in the TAN to respond to increasing customer requirements. 

(3) Contracting Office:

Recompeted and awarded two requirements for Distribution Operations at 

Government-Owned/Contractor Operated locations in Guam and Jacksonville.

(4) DLA Distribution Industry Day:

DLA Distribution held its second Industry Day at the Susquehanna Club in New 

Cumberland, PA. Seventy-one vendors attended the event; DLA Distribution received and 

supported 190 attendees at the two-day event. 

(5) Small Business Program:

The Small Business Program exceeded its overall Small Business goal, achieving 

68.87 percent of obligations to Small Business against a 60 percent goal. Additionally, all 

Socioeconomic goals were met for FY 19: Small Disadvantaged Business – 47.32 percent (Goal 

42 percent); Woman-Owned Small Business – 28.03 percent (Goal 26.13 percent); ServiceDisabled Veteran-Owned Small Business – 8.26 percent (Goal 5.25 percent); HubZone – 3.12 

percent (Goal 3.00 percent); Small Business < SAT 87.44 (Goal 79.83 percent). The competition 

goal was met in FY 18; the office competed 93 percent of awarded dollars against an 88 percent

goal. 

(6) Local Compliance Programs 

(a) Pricing Review Program (Average Score of 99 percent)

(b) Contract Quality Review (Average Score of 99 percent)

(c) Contracting Officer Warrant Program (Average Proficiency Score of 

96.5 percent for active iv. Contracting Officer’s in Calendar Year 2019 to date)
(d) Quality Assurance Program:

The Contract Quality Assurance Program Office (CQAPO) maintains the 

Quality Assurance (QA) program at all DLA Distribution centers. The CQAPO maintains daily 

interaction with over 180 assigned QA team members at all locations to ensure a standardized 

approach is applied to oversight of distribution operations. During FY 19, the QA team members 

completed 17K surveillance activities, identifying 795 problem areas. Of the 17K, the CQAPO 

Analysts completed almost 7K oversight reviews. With on-site training visits to all Distribution 

Centers, the CQAPO successfully converted from the Quality Management System Integration 

Tool (QMSIT) to HighGear. This transition was completed twelve months ahead of schedule to 

accommodate J6’s mandate to decommission the application server at New Cumberland where 

QMSIT resides. HighGear offers a better platform for developing and implementing meaningful 

and customizable workflows for the QA program with the added benefit of being able to query 

and report on any data contained in the database.

(e) Agency Management Review (AMR)

DLA Distribution Acquisition Operations (J7) participated in the AMR in 

April 2019, which involved the review of 65 transactions (61 were compliant). DLA Distribution 

had a transaction compliance score of 94 percent, an administrative requests score of 97 percent, 

thus achieving an overall score of 96 percent.

(7) DLA Distribution Acquisition Planning and Assistance Team:

In FY 19, DLA Distribution Acquisition Planning and Assistance Team 

completed 243 Acquisition Assistance Projects, working the following packages: Guam, Corpus 

Christi, Cherry Point, Jacksonville, San Diego, Work In Process Control Area, Pearl Harbor 

Navy Ship Yard, Voice Pick, DLA Distribution Transportation Contract (TAN), and San Joaquin 

Installation Support. Completed 37 Technical Evaluations, and completed 168 requests for 

contract modifications. Additionally, DLA Distribution Acquisition Planning and Assistance 

Team managed Acquisition Planning, and COR/Alternate COR duties for the Global Distribution 

Expeditionary Contract to include 40 Task Orders and planning efforts to support mission 

requirements throughout DLA Distribution center locations and the support for Operations in the 

EUCOM, CENTCOM, PACOM, and AFRICOM AORs. 

(8) Audit Readiness/Sustainability:

Distribution continued to support the DLA FFSA while embarking on the first 

ever within DLA, Internal Controls based audit and Agreed Upon Procedures audit. The Controlbased audit was focused on Military Service-Owned Items in DLA Custody (SOIDC) and while 
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the outcome was not as desirable as hoped, the learning benefits DLA in the long run. LA 

Distribution is reassessing internal controls and will be ready to excel at this type of financial 

audit in the long run. 

(9) 100 percent Physical Inventory:

Distribution embarked on a first-ever 100 percent physical count inventory. It 

developed a detailed plan of action and executed the inventory of 2.3M NIIN (item) inventories 

which equates to approximately 684M individual items that were counted. Distribution 

accomplished the task in line with monthly and annual milestones and ended the first year 

baseline at 87 percent accuracy for worldwide operations.

(10) Military Construction Program (MILCON):

The DLA Distribution MILCON Program Priorities Package was provided to 

DLA HQ in May 2019, outlining the 2020-2025 proposed allocation of $311.9M. Of this 

allocation, $81M is granted from the OSD for Europe Deterrence Initiative (EDI) Projects at 

DLA Europe. In addition, five projects were under construction during FY 19 at the cost of 

$130.1M. Seven projects were in design at the cost of $263.9M. 

(11) FY 18 Update for DDNV (NAVSTA / NNSY) Hazmat Warehouses:

In September 2019, OSD provided official notification of funding affected by the 

administration’s decision to use Section 2808 of Title 10, U.S. Code to fund border barrier 

projects. DLA wants to request construction funds again, however due to delays we would likely 

need additional funds added to the PA to support. Both project sites have unresolved issues with 

poor local soils, stormwater requirements, and lack of firewater infrastructure. The initial project 

concept schematics were heavily overdesigned, however DLA PM was unsuccessful in having 

NAVFAC or the A/E (Clark Nexsen) to redesign by the contract requirements to get costs to the 

CCL established in the design contract. DLA has proposed these projects to OSD for the project 

development agreement (PDA) alpha test to assist in improving communications with NAVFAC. 

OSD has concerns using these projects, however given numerous site issues, DLA PM believes 

the exercise is warranted.

(12) D2 Integration Initiative:

On February 22, 2019, the DLA Director determined the remaining DLA 

Disposition Services sites that partially combined operations with DLA Distribution (otherwise 

known as D2) would revert back to DLA Disposition Services so as to align activities closer with 

DLA’s strategic objectives. The transition entailed a cooperative effort between the respective 

organizations, and J1, J8, and Installation Operations. As per DLA OPORD 19-07, the initial 

goal was to have the transition complete NLT April 1, 2019; however, this deadline was unable 

to be met, with a revised OPCON transition date being directed in FRAGO 17-07-001. The 

guidance of the transition was to utilize the “MOA between DLA Distribution and Disposition 
Services – Implementation of DLA Facilities Integration Initiate (D2),” in compliance with the 

initial transition of equipment and personnel to form the ‘as is where is’ methodology for the 

reversion. 

Union Notification occurred on March 25, 2019. This milestone was critical as the 

reversion teams were under the restriction of not executing or distributing the POAM to the sites 

or SMEs until the bargaining Unions were notified. On May 1, 2019, the MOA between DLA 

and AFGE was signed and detailed the intent that operational control of work requirements by 

Disposition Services would be effective on the second pay period post signing of the MOA. HQ 

DLA subsequently released FRAGO 19-07-001 directing the OPCON implementation date on 

May 26, 2019 for the 174 identified FTE.

Disposition Services assumed Operational Control of the 174 identified FTEs on 

May 26, 2019. Administrative Control of the identified FTEs was handed to Disposition Services 

on October 13, 2019. All personnel were reverted on the ADCON date, regardless of their labor 

affiliation. The process for the transfer of Local Nationals in Signonella and Okinawa is expected 

to be complete over the coming months with a letter yet to be signed and released by the Director 

Disposition Services to initiate the transfer.

On August 9, 2019, DLA Installation Management at Battle Creek and DLA 

Installation Management Distribution signed a memorandum authorizing the transfer of real 

property and general equipment. The Disposition Services J3 and Distribution J3 reached an 

agreement for the transfer at Richmond. All facility transfers are complete.

(13) Distribution Estimate Tool:

In FY 19, Distribution J5 continued its partnership with J-67A, Analysis Center of 

Excellence to build a Distribution Estimate Tool. Intent is to have a model that translates Time 

Phased Force Deployment Data (TPFDD) into volume through the distribution network. The tool 

will allow planners to see wartime requirements, identify gaps, and model solutions for those 

gaps as they develop support plans for Combatant Commander Operations Plans. J-67A 

conducted visits to Distribution Centers in New Cumberland; Norfolk, Camp Carrol, Korea; and 

San Joaquin. J5 executed the first test of the IOC model in August 2019. As the project 

transitions to FY 20, the team will conduct visits to Japan and Bahrain, which will allow the 

team to meet FOC criteria within the next FY. 

f. People and Culture

(1) Organizational Culture

(a) Performance Management:
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Entering the second cycle of DPMAP, DLA and DLA Distribution have 

continued to grow in program execution. DLA Distribution successfully participated in a crossunit planning committee to redefine the standard supervisory performance elements. It offered 

meaningful suggestions and communicated the Federal Wage Grade Supervisor perspective, 

succeeding in reducing mandatory performance standards from four to three. 

(b) Functional Community Management (FCM):

The Distribution Deputy Commander is the Functional Community 

Manager for the Warehousing Community and Transportation under the life Cycle Logistics 

Community. In FY 19, DLA Distribution participated in two FCM Bi-Annual Meetings designed 

to guide workforce planning efforts ensure they are aligned with mission requirements. These 

twice-yearly meetings detailed specific initiatives and promoted DoD workforce forecasting, 

planning and shaping strategies. 

(c) Critical Succession Positions:

DLA Distribution is currently re-examining its senior leader positions to 

evaluate the Accountable Officer (AO) positions. The intent is to identify all hard-to-fill and/or 

unique positions as critical and then track their fill, turnover, and vacancy rates. 

(d) Operation Warfighter:

Operation Warfighter (OWF) is a Department of Defense internship 

program that matches qualified wounded, ill, and injured Service members with non-funded 

federal internships in order for them to gain valuable work experience. This process assists with 

the Service members’ reintegration to duty or transition into the civilian work environment.

(e) Workforce Recruitment Program:

The Workforce Recruitment Program (WRP) is a federal recruitment and 

referral program that connects federal employers with college students and recent graduates with 

disabilities for summer internships and permanent jobs. In FY 19, Distribution utilized seven 

allocations, hiring students at San Joaquin, Susquehanna, Anniston, and Corpus Christi. 

Participants may be enter Distribution’s workforce roles when their program ends. 

(2) Workforce Development

(a) Mentor Program:

Distribution completed a Pilot Mentor Program in July 2019. The program 

fostered employee development, career enhancement, knowledge transfer, and a broader 

understanding of DLA Distribution and its missions. It facilitated partnerships between 16 
mentors and protégés. The mentor relationship enhanced communication, conflict resolution, 

leadership, and time management. Evaluations indicated 96 percent positive feedback.

(b) High Performing Leadership (HPL):

HPL, piloted in FY 15, has continued to evolve. The current course 

includes modules on setting the direction, job instruction, job relations, and quality control. HPL 

recognizes that management matters and offers concrete actions supervisors can take to improve 

overall performance and culture. HPL requires that our leaders know their work and can lead, 

teach, and improve. To date, more than 850 supervisors have been trained. 

(3) Training Operations:

DLA Distribution training operations include a focus on the Warehouse 

Management System and Distribution Standard System.

(4) Coaching:

DLA Distribution used the coaching program in FY 19 to develop leaders, 

motivate employees, and increase productivity. Using DLA’s In-House Coaching Program, 

employees were matched with coaches trained through the International Coach Foundation 

accredited programs. Coaches worked individually with employees to improve their leadership 

capability and offer inspiration.
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(5) Ask the Pros:

Distribution launched “Ask the Pros” in response to supervisory development 

needs. Virtual meetings comprised of panel members from EEO, Legal, Human Resources and 

other support organizations are held monthly to provide information on topics ranging from 

Ethics, Onboarding, Leader Responsibilities, and Training, among other. 

(6) Awards

In 2019, more than 900 DLA Distribution employees received awards:

Award Name - FY 19 Count

Exceptional Civilian Service Award 6

Meritorious Civilian Service Award 23

Superior Civilian Service Award 41

Distinguished Career Award 142

Certificate of Achievement 53

Commendable Service Award 8

Gold Letters 20

Silver Letters 20

Global War on Terrorism Medal 2

Presidential Letters 1

EOQ Nominations 87

Strategic Goals Nominations 27

Global Distribution Excellence 235

Retirements 254

(a) In 2019, DLA Distribution Susquehanna received the 

Commander in Chief’s Annual Award for Installation Excellence 

(b) Two DLA Distribution employees entered the DLA Hall of 

Fame: MG Michael J. Lally, III (Ret) and Mr. Patrick McCormick.

(7) Distribution Expeditionary Manpower 2019:

DLA Distribution employs resource pools to support exercises, deployments, 

operational support, surges, contractor-to-contractor transitions, and other initiatives that require 

additional manpower. Once notified of a requirement, the Distribution J9 team ensures deployers 

are medically qualified, trained and sent to the desired location. 

(a) Joint Reserve Force (JRF):
The JRF assigned to DLA Distribution consists of five Navy units, one 

Army Reserve Element, 22 Air Force and three Marine individual mobilization augmentees.

During FY 19, JRF personnel provided 15,137 man-days of support. DLA Distribution has an 

authorized Joint Reserve Force (JRF) of 191 personnel (36 Army; 130 Navy; 22 Air Force; and 3 

Marines). 

(b) Expeditionary Civilians (EC)

The team of Expeditionary Civilians supporting DLA Distribution consists 

of 219 volunteers in several grades and series. Additionally, Distribution has two deployable 

depot teams located in San Joaquin and Susquehanna. Each team consists of 49 team members. 

In FY 19, the San Joaquin Expeditionary team participated in the 

TALISMAN SABER 19 exercise in Rockhampton, Australia. TALISMAN SABER is a bi-annual 

combined joint multilateral field training exercise that provides a training venue for forces from 

Australia, Japan, U.K, New Zealand, and Canada to conduct high end operations. 

FY 19 was the first full year Distribution J9 began supporting the newlyacquired Expeditionary Civilian deployments. These positions were previously managed by 

DLA under the DoD Civilian Expeditionary Program. To date Distribution has deployed 20 

civilians under the program with several others in the pre-deployment phase. 

(c) Expeditionary Training:

In FY 19, Distribution J9 led an Expeditionary Academy at San Joaquin. 

During this event, 18 JRF personnel along with the Expeditionary personnel from San Joaquin 

were trained on equipment and computers. The Expeditionary Academy aligns Distribution’s 

reservists to DLA’s contingency missions in order to augment the Expeditionary Team in 

support of a Theater Consolidation Point, Material Processing Center, Forward Deployed 

Warehouse, and a FEMA ISB. 

Due to the increasing mission demands for HAZMAT certified personnel, 

one HAZMAT Academy was held at Susquehanna in order for JRF members to receive their 

HAZMAT re-certifications. Because of this effort, the Distribution reserve force was able to 

complete extremely critical missions at multiple distribution centers. 

In order to ensure the JRF personnel are fully trained on MHE, two MHE 

academies were held in FY 19. During the first MHE Academy, 18 reservists were certified. The 

second academy resulted in 12 reservists being certified. This academy was extremely important 

due to the reserve members from EDSU-NV being tasked with supporting a critical mission at 

DLA Distribution Sigonella in August 2019 which required all be licensed. 
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Defense Logistics Agency

DLA Human Resources (J1)

Fiscal Year 2019 Annual Historical Report
1. Introduction 

a. General:

DLA’s ability to attract, develop and retain a diverse, skilled and agile workforce is vital 

to our continued mission as America’s Combat Logistics Support Agency. Our workforce is 

highly skilled and committed to meeting the needs of the Warfighter, but there is always an 

opportunity to improve, particularly in our rapidly changing, global environment. 

In FY 19, DLA Human Resources (J1) took a number of steps to improve and sustain the 

effectiveness and efficiencies of its service to customers, civilian and military, internal and 

external to DLA. J1 also used key operating goals, metrics, and other tools used to regularly 

monitor its performance and ensure DLA’s workforce had the capabilities to meet present and 

future mission requirements. 

DLA J1 also continued to position itself to provide the best possible support for our HR 

customers in other DoD organizations. At the end of FY 19, DLA J1 provided reimbursable HR 

services to:

(1) Defense Advanced Research Projects Agency (DARPA)

(2) Defense Civilian Personnel Advisory Service (DCPAS)

(3) Defense Commissary Agency (DeCA)

(4) Defense Human Resources Activity (DHRA)

(5) Defense Media Activity (DMA)

(6) Defense Manpower Data Center (DMDC)

(7) Defense Security Cooperation Agency (DSCA)

(8) Defense Security Service (DSS)

(9) Defense Threat Reduction Agency (DTRA)

(10) Missile Defense Agency (MDA)

(11) U.S. Transportation Command (TRANSCOM)

J1 FY 19 pursuits were shaped by fiscal realities facing DLA, including emerging 

austerity measures and necessary cash-saving measures. J1 expanded utilization of the Director’s 

Dashboard to impart critical operational information, and other strategic initiatives reflected an 

emphasis on increasing efficiencies, revalidating workforce investments, and pursuing initiatives 

that fostered an engaged, high-performing workforce. As DLA leaders rapidly responded to the 

emerging needs and expectations of customers and other stakeholders, J1 stood ready to help 

them choose the right mix of human capital strategies to achieve their workforce goals.
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b. Mission:

In support of the DLA mission, DLA Human Resources finds, hires, trains, and sustains a 

mission-ready workforce for DLA and our HR customers, using world class polices, processes, 

programs, and tools.

c. Vision: 

In support of the DLA vision, DLA Human Resources is recognized as simply the best 

human resources organization in the Federal Government. We set the standard for:

(1) Taking care of our customers;

(2) Partnering with leaders, unions, and employees to solve problems;

(3) Training and developing our people to be mission-ready;

(4) Innovating and adapting HR policies and programs to enable DLA to meet its 

mission; and

(5) Accomplishing our mission in a cost effective, audit-ready way.

(6) J1 is the single best place to work if you are an HR, training, or administrative

professional.

d. Values

(1) Integrity: Honest and trustworthy, we follow through on what we promise.

(2) Resiliency and Diversity: Flexible, responsive, recoverable, and able to 

quickly adapt to changing business environments while achieving outstanding results. Composed 

of people from varied backgrounds. We celebrate and leverage our differences to deliver 

innovative and effective outcomes.

(3) Innovation: We pioneer new ideas, devices, and methods. Working with each 

other, customers, and stakeholders to provide solutions that are unique and creative.

(4) Accountability: Obligated and willing to accept responsibility. We are 

accountable to the DoD and our customers, just as our workforce is accountable to the DLA 

mission to provide effective and efficient global solutions to Warfighters and our other valued 

customers.

(5) Excellence: Extremely high quality. We take pride in providing first-class 

solutions on time, every time.
2. Organization:
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3. Resources and Key Personnel

Resources

J1 Full Time Equivalents (FTEs) (Authorized) 784

Working Capital Fund 74%

Reimbursable 26%

Major J1 Population Centers

Whitehall 474

New Cumberland 159

Fort Belvoir 95

San Joaquin 21

Philadelphia 15

Richmond 12

Battle Creek 10

Key Leaders

Leader Position 

Mr. Brad Bunn Director, DLA Human Resources (J1) 

Mr. Billie Keeler Deputy Director, DLA Human Resources (J1) 

Ms. Chaletta McCoy Staff Director, Human Capital Program 

Development (J12) 

Mr. Daryl Roberts Staff Director, Labor and Employee Relations 

Policy (J13) 

Ms. Laurie Hall Staff Director, Human Resources Policy (J14) 

Ms. Cheryl Steptoe-Simon Staff Director, Human Capital Business 

Integration (J17) 

Mr. Stephen Herrmann Director, J1 Business Office

Mr. Michael Beaupre Administrator, DLA Human Resources 

Services (DHRS) 

Ms. Jill Dixon Cromer Director, DHRS, DLA Customers 

Mr. Derek Saunders Director, DHRS, DoD Customers

Mr. Peter Marchesani Director, DHRS, Enterprise Operations

Ms. Rochelle Anderson Director, DHRS, DLA Training 

Ms. Kathryn Roberts Director, DHRS, HR Information Systems 

MS. Lisa St. Peter Director, DHRS, Travel and Payroll

Ms. Dawn Burton Director, DHRS, Benefits

Mr. David Tighe Director, DHRS, Military Personnel and 

Administration 

Ms. Donna Estep Director, DHRS, Injury Compensation

Key Staff Members

Mr. Stephen McClanahan EA to the Director

Ms. Kathleen Rhem HR Communications Manager

Ms. Renee Ferrante SAPR Program Manager
4. Historical Narrative

Several of J1’s key FY 19 initiatives are described below, categorized as supporting either (1) the 

DLA Strategic Plan or (2) the DLA People and Culture Plan. Three of these J1 initiatives were 

designated as “FY 19 Imperatives” by the DLA Director. Those initiatives are marked as such.

Key J1 Initiatives Supporting DLA Strategic Plan

Line of Effort 3

Strong Partnerships

 Transition TRANSCOM HR Servicing

Line of Effort 5

Always Accountable

 Sustain Audit Readiness for Hire to Retire (H2R)

Key J1 Initiatives Supporting DLA People and Culture Plan Objectives

Objective 1

Develop Leaders

 Evaluate Segments of Key Leader Programs

 Implement Enterprise Leader Development Program (ELDP) Level 2 

Emerging Leader Certificate Program

 Develop and Implement Senior Leader Orientation Course

 Sustain Succession Management for Critical Succession Positions 

(CSPs)

 Implement DLA In-House Coaching Program

Objective 2

Resource the 

Enterprise

 Execute Direct Hire Authorities for FY 19 allocations

Objective 3

Manage the Talent

 Build and Strengthen Key Competencies

Objective 5

Fortify the Culture

 Develop and Execute Culture/Climate Action Plans [FY 19

Imperative]

 Prepare and Execute Renegotiation of DLA-AFGE Master Labor 

Agreement (MLA) [FY 19 Imperative]

Objective 6

Perform and Reward

 Institutionalize the DoD Performance Management and Appraisal 

Program (DPMAP) Across the Agency [FY 19 Imperative]

 Evaluate Effectiveness of DPMAP in DLA
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a. Key J1 Initiatives Supporting DLA Strategic Plan

(1) LOE 3, Strong Partnerships: Transition TRANSCOM HR Servicing

J1 implemented the HR Servicing Pilot between DLA and TRANSCOM for 

staffing and employee benefits functions. This broadened insight into TRANSCOM and DLA 

mission and functions, allowing us to provide better HR servicing for TRANSCOM civilian 

personnel. Tangible outcomes included reducing time to fill and eliminating transactions 

processing backlogs, increasing mission readiness of the organization. 

(2) LOE 5, Always Accountable: Sustain Audit Readiness for Hire to Retire 

(H2R)

J1 maintained a great standing on the H2R Examination for payroll, FECA, 

EOPF, Benefits and Travel. This standing reflects improved time, data, and quality of monthly 

payroll reconciliations. It allowed us to sustain internalized standards, contributed to 

organizational learning, and encouraged shared values. 

b. Key J1 Initiatives Supporting DLA People and Culture Plan Objectives

(1) Objective 1, Develop Leaders: Evaluate Segments of Key Leader Programs

In 2019, J1 conducted a leader competency assessment and will develop action 

plans based on the results; hosted the biennial DLA Building Your Roadmap to Success

Leadership Forum in May 2019 at DLA Headquarters; and continued monthly Enterprise Senior 

Leader Discussion Forums for ELDP Level 4 supervisors and managers. 

(2) Objective 1, Develop Leaders: Implement Enterprise Leader Development 

Program (ELDP) Level 2 Emerging Leader Certificate Program

The ELDP Level 2 certificate program was developed to build and sustain a 

highly skilled and motivated pool of team/work leads with understanding on conflict 

management and improved awareness of situational leadership. The program promotes 

organizational learning and improved employee engagement. In FY 19, the pilot group 

completed the initial cohort and the implementation team completed an AAR. The program 

officially launched for all DLA in April 2019.

(3) Objective 1, Develop Leaders: Present Senior Leader Orientation Course

The Senior Leader Orientation Course (SLOC) is an in-person, classroom-based, 

instructor-led course that covers the full breadth of DLA missions; organizational structure; 

command and control relationships, roles, and responsibilities; current operations; strategic 

priorities; customer interaction philosophy; Defense-Wide Working Capital Fund (DWWCF) 

business model; and key administrative and management processes, such as managing civilians 
through the DoD Performance Management and Appraisal Program (DPMAP), labor relations 

and key tenets of the DLA Master Labor Agreement (MLA), IT, travel, etc. Two iterations in FY

19 included a total of 54 senior leaders, both military and civilian, ranging in rank and grade 

from GS-14 to SES and Major (O4) to Major General (O-8). 

(4) Objective 1, Develop Leaders: Sustain Succession Management for Critical 

Succession Positions (CSPs)

DLA uses career development programs and succession management initiatives to 

develop candidates with the skills needed to inspire greater confidence and productivity in the 

workforce. Improving succession management efforts results in an increased number of internal 

candidates and reduced time to fill critical vacancies. This is vital to maintain agency leadership 

continuity. We created a TMT tracker for annual CSP review, created and updated new CSP 

marketing materials, and developed an enterprise-wide CSP Annual Report. 

(5) Objective 1, Develop Leaders: Implement DLA In-House Coaching Program

In FY 18, DLA set out to create a coaching culture that fosters a continuous 

learning environment for all levels of leadership. FY 19 saw the program pilot come to a 

successful completion. Information gathered from pilot participants is currently being evaluated. 

Future plans include increasing the number of highly qualified International Coach Federation 

(ICF)-trained coaches in DLA. This will help ensure DLA is developing and maintaining a 

motivated and productive workforce, increase partnerships and networks, and promote employee 

engagement. 

(6) Objective 2, Resource the Enterprise: Execute Direct Hire Authorities for FY 

19 allocations

Maximizing use of direct-hire authorities authorized by Congress and prescribed 

by DoD allows DLA to attract a more diverse workforce. These authorities help with rapid 

targeted recruitment of better-qualified applicants. This involved reviewing allocations and 

identifying targeted recruitment needs, determining and executing recruitment strategies for 

Recent Graduate allocations, and determining how best to redistribute unused allocations. 

(7) Objective 3, Manage the Talent: Build and Strengthen Key Competencies 

The focus of this objective is to assess competency models and develop or refresh 

career maps to enhance civilian workforce management. This will assist in meeting the needs of 

current mission requirements, identify critical competency gaps and develop strategies to close 

the identified gaps. In FY 19, five competency models and two career guides were 
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created/refreshed. Also in FY 19, J1 hosted two DLA Functional Community Managers BiAnnual meetings as informational sharing venue for the DLA FCMs and other stakeholders.

(8) Objective 5, Fortify the Culture: Develop and Execute Culture/Climate Action 

Plans [FY 19 Imperative]

J1 provided support to the Agency and individual organizations in developing, 

implementing and monitoring concrete action plans to address opportunities for improvement 

identified in the 2018 DLA Culture/Climate Survey results. During FY 19, J/D Code and MSC 

organizations developed, implemented and communicated culture/climate action plans to their 

workforces to facilitate increased organizational effectiveness, stronger survey scores, and 

increased employee satisfaction. At the same time, J1 began preparing for the 2020 DLA 

Culture/Climate Survey, which will be launched in March 2020.

(9) Objective 5, Fortify the Culture: Prepare and Execute Renegotiation of DLAAFGE Master Labor Agreement (MLA) [FY 19 Imperative]

Preparing for and executing the enterprise strategy for renegotiating the AFGEDLA MLA was conducted in anticipation of the previous MLA’s expiration. This is the first time 

in more than a decade the complete MLA was open to renegotiation. During FY 19, DLA 

completed and delivered draft proposals to AFGE Council 169 and engaged in the negotiation 

process in two-week periods with two weeks off in between negotiating sessions. Upon 

completion in FY 20, we are seeking a new MLA that balances the need to be mission-focused, 

agile and responsive n a dynamic national security and business environment while sustaining a 

positive, people-focused workplace climate and culture that provides employees a credible venue 

to voice concerns about workplace rules established in the collective bargaining agreements. 

(10) Objective 6, Perform and Reward: Institutionalize DPMAP across the 

Agency [FY 19 Imperative]

J1 provided ongoing DPMAP guidance and assistance to DLA leaders, 

organizational POCs, and the workforce. During FY 19, J1 facilitated DLA's successful 

enterprise DPMAP Summit, resulting in comprehensive briefs on key policies, requirements, 

DoD changes, and lessons learned. Program improvements based on Summit outcomes included 

more formalized training and job aides for MyPerformance super users. 

(11) Objective 6, Perform and Reward: Evaluate Effectiveness of DPMAP in 

DLA

DLA has worked to leverage DPMAP to improve employee engagement, enhance 

accountability, and create a high-performing culture. We have emphasized awareness of 

individual performance expectation, desired results, and the importance of supporting 

organizational goals. To this end, J1 has completed DPMAP compliance reviews, including of
Supervisor and Team/Work Lead performance plans, random samples of performance elements, 

timeliness with DPMAP cycle milestones, and end-of-cycle award results. 

5. Conclusion: 

In FY 19, J1 pursued the above-described initiatives and many others to sustain and improve its 

service to our diverse and growing customer base. In focusing on providing HR services that 

efficiently and effectively enhanced DLA’s preparedness for current and future mission areas, J1 

focused on supporting the DLA Strategic Plan and DLA People and Culture Plan. 

DLA J1 leaders are preparing the agency to meet the anticipated challenges of DoD HR reforms 

and legislative proposals, including changes in the HR services delivery model. 

J1 is posturing for growth and preparing for an expansion of DLA HR services by building on 

our strong foundation, recognizing external drivers, and anticipating increased DoD direction. 
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Defense Logistics Agency

DLA Logistics Operations (J3) 

Fiscal Year 2019 Annual Historical Report

 DIRECTOR

 LOGISTICS OPERATIONS

 DEFENSE LOGISTICS AGENCY

Fiscal Year 2019 was another busy year for DLA and the J3 directorate. This annual history 

report captures the numerous accomplishments of the J3 in the many varied mission areas including:

- Maturation of the DLA Readiness Dashboard

- Transformation of the Joint Logistics Operations Center to the Agency Synchronization 

Operations Center 

- Continued Whole of Government support, including Humanitarian Assistance/Disaster 

Relief response to hurricanes at home and abroad

- Expansion of the Agency’s partnership with the Department of Veterans Affairs

- Supporting the DoD in its mission with Customs and Border Protection

- Designation of F-35 Product Support Provider roles for North American Regional 

Warehousing and Global Transportation and Distribution in partnership with TRANSCOM

- Establishment of a DLA Supply Chain Security Strategy

- Developing a Space Systems Portfolio in support of the standup of USSPACECOM

In addition to these important tasks, the J3 team was engaged in a wide range of critical 

Agency-wide efforts, including Operation Agency Resolve, the ongoing effort to obtain a clean audit 

opinion, and preparation for the Defense Wide Review with Secretary of Defense Dr. Mark Esper. 

It was a year of transformation and expansion of the support provided by DLA marked by 

unprecedented challenges in the way the Agency conducts business. The J3 team remains committed 

to the Agency’s strategic priorities, our customers, and of course the Warfighter. We look forward to 

building on these initiatives in 2020.

Signed/Oct. 15, 2019

ALLAN E. DAY

Major General, USAF

Director, Logistics Operations

 
1. Organizational

a. Defense Logistics Agency (DLA) Logistics Operations (J3) Leadership

Fiscal Year 2019 (FY 19) was a year of change for DLA Logistics Operations, starting 

with its leadership. In June 2019, Maj Gen Allan E. Day took over as Director of Logistics 

Operations (J3), replacing Maj Gen Mark K. Johnson, who retired in April 2019. Maj Gen Day 

came to DLA after serving as Air Force Materiel Command’s Director of Logistics, Civil 

Engineering, Force Protection, and Nuclear Integration, and he previously served as the 

Commander of DLA Aviation from March 2015 to June 2017. 

In May 2019, Mr. Guy C. Beougher, Senior Executive Service (SES), assumed his new 

role as DLA Deputy Director of Logistics Operations (DJ3), succeeding Mr. Michael Scott, SES, 

who assumed his duties as DLA’s Vice Director. Mr. Beougher returned to J3 after serving as the 

Deputy Commander of DLA Energy from May 2017 to May 2019. He had previously served as 

J3’s Executive Director of Operations.

Other key leadership roles also changed during FY 19. Mr. Kevin Kachinski became the 

Acting Executive Director of Mission Support in May 2019 when Mr. Patrick J. Dulin was 

named Acting Director of DLA Information Operations (J6). COL Hattie L. Richardson assumed 

command of DLA CENTCOM & SOCOM in January 2019, and COL Krista Hoffman replaced 

COL Theodore Shinkle as the Commander of DLA Europe & Africa in June 2019.

DLA Logistics

Operations (J3) 

Director 

Maj Gen Allan E. Day

DLA Logistics

Operations (J3)

Deputy Director

Mr. Guy C. Beougher

Operations 

Executive Director

Mr. David Kless

Logistics Policy & 

Strategic Programs (J34)

Executive Director

Mr. George W. Atwood 

III

DLA Indo-Pacific

(DLA I-P)

Commander

CAPT Kristin Acquavella

Mission Support (J32)

Acting Executive 

Director

Mr. Kevin Kachinski

Nuclear Enterprise 

Support Office (J310)

Executive Director

Col Scott Ritzel

DLA Europe/Africa

(DLA E/A)

Commander

COL Krista Hoffman

DLA CENTCOM & 

SOCOM

(DLA C&S)

Commander

COL Hattie Richardson
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Fiscal Year 2019 Annual History

144

The changes continued beyond the J3’s leadership. A two-year process to transfer 

functions between J3 and J6 culminated in Spring 2019, as DLA Research & Development and 

the DLA Office of Operations Research and Resource Analysis moved to J6 and DLA Logistics 

Information Services and the DLA Customer Interaction Center (CIC) moved to J3. The CIC 

was placed under the Operations Executive Directorate (J31), while LIS joined the Logistics 

Policy and Strategic Programs Executive Directorate (J34). 

b. DLA Logistics Operations Mission:

DLA J3 is responsible for management of DLA’s nine end-to-end supply chains. It

provides logistics and materiel process management policy, guidance, and oversight. It integrates 

strategic, operational, and tactical perspectives with command and control functions to influence 

the supply chains. J3 serves as the principal planner for DLA business operations. In addition, it 

oversees Operational Contract Support (OCS), the daily operations throughout the Enterprise, 

and engages headquarter staffs and MSCs to gather and interpret customer requirements.

The J3 maximizes readiness and logistics combat power by leveraging enterprise 

solutions. To fulfill this mission, it relies on the following organizational elements: Operations 

Executive Directorate (J31), Joint Contingency Acquisition Support Office Executive Directorate 

(J32), and Policy and Strategic Programs Executive Directorate (J34). 

The Director of Logistics Operations provides a single focal point for theater combatant 

commanders, their Service components, and coalition forces. He manages DLA’s overseas 

customers through DLA Europe and Africa, DLA Indo-Pacific, and DLA CENTCOM and 

SOCOM. These O-6 level regional commands have directional authority of all DLA entities and 

DLA employees operating in or assigned to their region.

c. J31 – Operations Executive Directorate

The Operations Executive Directorate coordinates and integrates DLA’s Logistics 

capabilities with Combatant Commands (CCMDs), Military Services (MILSVCs), the Joint 

Staff, other Defense Combat Support Agencies, and designated Federal agencies. It provides

integrated situation understanding of all levels of operations, command and control (C2) 

functions for contingency operations and natural disasters, and adaptive planning. The 

directorate supports customer outreach activities, Help Desk services, customer interaction 

analytics, and forward deployed support.

d. J32 – Mission Support Executive Directorate

The Mission Support Executive Directorate provides Operational Contract Support 

(OCS) to Geographic Combatant Commanders and U.S. Special Operations Command through 

planning, joint training, and initial mission support to ensure compliance with the law. The 

directorate partners with OSD, Joint Staff, MILSVCS, DoD and federal agencies.
e. J34 – Logistics Policy and Strategic Programs Executive Directorate

The Logistics Policy and Strategic Programs Executive Directorate oversees development 

and dissemination of enterprise-wide policy for fulfillment, planning, stock positioning, retail 

sustainment, asset management, transportation, distribution network, disposition, 

technical/quality functions, and business cycle processes. The directorate engages with OSD, 

Joint Staff, and military Service leadership to refine strategic programs and initiatives. It 

conducts analysis and provides DLA leadership with insights that shape policy development and 

support decisions. The directorate develops strategies for creating, obtaining, managing, and 

integrating logistics data for dissemination to DoD, Federal agencies, and the North Atlantic 

Treaty Organization (NATO). 

f. NESO/J310 – Nuclear Enterprise Support Executive Directorate

Serves as HQ DLA’s leading face for all DLA-related nuclear enterprise issues. It

coordinates all internal DLA support to include development of the DLA nuclear enterprise 

specific policies, procedures and strategic messaging.

g. DLA CENTCOM & SOCOM, DLA Europe & Africa, DLA Indo-Pacific

DLA’s regional commands represent the DLA Director within their assigned geographic 

regions. They perform as Enterprise points of contact for DLA overseas customers. They act as 

lead for Enterprise customer engagement in their respective theaters of operation with 

responsibility for planning, coordinating, and the monitoring operations and ensuring customer 

satisfaction. 
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h. FY 19 Funding and Personnel Goals and Actuals

 

 FY 19 Goals FY 19

Actuals

Civilians (FTEs) 775 745

Active Duty Military Authorized 108 99

Reserve Military Authorized 75 71

(In Millions) (In Millions)

Labor (Direct only) $77.3 TBD

Contracts $13.6 TBD

Travel $1.7 TBD

Training $.3 TBD

Other $.6 TBD

Total $93.8 TBD
2. Contingencies and Humanitarian Assistance/Disaster Relief Support

DLA J3 led the Agency in the response to five disaster relief missions in FY 19. By far the most 

involved was for Hurricane Dorian. Hurricane Dorian formed on August 24, 2019 and gradually 

strengthened as it moved toward the Lesser Antilles. On August 31, Dorian became a Category 4 

hurricane. On 1 September, it reached Category 5 intensity, with maximum sustained winds of 

185 mph and a minimum central pressure of 910 mb (26.87inHg). The ridge of high pressure 

steering Dorian westward collapsed on 2 September, causing Dorian to stall just north of Grand 

Bahama for about a day. A combination of cold water and an eyewall replacement cycle 

weakened Dorian to a Category 2 hurricane on the next day. On the morning of 3 September, 

Dorian began to move slowly north-northwest. It subsequently completed its eyewall 

replacement cycle and moved over warmer waters, regaining Category 3 intensity by midnight of

5 September.

The DLA ASOC activated its hurricane contingency battle rhythm on August 29, This battle 

rhythm continued until September 13 when NORTHCOM had their final DoD Synch in support 

of Bahamas HADR support. 

DLA spent a total of $14M in FEMA mission assignments (MAs) and support to NORTHCOM. 

At the high point of the response, DLA had 73 personnel deployed. These employees established 

Expeditionary Deployable Depot Operations at Maxwell Air Base in Alabama and Fort Bragg, 

North Carolina. The Maxell team processed 669 trailers for onward movement while the Fort 

Bragg team processed 268 trailers. Other DLA-provided support included 1M meals; 144 

generators; and 71 vehicles carrying 70K U.S. gallons of diesel, 40K gallons of gasoline, and 

12K gallons of propane.

DLA also responded with emergency-like urgency to the crisis on our national border. In support 

of Customs and Border Protection, the J3 team led the Agency in fulfilling 75 requisitions for

Class IV (barrier and construction material).

3. Regional Commands

a. DLA CENTCOM & SOCOM

(1) Background:

DLA CENTCOM & SOCOM is integrated with the Combatant Commands, 

postured to anticipate requirements in coordination with DLA Headquarters and MSCs in order to 

meet emerging and future sustainment requirements in the CENTCOM area of responsibility 

(AOR).
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(2) Highlights:

(a) COL Hattie Richardson took command in January 2019.

(b) DLA Logistics Information Services support to SOCOM material 

cataloging requirements.

(c) SOCOM Global Logistics Overview.

(d) Defense Property Accountability System for SOCOM weapon systems 

and equipment.

(e) DLA Aviation programming and strategy for CV-22B Osprey aircraft 

readiness.

(f) DLA support to CENTCOM “setting the theater” planning, executing, 

and sustaining requirements in response to Iranian aggression within the region.

(g) Supported Operations INHERENT RESOLVE (OIR), SPARTAN SHIELD

(OSS), FREEDOM’S SENTINEL (OFS), RESOLUTE SUPPORT, and CONTINUOUS RESOLVE (OCR).

(h) Major Exercises: EAGER LION 2019, INTERNAL LOOK 2019.

(i) Conducted Joint Strategic Support Board wargames.

(j) DLA Forward-Stocking Initiatives.

(k) Oversaw the Northern Distribution and Trans-Arabian Networks.

(l) CL I: Subsistence Prime Vendor (SPV) throughout the AOR.

(m) CL III(B): DLA Energy-Middle East fuel and petroleum support 

throughout the AOR.

(n) CL IV: Requirements in support of operations throughout the AOR.

b. DLA Europe & Africa

(1) Background: 

DLA Europe & Africa is operationalized as DLA’s forward deployed logistics 

integrator, synchronizing DLA Enterprise capabilities and resources to ensure a Warfighter level 

of readiness and lethality.

(2) Highlights: 

(a) COL Krista Hoffman replaced COL Theodore Shinkle in June 2019.

(b) Facilitated $7.5M of services for War Reserve materiel storage facility

(c) Coordinated $3.4M of Special Operation Equipment to U.S. Air Forces 

Europe Security Forces

(d) Established CL I warehouse in Poland to support Operation Atlantic 

Resolve

(e) Supported Southern Exercise Campaign 19 with CL I and CL IV

(f) Expanded relationships with Polish and Bulgarian Ministries of 

Agriculture
(g) Exercised establishment of a second Theater Consolidated Shipping 

Point (TCSP) at DLA Distribution Sigonella, during SABER GUARDIAN 19, opening an 

alternative sustainment node and providing operational flexibility to EUCOM.

(h) Brought teams of Reserve Component service members on orders to 

work inside Distribution Centers during times of peak workloads related to exercise, rotational 

force activity, and anticipated Local National leave periods

(i) Partnered with the 21st Theater Support Command (TSC) to execute a 

Proof of Principle (PoP) shipping two containers via river barge to MK Romania in order to test 

barge capabilities for the 21st TSC. The barge transited through seven countries and three main 

rivers – the Rhine, Main, and Danube – and the Europa Canal. This PoP is an effort to reduce 

traffic on the west to east road network in Europe.

c. DLA Indo-Pacific

(1) Background: 

DLA Indo-Pacific is operationalized as DLA’s forward deployed logistics 

integrator; synchronizing DLA Enterprise capabilities and resources to ensure a Warfighter level 

of readiness and lethality.

(2) Highlights:

(a) Supported over 33 exercises within the U.S. Indo-Pacific 

(INDOPACOM) including successful deployment of DLA Distribution Expeditionary Capability 

in support of TALISMAN SABER. 

(b) Successful move and consolidation of DLA’s South Korean footprint 

to Camp Humphreys, adding robust capability including an operational SIPR DLA Korea 

Logistics Operations Center

(c) In support of the U.S. Pacific Fleet requirements, successful Proof of 

Principle to strengthen allies/partners and interoperability with CL I support via Subsistence 

Prime Vendor to the Japan Maritime Self-Defense Force.

(d) Support for Super Typhoon Yutu and deployment of team in support of 

the Federal Emergency Management Agency and Navy Region Marianas

4. Line of Effort: Warfighter First

a. Initiative: 1.1.1 Support Services efforts to code and map parts to NE weapon systems, 

including Nuclear Command and Control Communications (NC3) and Integrated Threat 

Warning/Attack Assessment (ITW/AA) systems.
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(1) Background: 

The DoD Weapon System Support Program (WSSP) facilitates cost effective and 

responsive supply chain support to sustain the readiness of Service weapon systems. The 

program allows each Service to identify National Item Identifier Numbered (NIIN) parts and 

material by criticality and essentiality. DLA manages approximately 424K NIINs in support of 

10 NE weapon systems.

(2) Description:

DLA utilizes the Nuclear Support Tile on the Director’s Readiness Dashboard to 

provide the current readiness status of key NE performance indicators. 

(3) Outcome:

The NE Office established comprehensive portfolios for DLA support to NC3, 

ITW/AA, and Space systems. Currently, DLA is tracking over 200 systems. In addition, it 

identified key NC3 users, added their information to the NE Executive Dashboard, collaborated 

with the Air Force and Navy to for organic support to NC3 systems; and established WSDCs for 

65 of the potential 185 organically supported NC3 systems. 

b. Initiative: 1.1.2 Enhance DLA support to USSTRATCOM and its components 

as they work to achieve NE performance readiness goals.

(1) Background: 

In 2016, NESO conducted recommended a $204M investment in safety-level 

inventory for AF and Navy NE weapon systems. The DLA Director approved the recommendation

and MSCs implemented procurement actions. NESO increased participation in USSTRATCOM 

Operational Planning and Exercises to identify equities and vulnerabilities. The command devised 

a strategy to meet 95 percent customer Focused Metrics (CFM) MA goals by October 2021.

(2) Description:

In pursuance of this strategy, J310 developed strategies to achieve a 95 percent 

CFM MA.

(3) Outcome: 

DLA investments resulted in NE weapon system MA improvements. In particular, 

the Agency achieved a 24 percent increase in AF and Navy CFM NE parts between FY 15 and 

FY 18 with only a 0.7 percent decrease in CFM MA. At the end of April 2019, CFM MA 

performance has been above 95 percent. 
c. Initiative: 1.1.3 Codify DLA supply chain support to the NE

(1) Background: 

DLA codified its support to the DoD NE in the DLA Charter and by developing 

policy outlined in DLA Instruction 3150, DLA Support to the DoD Nuclear Enterprise. This 

instruction details the labor and resources DLA dedicates to NE-related supply chains, demand 

chains, and business process areas. 

(2) Description:

By issuing DLA Instruction 3150, NE collaboration with AF and USN improved 

and forward presence and formal agreements in support of the NE Warfighter were established. 

(3) Outcome:

J310 established a Memorandum of Agreement with the Air Force Nuclear 

Weapons Center (AFNWC), assigned a DLA NLO at the AFNWC, participated in service NE 

Weapon System Reviews, and revitalized Service PBAs. 

d. Initiative: 1.2.2 Additive Manufacturing

(1) Background: 

The Office of the Secretary of Defense issued a Directive Type Memorandum 

(DTM), titled “Interim Policy and Guidance for the Use of Additive Manufacturing (AM) in 

Support of Materiel Sustainment” in March 2019. The DTM outlines procedures, roles and 

responsibilities to ensure advancement of AM in support of warfighter readiness. 

(2) Description: 

J344, Technical & Quality Assurance, leads AM efforts. Activities will result in 

new policy and procedures to support viable AM business offerings. Collaboration with the 

Services will define the technologies and capabilities needed to implement AM.

(3) Outcome

DLA R&D and Logistics Operations established an integrated approach to 

operationalize AM. In addition, J344 established its AM leadership. Current plans are for the 

DTM to be replaced by permanent OSD policy by March 2020. 
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e. Initiative: 1.2.4 Industry Metric Visibility

(1) Background: 

In October 2017, DLA acknowledged the requirement for a consolidated 

Readiness Dashboard using data from the Military Services. DLA deployed the dashboard in 

March 2018, using near real-time reporting of Service readiness for designated weapon systems 

and DLA equities. J3 has conducted weekly internal and external readiness briefings since 

November 2017 to evaluate the reporting. In FY 19, the focus shifted to Service/DLA Industrial 

performance impacting weapon system readiness. The industrial performance metric tile with daily 

automated data updates is projected to be fully developed by the end of 3rd quarter. 

(2) Description:

DLA continues to work with the Services and OSD Chief Management Officer to 

align our daily mission capable, availability, and total inventory reporting on the DLA Service 

Readiness Dashboard with monthly Service-OSDreporting. DLA continues consolidating current 

data feeds in our Enterprise Data Warehouse to create and maintain a centralized repository of 

real-time, actionable data to support detailed analytical analysis. The Readiness Dashboard 

provides a refocus and operationalizes the way DLA provides support to the Services. 

(3) Outcome:

J3 efforts have resulted in weekly internal and external focused readiness 

briefings with senior leadership conducted to evaluate near real-time performance and reporting.

In November 2018, DLA started reporting Defense Readiness Reporting System (DRRS) 

quantitative assessments for Class IX repair part support using Service weapon system platform 

Non-Mission Capable Supply (NMCS) rates for DLA. Since October 2017, the Dashboard 

development team has deployed over 61 tiles highlighting mission critical data impacting Service 

readiness and daily DLA operations. Recently deployed tiles include Army and Navy-Maritime 

Industrial, Recruit Training Center Bag Fill Rate, Audit Task Force and Agency Performance 

Review.

f. Initiative: 1.3.2 Support A&S Transform Sustainment

(1) Background:

As Army Sustainment Command (ASC) implemented the new Common Core 

Authorized Stock List (ASL), it coordinated with DLA to explore the feasibility of moving 

DLA-owned stock closer to the Warfighter. ASC decided to compare the alternative approaches 

of forward stocking and a distribution model that increased frequency of deliveries. A similar 

test was conducted by the Marine Corps.
(2) Description:

ASC selected Fort Carson, Colorado, to test the forward stocking model and Fort 

Drum, New York, to test the distribution model. Fort Carson was identified because it supported 

three brigade combat teams, each with a different ASL. Fort Drum was selected because of its 

proximity to DLA Distribution Susquehanna. The distribution model was implemented in March 

2018 and forward stocking in April 2018. In May 2016, Headquarters Marine Corps asked for 

DLA’s assistance to address findings of the Strategic Prioritization Process Initiative that identified 

the Marine Corps need for an enterprise approach and standardization of processes for consumable 

item management. 

DLA partnered with the Marine Corps on two Proofs of Principles for improving

support to the Corps’s Supply Management Units (SMU). SMUs provide intermediate-level 

consumable material support to the Marine Expeditionary Force (MEF). They are capable of 

deploying and provide material for deploying units. 

(3) Outcome:

For the Marine Corps, both PoPs evaluated DLA’s capabilities in assisting to rightsize the MEFs’ intermediate-level inventory, reduce material turned into DLA Disposition 

Services while leveraging the Defense Working Capital Fund and DLA’s expertise of 

consumables. This effort provided unprecedented insight into the retail demands better informing 

supply (procurement) decisions. The process was collaborative, with DLA making 

recommendations on stocking objectives, while the SMUs make the ultimate decisions on levels 

based operational requirements. The Camp Pendleton I MEF SMU tested the effectiveness of 

using DLA tools and models to provide recommended range and depth. The Marines then decided 

whether to accept the recommendations and adjusted stock accordingly using Service funding. 

DLA recommended Requisition Objective and Reorder Points to the I MEF SMU utilizing retail 

level demand history and an offline version of DLA’s Inventory Policy Optimization (IPO) 

planning tool. I MEF focused on the demand supported items (2.2K NIINs) aligned to 9 Principle 

End Items. DLA’s initial recommended inventory totaled $700K and identified excess of $2M. 

For the Army, ASC worked with DLA J34 and Distribution to establish a dedicated 

route to Fort Drum and arrange for an additional scheduled weekly delivery. Fort Drum and 

Tobyhanna Army Depot shared a weekly truck from DDSP. DLA Distribution Transportation 

team established two scheduled weekly trucks to Ft Drum as volume supported the additional 

truck. The deliveries to Drum added a 5th stop on the installation. Army decided to route all 

priority shipments from DDSP on the trucks rather than use parcel post. Distribution removed 

Tobyhanna from the joint route and added a scheduled truck to support their requirements.

DLA worked with the Army to identify candidates for forward stocking. The joint 

Army-DLA team agreed to focus on CL IX Acquisition Advice Code (AAC) D/H/Z items that 

were maintenance significant, high demand, and high priority. Army provided 3 years of 
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consumption data to DLA. As Army upgraded equipment in the past 3 years, DLA gave greater 

weight to current consumption. DLA provided Army an initial list of approx. 10K lines of items 

for review. Army eliminated more than 5K lines recommending 4.1K lines for forward stocking. 

DLA used Inventory Policy Optimization to estimate an inventory investment of $12.5M was 

required to support the lines—DLA used the Materiel Returns Process to transfer the SMS materiel 

in the LRC to DLA. 

DLA is working with ASC to develop plans to support the future LRC construct. 

ASC will implement the plan starting in FY 19 with sites that are relatively easy to implement. 

Some routes support multiple installations and services—these are complex to decouple and will 

be placed toward the end. 

g. Initiative: 1.3.3: Identify and Prevent Counterfeit/Nonconforming Parts

(1) Background: 

As part of DLA’s continual effort to mitigate supply chain threats DLA executed 

the following actions in FY 19, J3 implemented an enhanced supplier validation procedures for 

DLA suppliers seeking export-controlled technical data for DLA procurement requirements. The 

additional controls significantly mitigate the risk that unauthorized suppliers will access 

unclassified military critical technical data. 

(2) Description:

J3 also revised DLA Instruction 4000.04 “Counterfeit Material Prevention and 

Mitigation” and completed a reach and development project that demonstrated that value of 

using digital technology to in lieu of manual processing. Other efforts included working with J6 

to develop and deploy an automated data solution to support the DoD IG Defense Criminal 

Investigative Service’s (DCIS) data analytics capability. The solution was instrumental to 

helping DCIS identify supply chain threats. 

(3) Outcome: 

The digital platform digitized the collection, analysis and storage of supply chain 

security documentation for electronic parts and export controlled technical data. The web-based 

technology significantly reduced supplier errors when submitting their documentation to DLA, 

and enabled DLA personnel to more effectively evaluate the documentation for approval. 

h. Initiative: 1.5.1: Assess and Improve DLA Systems, Performance, and Service from 

the Warfighter Perspective

(1) Background:

In October 2017, DLA completed a review of customer support through the 

Strategic Logistics Education Development (SLED) program. The review showed gaps in DLA 
support and provided suggested areas for improvement. The review identified there was a 

significant gap in providing consistent training to customer-facing personnel and our customers 

on DLA’s product, services, and self-help tools. The review identified there was not a centralized 

place for the customer or vendor to find all the information readily to support the customer, so 

many customers were simply calling the Customer Interaction Center since it could lead them to 

a solution. 

(2) Description:

J3 decided to synchronize efforts across the agency to ensure E2E support and 

gauge effectiveness to deliver. It set a goal of examining the Enterprise from the perspective of 

the Warfighters to determine if we meet their standards of support. Through active engagement 

and ongoing dialogue, we will make DLA more effective in improving Warfighter readiness and 

lethality.

(3) Outcome:

J3 used a customer facing survey to determine tools DLA customers need 

the most. In addition, it used suggestions from DLA SLED program to make the DLA 

public webpage easier to navigate and improve the customer experience.

i. Initiative: 1.6.1: Develop Space Systems Portfolio (FY Imperative)

(1) Background: 

DLA established Strategic Plan Initiative “Space” in June of 2018 to identify its

current space equities and synchronize Agency efforts in support of USSTRATCOM and 

impending US Space Command. At the same time, NESO established the “Space Portfolio” as 

an FY 19 Strategic Plan Initiative consistent with the 2019 National Defense Authorization Act 

(NDAA) requirement to establish US Space Command as a Sub-Unified Command under 

USSTRATCOM. The Space Portfolio includes a portion of the NC3 (MILSATCOM), Missile 

Warning & Defense, AF Satellite Control Networks, Space Based Infrared Systems, Weather, 

Global Positioning Systems, Sensors, and Launch, Ranges & Networks Systems

(2) Description:

On behalf of the Enterprise, J3 strives to provide responsive end-to-end supply 

chain support for the Nation’s organically supported Space Enterprise (SE) systems, prioritize 

DLA’s support to the SE, and conduct WSDC and NIIN assessments for all space systems.
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(3) Outcome: 

J3 assigned a LNO at HQ AFSPC, Peterson AFB, continually providing direct 

facilitation and synchronization of DLA support at the strategic, operational, and tactical levels.

In addition, it built a robust SE portfolio that captures customers across DoD/Whole of 

Government. The portfolio includes associated WS, supply chains, and health assessments for 

supported SE systems. 

j. Initiative: 1.7.2 Transform DLA Storage and Distribution (FY Imperative)

(1) Background: 

During FY 19, DLA continued to explore methods to reduce costs and improve 

readiness. This initiative is a part of larger DoD Logistics Reform efforts. Transform DLA 

Storage and Distribution consisted of three conceptual levers: 1.Increasing Direct Vendor 

Delivery (DVD) commodity procurement; 2. Warehouse Modernization; and 3. Improving 

warehouse business practices. This initiative has a savings/cost avoidance goal of $128M by 

2024. 

(2) Description:

Current estimates (FY 19-24) for Lever I will save $105.1M; Lever II investments 

will cost $182.6M; and Lever III (process improvements) will save $23.2M. Combined, the 

levers equate to a savings of $54.3M. 

DLA investigated potential DVD opporutnities in two phases. In Phase I, DLA J3 

and MSCs investigated commodities that had an apparent presence in the open commercial 

marketplace. Current estimates hold that phase I activities will have a net savings of $77.1M. 

Phase I commodities include Federal Supply Group (FSG) 80 (Paints, Sealants, and Adhesives) 

and FSG 53 (Hardware and Abrasives). Phase II includes commodities identified by a DLA 

internal survey of commodities and a survey conducted by McKinsey and Company. Rough 

estimates of phase II commodities hold a potential net savings/cost avoidance of $28M.

DLA’s internal survey identified eight FSGs for Phase II of commodity 

optimization: FSGs 85 (toiletries – Troop Support), 31 (Bearings – Aviation), 59 (Electric 

Components – Aviation), 66 (Laboratory Instruments – Aviation), 81 (Containers and Packing 

Supplies – Aviation), 20 (Ship and Maritime Equipment – Land and Maritime), 59 (Electric 

Components – Land and Maritime), 61 (Electric Wire, Power and Distribution Equipment –

Land and Maritime). 

After this survey, McKinsey Company, working with DLA J6, applied machine 

learning techniques to identify commodities that may see readiness gains from DVD support. 

McKinsey Company identified nearly 13K NIINs – many of which were part of pre-existing

phase I and phase II efforts. In January, J3 tasked MSCs to include McKinsey survey results in 

ongoing phase I and phase II efforts. Business Case Analyses (BCAs) for Phase II commodities 

expected from the MSCs in July 2019. 
BCAs conducted have collectively concluded that firms are willing to assume a 

greater role DLA’s commodities, but at an increased cost. Increased DVD support may raise 

DLA rates over time. DVD and other methods placing inventory outside the DLA network lower 

warehouse throughput without lowering DLA’s fixed costs, increasing the cost of items handled 

by the DLA network. Per DLA’s Presidential Budget Request (PBR) submission for 2020 and 

2021, fixed costs will increase due to capital investments in modernizing DLA’s Distribution 

network. In addition, J3 has noted customer and Distribution concerns that commodities 

currently supported by DVD have had issue meeting delivery time requirements. 

In October 2018, J3 added Distribution Modernization as a Lever II initiative. 

Distribution Modernization consists of four major tasks: modernizing the Eastern Distribution 

Center, implementing tablets with printers, implementing voice technology, and implementing

real time location system (RTLS). These investments, if successful, will reduce 350 FTEs from 

Distribution’s workforce by FY24. While the reduction will offset some of the costs of the 

investments, per the PBR20, Distribution Modernization will still cost of $182.6M by FY 2024. 

In January 2019, the McKinsey Company identified possible Lever III business 

process improvements that could increase the cost effectiveness of DLA Distribution operations. 

DLA Distribution is investigating these improvements and estimates that they could result in 

savings of $23.2M by FY 2024. 

(3) Outcome: 

DLA expects FSG 80 to be supported via DVD and that this support will result in 

net savings/cost avoidance of $61.5M (by 2024) and improve MA to 90 percent. DLA is waiting 

on market feedback to determine the feasibility, potential costs, and savings for CBI and FSG 53.

It is conducting further analysis in Phase II commodities to determine the feasibility of DVD 

support. 

k. Initiative: 1.7.3 Transfer Retail Supply, Storage, and Distribution to DLA

(1) Background: 

Base Realignment and Closure (BRAC) 2005 consolidated Supply, Storage and 

Distribution (SS&D) functions of DLA Distribution Depots co-located with the same functions at 

13 Service Maintenance Depots. While not included in the recommendation, Storage and 

Distribution (S&D) functionality was consolidated at Red River Army Depot, Pearl Harbor Naval 

Shipyard and Portsmouth Naval Shipyard with co-located DLA Distribution Depots in 2010. The 

Air Force (AF) transferred S&D functions, and supply responsibilities for DLA-managed 

consumables at the Air Logistics Complexes (ALCs). Prior to inventory transfer, there was $3.42B 

in total consumable inventory (AF and DLA) at the three ALCSs. Today, DLA holds $2.38B in 

inventory at the 3 ALCs. 
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The Services used different approaches to implement the BRAC recommendation at 

aviation depots and shipyards. The Navy transferred SS&D functions at the three Fleet Readiness 

Centers (FRCs). Prior to conversion, there was $1.27B in total consumable inventory (Navy and 

DLA). DLA capitalized all consumable inventory totaling $205M, regardless of materiel 

management. Today, DLA holds $.99B in consumable items at the 3 Navy FRCs. The four 

shipyards transferred S&D functions and the related staff. Navy ceased transfer of supply functions 

because of system functionality issues. The Army and Marine Corps transferred S&D functions 

and supporting personnel, but did not transfer inventory. The two Services determined their 

materiel was not retail inventory but work-in-process directly supporting depot production.

As Army Sustainment Command (ASC) implemented the new Common Core 

Authorized Stock List (ASL), it coordinated with DLA to explore the feasibility of moving DLAowned stock closer to the Warfighter to reduce lead-time and inventory investment. ASC owned 

the inventory held by the Installation Supply Support Activity (ISSA) Logistics Readiness Centers 

(LRC) supporting base operations. ASC decided to run a proof of principle to test alternative 

approaches of forward stocking versus using a distribution model that increased frequency of 

deliveries to offset elimination of LRC inventory. 

(2) Description: 

BRAC SS&D changes brought about realignment and consolidation to achieve 

greater supply chain integration by eliminating duplicate DoD logistics activities operating in the 

same facility. They provided a foundation for DoD to leverage joint opportunities, increase 

synergy and reduce redundancy across the Department. Moving the point of sale closer eliminates 

the need for the Services to invest in inventory until consumption by the warfighter or maintainer. 

The Services are beginning to understand the benefit and are examining other opportunities to 

expand logistics functionality into their operations. 

(3) Outcome: 

DLA effectively integrated SS&D functions with the ALCs and FRCs. DoD 

inventory investment was reduced by $1.283B since implementation began in 2009--$1.04B for 

the Air Force sites and $280M for the FRCs. DoD reduced end strength by 105 FTEs, 

accomplished by eliminating duplicative processes—63 FTEs at AF sites and 42 at Navy sites. The 

consolidated Order Response Time (ORT)—the key metric for the ALCs—averaged 91.7 percent

for the previous 6 months for the 3 sites, exceeding the 90 percent goal. The 6 month average ORT 

ranged from 92.3 percent at Oklahoma City to 89.3 percent at Warner Robins. Overall FRC Gross 

Demand Plan (GDP) Fill Rate—Navy’s key metric—exceeded the goal of 90 percent. GDP Fill 

Rate averaged 91.7 percent for the past six months, remaining consistently above 91 percent for 11 

of the past 12 months. 6 month fill rates range from 92.7 percent at Cherry Point to 89.5 percent at 

North Island. 

l. Initiative 1.8.1: Work to Improve Accuracy for Demand Planned Items

(1) Background: 
Roughly 125K line items managed by DLA are collaboratively planned with the 

Services in order to match procurement to service needs. 

(2) Description:

On May 1, 2019 DLA conducted a Demand Planning Summit in order to work 

with the Services to improve upon demand planning accuracy. This is especially important in a 

constrained obligating authority environment in order to direct limited resources where most 

needed to ensure support to key readiness vital systems. 

(3) Outcome:

DLA had over 100 participants and received inputs allowing for significant 

refinements to the demand projections. While accuracy won’t be known for some time, this 

creates robust inputs, including knowledge and insights of many disparate organizations.

 

5. Line of Effort: Global Posture

a. Initiative: 2.2.1 Single Face to the Warfighter

(1) Background:

This initiative ensures all Warfighter-oriented and agency customer-facing teams 

are synchronized in a united effort to connect requirements with DLA capabilities. 

(2) Description:

DLA’s solution was to build a framework to resource, train, and equip customerfacing teams. Doing so presented a single point of entry for all support and services. A sub-task 

of this initiative was to conduct a Military Partner Feedback Survey. The purpose of this survey 

was to retrieve feedbacks from warfighters who are strategic, operational, and tactical level 

customers from all Services to retrieve feedback as in a united effort to connect requirements 

with DLA capabilities.

(3) Outcome:

By this initiative, J3 learned that it needed more effective messaging and 

greater customer awareness.
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b. Initiative: 2.2.2 Joint Logistics Operations Center Transformation (FY Imperative)

(1) Background:

In FY 19, DLA began to transition the Agency’s Joint Logistics Operations 

Center (JLOC) to the Agency Synchronization Operations Center (ASOC) to combine the 

Center’s contingency logistics operations with business operations across the DLA Enterprise.

(2) Description: 

This effort integrated personnel, processes, and systems to support the real time 

sharing of data, information, and resources; development of actionable logistics intelligence; and 

informed decisions.

To accomplish this transformational effort, representatives are engaged in day to 

day operations that leverages the use of virtual tools to enhance communications and deliver a 

synchronized capability for the enterprise. ASOC personnel participate in Fusion 

Cells/IPTs/Working Groups to analyze issues and develop COAs to solve issues and track to 

completion. 

(3) Outcome:

An Enterprise capability that operates in both the unclassified and classified 

environments representing all DLA components that are applicable to supporting contingency 

operations as well as business operations that manage and support our external partners. 

c. Initiative: 2.4.1 Improve Operational Contract Support Capability to Meet Combatant 

Command Requirements

(1) Background: 

OCS is “the process of planning for and obtaining supplies, services, and 

construction from commercial sources in support of CCDR-directed operations through the 

related contract support integration, contracting support, and contractor management functions.”

OCS doctrine originated as a response to Congressional mandates, (e.g., 2007 NDAA, Section 

854), the Gansler Commission Report findings, multiple Government Accountability Office 

(GAO) reports, and lessons learned reports from Operation IRAQI FREEDOM, Operation 

ENDURING FREEDOM, and Joint Task Force Horn of Africa. Current doctrine states that “OCS 

planning and execution require a programmatic approach on behalf of the JFC and supporting 

CCMDs, Service components, CSAs, and their associated contracting organizations.”

DoD established the DLA Joint Contingency Acquisition Support Office 

(JCASO) in 2010 in response to Congressional scrutiny into issues associated with planning, 

managing, and accounting for contractor services and contractor personnel during contingency 

operations. JCASO is responsible for performing OCS planning, joint training, and short-term 

deployable OCS expertise in support of contingency operations with a focus on CCMD, sub-
unified command, and SOCOM support. Per DLA General Order No. 11-16 (effective date 

August 9, 2016) JCASO’s mission includes a specified task to “Engage and collaborate with 

OSD, Joint Staff, military services, and other DoD organizations on OCS initiatives.” 

(2) Description: 

OCS Tutors: The JCASO OCS Tutor Initiative supports the line of effort to 

advance DLA’s global posture through expanded solutions (Objective 2.4) by effectively 

improving OCS capabilities. While DLA funded the base year of the contract as a “proof of 

principle” for FY 18, in FY 19 the Services (and SOCOM) were responsible for funding an 

option year to validate the benefits of the initiative. 

All but one Service funded the option year, contracted OCS tutors supported the 

U.S. Air Force, U.S. Army, U.S. Marine Corps, and Special Operations Command. JCASO 

expanded the use of tutor support to address DLA’s Combat Support Agency OCS equities by 

incorporating an OCS integration capability into the Agency Synchronization and Operations 

Center and by collaborating with JSJ4 and OSD to improve OCS knowledge management.

(3) Outcome: 

OCS Tutors: Progress is 85 percent as of May 14, 19 based on delivery of 157 out 

of 185 total required contract deliverable reports. Tutors for USAF are integrating OCS equities 

into Air Force Instructions (AFIs) and career field training for 48 functional areas. Tutors for the

Army injected OCS into Army unit mobilization training, conducting 12 engagements with 

active and reserve unit staffs, with 8 more planned. Tutors revised USMC Expeditionary 

Logistics training in collaboration with the Marine Corps Logistics Operations Group. The tutor 

supporting Special Operations Command Pacific (SOCPAC) has developed or refined Annexes 

W for two OPLANs, two CONPLANs and two Campaign Support Plans, and is training 

SOCPAC staff on Time Phased Force Deployment Data (TPFDD) analysis and OCS Defense 

Readiness Reporting System tools. Finally, tutors supporting DLA have helped develop OCS 

integration capabilities in the ASOC and improved OCS knowledge management through OCSConnect in-collaboration with the Joint Staff J4.

OCS REI: Contractor performance started April 1, 19. In support of contract 

deliverables (systems and tools to visualize CSD and methodologies to assess associated risk), 

the REI team is working with the EUCOM J4 OCSIC to facilitate and establish OCS-related 

boards and working groups, develop OPLAN Annex W appendices, and assisting with programs 

such as Vendor Threat Mitigation (VTM)/Vendor Vetting capability aligned with REI objectives.

Recently, the REI team’s analysis of EUCOM, 21 TSC, and DLA trucking requirements 

identified the “Top 5” most-relied upon companies to help prioritize VTM efforts. 
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6. Line of Effort: Strong Partnerships

a. Initiative: 3.1.2 Enhance Joint Logistics Enterprise partnerships with seamless 

integration and unity of effort between TRANSCOM and DLA.

(1) Background:

Following release of the 2018-2026 DLA Strategic Plan, the enduring partnership 

between Transportation Command (TRANSCOM) and DLA was comprised of three recurring 

initiatives. The first was to sustain integration of DLA Rapid Deployment Teams (RDT) into 

TRANSCOM exercises, alerts, and deployments. Second, DLA sought to refine initial 

milestones, conduct Executive Steering Group (ESG) meetings. Finally, the agency wanted to 

integrate DLA’s Warehouse Management System (WMS) with TRANSCOM’s Transportation 

Management System (TMS).

(2) Description:

Participation in three TURBO DISTRIBUTION exercises and collaboration on the 

Transportation Management System secured the DLA-TRANSCOM relationship.

(3) Outcome:

Initiatives are enduring. WMS/TMS interoperability is progressing towards fall 

2019 completion. 

b. Initiative: 3.2.1 F-35 Lightning II Joint Strike Fighter (JSF) Sustainment Support 

Efforts (FY Imperative)

(1) Background:

The F-35 Lightning II is a fifth generation fighter aircraft, with stealth, autonomic 

logistics, and firepower for the Navy, Air Force, Marines, eight Partner Nations, and four 

Foreign Military Sales (FMS) customers. At program inception, the F-35 Joint Program (JPO) 

designated Lockheed Martin Aerospace (LM) and Pratt and Whitney (P&W) with sustaining the 

F-35 Air System and F135 Engine for the life of the program under a Contractor Logistics 

Support (CLS) strategy. As aircraft began flying, sustainment issues arose and costs increased, 

prompting the DoD to reexamine the CLS decision. DoD evaluated requests for information, and 

began a relationship with DLA to help reduce life cycle costs and improve aircraft availability. 

The relationship started initially with a cataloging effort in support of F-35 disposition 

requirements, and has grown to include warehousing and transportation Product Support 

Provider (PSP) services. Additional areas of opportunity with fuel support, common 

consumables support, and disposal support exist and are being explored with the JPO. 
(2) Description:

In 2012, the JPO contractually tasked LM and P&W with providing the necessary 

technical/logistics data to screen for existing National Stock Numbers (NSNs) and initiate 

cataloging for disposition of 70,8K items. DLA reviewed 77 percent of the NSN candidates, but 

required additional data from LM and P&W to get to 100 percent. Work has ceased, since the 

contract with this scope of work expired December 31, 2018. DLA continues to work with JPO 

on a path forward and requirements needed to obtain the necessary technical data for cataloging. 

A Technical Data Package working group is being formed by the JPO with DLA as a key 

participant to establish data and logistical information requirements in support a provisioning and 

cataloging eff.rt with the intent to develop an organic sustainment strategy. 

On January 4, 19, JPO formally designated DLA the PSP for North American 

Warehousing, and DLA in partnership with TRANSCOM as the PSP for Global Transportation 

and Distribution. DLA and TRANSCOM formed working groups for the development of 

requirements, service level agreements, and transition plans to move the warehousing and 

transportation workload from contractor support to organic. 

On February 15, 2019, DLA and LM Aero signed a Memorandum of 

Understanding that established DLA as an additional source of supply to LM in support of the F35 program. The agreement provided LM with a new avenue to procure common consumable 

parts already supported by DLA. 

JPO is working on additional PSP assignments for Disposition Services and 

Common Consumables support, with DLA standing by to discuss these PSP opportunities. 

(3) Outcomes: 

DLA reviewed/cataloged 54.5K F-35 items, of which 7.4K are common with 

other platforms. PSP implementation will assist in bringing the F-35 program in-line with 

standard DoD practices by leveraging existing DoD transportation and warehousing 

infrastructure with proven processes and capabilities. By utilizing an organic PSP solution, the 

program will grant increased visibility and better oversight over the storage and movement of 

sustainment assets. Over time, DLA support will contribute to increased performance and 

increased asset visibility while driving solutions to lower sustainment life cycle costs.

DLA and LM identified 958 items LM has interest in purchasing directly from 

DLA. This work resulted in a signed Memorandum of Agreement between LM and DLA. 

c. Initiative: 3.2.2 Engage Early in the Major Defense Acquisition Program (MDAP) 

Process

(1) Background:
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In 2016, DLA recognized the need to engage with program offices early in the 

acquisition life cycle process to assist with developing efficient life cycle sustainment solutions 

and provide information on DLA support capabilities. As a result, DLA established the Major 

Defense Acquisition Programs Section in J32, with the goal of creating and maintaining 

partnerships with the Services and Whole of Government organizations (as applicable) for all 

new MDAPs.

(2) Description: 

In FY 19, J32P identified 22 programs to begin engagement with; however, 

funding and OSD-level decisions reduced the list to 17. J32P then developed a DLA value 

presentation to support discussions, and established contacts with Weapon System Support 

Managers and Business Development Managers at the MSCs for subject matter expertise and 

support as required.

J32P established procedures for maintaining communications with the program 

offices, and requirements for reviewing the Defense Acquisition Management Information 

Retrieval system for new programs for DLA engagement.

(3) Outcome:

J32P established active, regular DLA involvement in 7 of the 17 Pre-MDAP 

program offices. The remaining Pre-MDAP programs were assessed to be too early in the 

acquisition life cycle. In addition, J32 established procedures to monitor these programs for 

status changes that would necessitate active involvement. In FY 19, the 7 programs with active 

DLA involvement included LPD 17, San Antonio Class Amphibious Transport Dock (Navy); 

LRSO, Long Range Stand-Off Weapon (Air Force); GBSD, Ground Based Strategic Deterrent 

(Air Force); Mk21A, Reentry Vehicle (Air Force); ITEP, Improved Turbine Engine Program, 

(Army); ACV 1.1, Amphibious Combat Vehicle Phase 1, Increment 1 (Marines); and WCC, 

Waterways Commerce Cutter, (Coast Guard).

d. Initiative: 3.2.3 Performance Based Logistics Center of Excellence

(1) Background:

To provide increased performance to the Warfighter while reducing costs, DLA 

established an outcome-based strategies solution concept and adopted a goal of establishing the 

Agency as a Performance Based Logistics (PBL) Center of Excellence (COE). The desired end 

state was to establish and maintain organic DLA capability to develop, execute, and deliver 

Performance Based arrangement solutions by FY 20. 
(2) Description:

In FY 19, DLA took multiple major actions toward establishing the PBL COE. 

J32 facilitated formal training at the MSCs in PBL concepts and development, training over 90 

personnel. In coordination with J31, J32 developed a Position Description (PD) for a PBL 

Program Manager (PM) that the MSCs are actively using to manage their PBL programs. Next, 

J32 coordinated the effort to enhance DLA’s Business Case Analysis (BCA) capability through a 

phased plan to acquire, test, and deploy a BCA tool capable of supporting business decisions for 

PBL and other complex Tailored Logistics Solutions. Additionally, J32 and J8, along with PBL 

stakeholders across DLA, are engaged in a contractor-supported effort to assess and correct gaps 

in PBL auditability and process alignment across multiple functions. Finally, J32 has drafted a 

Supplier Initiated Order (SIO) concept of operations (CONOPS). The SIO CONOPS will be 

finalized pending findings from the PBL Auditability and Process Alignment effort which will 

assess SIO as one of six DLA PBL models. 

(3) Outcome:

DLA is an established Performance Based arrangement provider, recognized as a 

lead expert in this area, supporting DoD and Interagency performance outcomes by providing 

greater product support performance, efficiency, and productivity to our partners. 

7. Line of Effort: Whole of Government

a. Initiative: 4.2.2 Provider of Choice for U.S. Coast Guard (USCG)

(1) Background:

Developed a Whole of Government Plan of Action and Milestones (POA&M) and 

integration timeline to execute a uniform supply and distribution support mission for the USCG.

(2) Description:

USCG requested assistance with modernizing their uniform procurement, 

warehousing, and distribution processes. In December 2018, the UDM work group was 

established with the goal of developing and implementing steps to move USCG away from the 

current system, and have DLA be the provider of choice for all Clothing and Textiles (C&T) 

items going forward. Two successful test orders were executed in March 2019 with direct 

delivery to the USCG Recruit Training Center and Base Exchange as proof of concept. 
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(3) Outcome:

DLA, in coordination with USCG personnel, completed cataloging and inventory 

of key C&T items. USCG is now positioned to reduce the warehousing footprint associated with 

the UDM mission, and also realize efficiencies and cost savings as result of the partnership with 

DLA.

8. Line of Effort: Cross Cutting Initiatives

a. Initiative: Supply Chain Security

(1) Background:

In April 2019, the DLA Director tasked J3 to establish and lead a cross-functional 

team to develop the Agency’s Supply Chain Security Strategy. The DLA J3 asked Col Scott 

Ritzel to lead the effort. Col Ritzel established a 25-person cross-functional team and conducted 

weekly working group meetings to develop the Agency’s strategy. 

(2) Description: 

DLA’s Supply Chain Security Strategy is the roadmap for how the Agency will 

address supply chain security challenges across the enterprise. This cross-cutting effort underpins 

the Agency’s ability to support the Warfighter. Interruption of DLA supply chain operations 

compromises our nation’s ability to deliver combat power and execute critical missions.

DLA’s Supply Chain Security Strategy is designed to establish an architecture 

that comprehensively addresses supply chain security from an enterprise perspective. The 

architecture consists of five broad components; (1) threat identification and risk prioritization, 

(2) offensive risk mitigation, (3) defensive risk mitigation, (4) resilient supply chain operations 

and (5) prevention, detection, protection and defense of the Agency’s Global Supply Chain. To 

develop such an architecture, DLA will concentrate of four Strategic Focus Areas: 

(a) Institutionalize Supply Chain Security across the DLA enterprise

(b) Maintain integrity and access to key data

(c) Partner with valid, reputable vendors who produce quality supplies and 

services

(d) Strengthen the resiliency of systems, processes, infrastructure and 

people

The Strategic Focus Areas are “strategy bins” that house supply chain securityrelated initiatives that are mapped to objectives in the Agency’s Strategic Plan. The initiatives 

put the strategy in motion by actuating the Strategic Focus Areas for the purpose of developing 

the architecture.

Key and essential to the overall strategy is integrating Supply Chain Security into 

the Agency’s Mission Assurance portfolio and Enterprise Risk Management (ERM) Framework. 
This effort underwrites DLA’s ability to execute its Mission Essential Functions during peace 

and war, regardless of the nature of disruption.

A prototype Supply Chain Security (SCS) Scorecard has been developed and is 

being refined to create a live feed within the DLA Dashboard. This involves engaging J- and Dcodes and the MSCs, as owners of critical mission areas which need to be clearly defined and 

reported within the scorecard. Additional focus has been placed on the eight new, and four 

existing, SCS initiatives within the DLA Strategic Plan so that each is actively worked to 

operationalize the various facets of SCS within the Agency.

The Chief Risk Officer has established an interim Cybersecurity Working Group 

which will assess and leverage the initial efforts behind the Operation GUARDIAN SHIELD 

(OGS) operational risk assessment, with a much broader scope. The Cybersecurity Working 

Group will create the Agency’s initial Cybersecurity Risk Profile for review by the DLA Senior 

Management Council. Enterprise Risk Management (ERM) will explore these five areas with 

participation from functional experts:

(a) OGS Maturity

(b) Supply Chain Security Strategy (Cyber Initiatives)

(c) Information Technology System “Burn-Down” Advancement 

(d) Information Technology Cloud Migration Advancement

(e) Assured Logistics Cyber Center integration into ERM framework

(3) Outcome:

The DLA Director approved the strategy in June 2019. Public Affairs published 

the strategy online to the DLA Today Strategic Plan site and circulated a news article to formally 

announce the publishing. The approval of the strategy consolidated supply chain security 

activities under DLA/J31 (Mission Assurance) as the Office of Primary Responsibility. DLA 

established the ERM Program Office and appointed Col Ritzel as the Chief Risk Officer for the 

Agency on July 1, 2019. The overall focus of the ERM Program Office is to identify and 

prioritize the Agency’s most critical risks to ensure senior leader resourcing decisions are 

consistent with the Agency’s most critical objectives.

9. Additional Initiatives

a. DLA Readiness Dashboard

(1) Background:

DLA Readiness Dashboard concept development began in October, 2017 with the 

initial Service Readiness tile deploying in March, 2018. The goal of the Readiness Dashboard 
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has been to operationalize DLA support and improve Service Readiness rates. Director-led 

Weekly Readiness Reviews (WRRs) were imitated in April, 2018 and continue to the present.

(2) Description:

All MSC initial baseline tiles, Whole of Government metrics, and Service 

Industrial metrics reporting capabilities were successfully deployed in FY 19. Initial Qlik 

visualization capabilities were tested and deployed for DLA Distribution Internal reporting 

establishing the template for Agency Performance Review (APR) metrics automation and tiles.

In FY 19 we continued to automate back-end dashboard data feeds to facilitate 

Big Data, predictive analytics, and artificial intelligence. In support of the ASOC and continuing 

DLA Director imperatives, we are aggressively pursuing all opportunities to highlight and 

address DLA impacts on Service readiness as we continue operationalizing DLA’s support to the 

Services.

(3) Outcome:

DLA continues to operationalize Service support using the real-time readiness and 

support data provided by the DLA Readiness Dashboard. Our goal for FY 20 is to automate all 

Agency Performance Review (APR) metrics leveraging Qlik visualizations along with history, 

trending, statistical process control (SPC) and predictive analytics capabilities. We also plan to 

tab the Service Readiness Dashboard by MSC and staff sections.

b. Suspended Stock

(1) Background:

The Office of the Secretary of Defense expressed interest in the reduction of DoD 

suspended stock. As a result, DLA has established an enterprise Suspended Stock Integrated 

Planning Team (IPT) to work these issues. 

(2) Description:

The Enterprise Suspended Stock IPT developed a root cause action plan with 

focus on preventing recurrence of suspended stock and process validation. DLA tracks these 

actions monthly during the EOPC. The plan focuses on actions associated to the following major 

categories: training, investigation, customer relations, and vender compliance. DLA has

established permanent Forward Presence at DDSP, establishing standardized data analytics for 

the enterprise to help with the research and tracking of performance measures, initial 

implementation of monthly and quarterly NFR controls with the MSCs to address timeliness and 

accurate processing of SDRs.
(3) Outcome:

Since the establishment of the Suspended Stock IPT (Oct 2017), DLA managed 

suspended stock decreased by $123M (27 percent) and overall DoD suspended stock has been 

reduced by $338M (15 percent). 

c. Whole of Government Expansion - Veterans Affairs

(1) Background:

DLA has provided medical supply chain commodity support to Veterans Affairs 

(VA) for nearly ten years. Over the past year, VA has requested a more robust partnership with 

the DLA.

DLA’s partnership with the VA is estimated to produce a cost avoidance in 

Pharmaceutical National Contracts ($182.3M), Radiology/Imaging Contracts ($26.9M), and 

Electronic Catalog (ECAT) ($17.3M). VA and DoD are leading the Office of Management and 

Budget (OMB) Category Management efforts in each area. The total federal spend is $20B 

annually...making the VA a significant partner in the Whole of Government portfolio. 

The DLA Director met with the Secretary of the VA, HON Robert Wilkie on Jan 

15 2019. Secretary Wilkie made it clear that DLA will play a large role in meeting his goals, 

which includes working with DoD to create a continuum of service for veterans, treat the VA as 

DLA’s 5th service customer, transform current VA logistics into a more effective logistics 

system, and make logistics a major component of a modern 21st century VA organization.

(2) Description:

DLA has five significant initiatives with the VA that directly support Medical 

Category Management. 

(a) Extension of DLA’s Electronic Catalog (ECAT) to the VA

(b) Joint Acquisition of Radiology and Imaging Capital Equipment.

(c) Joint National Pharmaceutical Contracts.

(d) Prototyping the use of the Defense Medical Logistics Standard Support 

System (DMLSS), leveraging DLA Ecommerce programs, at the Federal Health Care Facility, 

North Chicago and potentially additional VA facilities in the Northwest. 

(e) Exploring the extension of DLA’s Medical/Surgical Prime Vendor 

(MSPV) Program 

The VA and DLA began a DMLSS prototype at the Federal Health Care Center in 

North Chicago on March 1, 2019 extending MSPV via web-based ordering to the joint VA/DoD 
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facility. The DLA Director accompanied the Deputy Secretary of VA for a ribbon cutting 

ceremony at the Captain James A. Lovell Federal Health Care Center in North Chicago on 

March 7, 2019. The DMLSS prototype initiated DMLSS support and will lead to the VA using 

the DLA Medical Logistics programs in October 2019.

(3) Outcome:

Extension of the MSPV Program to the VA is a critical reform initiative efforts 

extending DLA MSPV reducing credit card purchases and other inefficient practices. The VA is 

considering DLA MSPV support because VA prime vendors remains challenged to meet the 

needs of its medical treatment facilities.

The VA Medical/Surgical spend is approximately $745M a year across its 21 

Veteran Integrated Services Networks consisting of 160 Medical Centers and 610 clinics 

throughout the United States. The DLA MSPV would provide the VA with access to 356K 

medical/surgical and small equipment items from 694 vendors. DLA MSPV Program provides 

next day delivery in the continental United States (CONUS) DLA’s industry-low Prime Vendor 

distribution fees range from 0.3 percent to 2.8 percent which offsets DLA’s 3 percent Cost 

Recovery Rate for CONUS customers. 

d. Culture Action Plan

(1) Background:

The workforce was surveyed in March and April 2018, and results were released 

in September 2018. Of the 953 personnel assigned to J3 at the time, 567 took the survey, a 

response rate of 59 percent.

(2) Description:

Across J3, respondents indicated a high level of clarity and alignment. In the four 

areas measured by the survey, the organization trended positive, with percentile increases in 

every area. The large number of personnel from new organizations in Battle Creek impacted 

those improvements. While 2-Digit and Regional organizations implemented Culture Action 

Plans for their activities, the J3 plan centered around continuing actions that led to the 

improvements measured over the 2016 survey, targeting Coordination and Integration, 

Capability Development, Senior Leaders, the Defense Performance Management and Appraisal 

Program (DPMAP), Creating Change, and Communication. 

After the new J3, Maj Gen Allan Day, and Deputy J3, Mr. Guy Beougher, 

assumed their roles, adjustments were made to the plan. Underlying issues like leading a 

geographically-dispersed, remote workforce came to the fore, and Town Hall forums were 

developed for any site at which either senior leader visited that included J3 personnel. 

Additionally, J3 Town Halls were expanded to two sessions to allow live participation for 

personnel unable to attend the primary time. Additionally, J3 began developing a J3 101 course 
to help on-board new personnel and give them insight into leadership philosophy, organizational 

priorities, and business processes. 

(3) Outcome:

The DLA workforce will take its next Culture Climate Survey in spring 2020.
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Defense Logistics Agency

DLA Information Operations (J6) 

Fiscal Year 2019 Annual Historical Report
1. Introduction:

DLA Information Operations (J6) is DLA’s knowledge broker, providing comprehensive, best 

practice Information Technology (IT) support to the DoD and DLA.

a. Summary of J6 Key Events and Accomplishments

(1) Deployed 23 new tiles/enhancements in the DLA Enterprise Dashboard. 

Additions included whole of government sales by FY, service readiness supply chain/depot 

visibility, daily obligation tile, DLA IT availability, audit, and backorders status.

(2) Deployed 45 new “bots,” saving 127.8K hours, or 80 FTEs, per year.

(3) Closed 36 print facilities, avoiding $6.9M /year, only 2 of 76 left to close.

(4) Completed 11 LAN consolidations, increasing security while reducing 

network footprint.

(5) Achieved a 98.2 percent compliance for DoD Cyber Scorecard metrics.

(6) Procured 200 Topaz licenses. 

(7) Modernized/consolidated desktop support and asset management with an 

$80M, 3-year contract.

(8) Invested $24M to improve the speed of warehouse operations by 30-40 

percent.

(9) Implemented “Desktop 2.0” for 6.3K devices, giving users a better work 

experience, enhancing cyber security, and reducing swap out times from hours to 15 minutes.

(10) Closed three large DLA Datacenters, 75 percent of the goal of closing all 23 

datacenters by 2021. 

(11) Decommissioned or migrated 402 applications, decommissioned 1,197 

physical and 1,506 virtual assets (rolling total), achieved $15.6M in savings.

2. Organization:
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Fiscal Year 2019 Annual History

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Figure 1. DLA Information Operations (J6) Organization

a. Changes:

(1) Established the Research & Development, Engineering, and Technical 

Support (J62L) portfolio in October 2018. This included the former Enterprise Engineering and 

Technical Services organization and OPCON of J68 Research and Development organizations 

into one cohesive organization. 

(2) Consolidated the DISA Liaison and Hosting Office (J6L) mission and 

resources under Enterprise Infrastructure Services (J64). 

J6 Organization Chart
3. Key Personnel

 The chart below lists key personnel as of September 30, 2019. 

TITLE NAME TENURE DATES

CIO Office (J6):

Director/DLA Chief Information Officer 

(Acting)

Patrick Dulin March 18, 2019 – present

Director/DLA Chief Information Officer Kathy Cutler Departed March 15, 2019

Deputy Director Vacant

Chief of Staff Len Nale September 5, 2019 – present

Chief of Staff Linda Williams June 2018 - September 4, 

2019

Strategic Technologies and Investments 

(J6T):

Director/Chief Technology Officer Linda Williams August 15, 2019 - present

Director/Chief Technology Officer Jeff Charlesworth June 2017 - August 14, 2019

Deputy Director Jeff Charlesworth August 15, 2019 - present

Deputy Director (Acting) Steve Costner June 2018 – August 14, 2019

Customer Experience (J6X):

Director Eric Fegley October 2017 - present

Deputy Director Ernie Sparages October 2017 - present

Cybersecurity (J61):
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176

Director Linus Baker September 2010 - present

Deputy Director (Acting) Suzanne Fairley October 2017 - present

Program Executive Office, Enterprise 

Applications (J62):

Program Executive Officer (PEO) Adarryl Roberts September 12, 2019 - present

Program Executive Officer (Acting) Ken Fielding March 11 - September 11, 

2019

Program Executive Officer Bill Tinston Departed March 10, 2019

Deputy Program Executive Officer Ken Fielding July 2012 - present

Enterprise Infrastructure Services 

(J64):

Director Dempsey Hackett December 2018 - present

Deputy Director Mark Jackson March 9, 2014 - present

Strategic Data and Analysis (J67):

Director/Chief Data Officer Teresa Smith December 31, 2017 - present

Deputy Director Richard TeBeau December 31, 2017 - present

4. Total Personnel

The following J6 workforce totals are current as of September 30, 2019. 

Civilians 2,294

Contractors 3,090

Military 6
5. Accomplishments - Aligned to Strategic Plan

a. Warfighter First

(1) Modern Desktop 2.0

(a) By March 2019, J6 had provided 4.1K DLA employees with a user 

managed computer (UMC) that met the criteria of improving user experience and maintaining a 

secure cyber posture as promised in the DLA’s Plan Enterprise Enablers Lines of Effort -

Technology Initiative 7.3.6. By June 2019, a UMC virtual desktop network was in place at most 

DLA sites in the continental United States. A wireless network existed at all these sites and a 

UMC wired network was in place at Philadelphia and Ft. Belvoir. This duplication permits 

greater mobility for users in DLA offices and allows them to bring in their personal UMC.

(b) In September 2019, J6 procured over 5K zero clients for users. It also 

supported the transition of the remaining 2.2K thin client users to the Modern Desktop 2.0 while 

reducing DLA’s patch management requirements. J6 achieved the FY 19 goal of deploying 6.8K

UMCs.

(2) Modernized Enterprise Help Desk

In January 2019, an evaluation board finalized the proposals for a modernized 

enterprise help desk. DLA Legal reviewed submissions, modified them, and, on January 30, sent 

them to DCSO-P. In February 2019, General Dynamics IT and TekSynap were awarded the 

contract. In May 2019, Regional Tier 2 enterprise helpdesk, Energy helpdesk, and asset 

management contracts started transferring to the enterprise delivery contract. The Pacific and 

West-Northern regions were the first to transfer on April 1. The DLA Energy Helpdesk was the 

last on September 8.

(3) Enterprise Dashboard – Added over 20 tiles or enhanced capabilities to change 

how DLA manages its business

(4) Standardized Network

(a) Completed 11 LAN consolidations to improve support and increase 

security. The resulting network is centralized in regional architectures. 

(b) Sustained global operations, providing 99.63 percent network 

availability.

(5) In May 2019, completed the migration of the B-KOP application to both the 

DLA Azure Staging and Azure Test/Development environments.
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(6) In July 2019, migrated the training, knowledge, and opportunities application 

to the DLA Azure Staging environment.

(7) In July 2019, completed the EAGLE application cutover from DISA Ogden to 

the DLA Azure environment. Declared full operating capability on August 20, 2019.

(8) In November 2018, Equipment Management Solutions provided multifunction device support for the 38th Parallel Healthcare Training Symposium in South Korea.

(9) Proposed multi-function device service for DoD be consolidated under

Equipment Management Solutions as part of a DLA reform initiative. If adopted, this proposal 

will designate DLA as the mandatory source for office document devices, saving DoD an 

estimated $247M annually.

(10) To improve service to OCONUS Navy customers, Equipment Management 

Solutions worked with the Navy ONE-Net Program Office to update accreditations on devices 

provided by DLA as well as new devices. DLA assisted the Navy’s forward deployed and 

overseas components by providing 12 families of multi-function devices.

(11) Central Document Services (Reform Initiative) 

(a) Implemented a new service delivery model where customer relations 

specialists used a consultative approach to provide services and source workload. J6 closed 74 

brick and mortar facilities and reduced 222 civilian positions by placement or adjudication. 

(b) Improved readiness through greater online access to print facilities and 

quicker product delivery. Total projected savings are $34.5M over 5 years. 

(12) Deployed general fund and a time and labor reporting capability for over 

56K DISA employees in DAI Increment 3, Release 1, and developed a defense working capital 

accounting capability for use by Defense Counterintelligence and Security Agency.

(13) Virtual Desktop Infrastructure (VDI)

(a) Increased VDI daily use from 10K to 12K.

(b) Upgraded VDI operating system from Windows 2008 to Windows 

2016.

(c) Passed cyber penetration testing, validating standardization and VDI 

image security.

(d) Streamlined VDI and stability through software upgrades and reducing 

non-essential components, lowering the annual overall cost of sustaining VDI.

(e) Initiated efforts to transition VDI on SIPR out of DLA HQ 

environment and into DLA Datacenters to improve accessibility and reliability. VDI and image 

upgrades are expected to align with current VDI offerings on NIPR by Fourth Quarter, FY 19.

(f) In Third Quarter, FY 19, DLA pursued commercial cloud options for 

future VDI capabilities. Several proofs of concept are currently underway.

(14) Office 365 
(a) Implemented Microsoft features within the Security and Compliance 

Center (SCC). Features include eDiscovery, which provides the ability to search email; Skype 

for Business conversations; and SharePoint Online data.

(b) SCC Auditing provided user activity reports in SharePoint Online and 

Exchange Online, and provided dashboard top insights and recommendations.

(c) Initiated Office 365 ProPlus testing and prepared for implementation. 

Office 365 ProPlus includes Word, Excel, PowerPoint, etc.

(15) Cloud Consolidation/Efficiency – In July 2019, completed a “lift and shift” 

of the V applications suite from DISA milcloud to the Microsoft (MS) Azure cloud. This transfer

served as a pilot for future DISA to MS Azure cloud migrations.

b. Global Posture

In March 2019, Equipment Management Solutions submitted a proposal to be the 

worldwide supplier of 3D printers and consumables for DoD.

c. Strong Partnerships

(1) J6 implemented Subsistence the Navy’s Total Order & Receipt Electronic 

System (STORES), simplifying order import.

(2) The Enterprise Business Standards Office (EBSO) created its first ever 

campaign plan to govern how the DoD accelerates logistics business capability. Initiatives 

included establishing a logistics data lake, implementing blockchain, treating data as a logistics 

business processes enabler, and eliminating DOD-unique requirements.

(3) EBSO began managing cataloging data and transaction standards for the DoD 

logistics enterprise. Defense Logistics Information Services (DLIS) had performed this mission 

prior to the transfer. The policy and procedure standards, along with the chair of the Federal 

Catalog Committee, remain with DLA J3.

(4) Established a management structure to monitor logistics business compliance. 

The structure consists of Defense Automatic Addressing System (DAAS) metrics measuring

usage of legacy 80 character transactions. It also includes a DoD-level integrated process team to 

assess implementation of new Defense Logistics Management Standards capabilities in DoD and 

other parts of the federal government. Lastly, EBSO re-established a customer outreach position 

in Third Quarter, FY 19, to communicate with customers and provide assistance.

(5) In May 2019, the Information Governance and Compliance Office obtained 

permission to establish an information governance council under the DLA chief information 

officer director of the general counsel office.
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180

(6) In April 2019, Equipment Management Solutions met with OMNI Business 

Systems and HP to arrange equipment testing and substitute end of life multi-function devices 

offered on our current CONUS contract.

(7) Equipment Management Solutions conducted quarterly meetings with Trident 

Engineering & Procurement Inc., Cartridge Technologies, Inc., Xerox Corporation, Konica 

Minolta, Inc., and Lexmark International, Inc. The directorate designed these meetings to keep 

an open dialog with our primary multi-function device vendors.

(8) Equipment Management Solutions completed comprehensive testing with J62, 

J64, and DLA Distribution for replacing DSS Printers in warehouse facilities. It also addressed 

maintenance issues associated with the single-function printers currently in use across the agency 

and proposed a single model to replace all existing models.

(9) Hosted the DFAS Principal Deputy Director to discuss the six DLA programs 

that include DFAS as a stakeholder.

(10) Hosted the May 2019 DLA/Defense Information Systems Agency (DISA) 

Enterprise Business System (EBS) in-progress review in Columbus, Ohio. 

d. Whole of Government

(1) IT Reform collaborated with DISA to plan the 4ENO Initiative. The goal is to 

consolidate common IT services across DoD agencies.

(2) Contingency IT

(a) In October 2018, NTS assisted contingency IT operations by providing

radio support for Hurricane Michael relief at Maxwell AFB, AL.

(b) In the third and fourth quarters, NTS provided spectrum management 

support for Operation TALISMAN SABER in Australia. NTS synchronized mobile radios, radio 

frequency identifications, local area networks, and satellite phones with the host nation.

(3) Enterprise Business Standards Office, with support from the DAAS, 

modernized the electronic DoD Activity Address Directory website. This site serves as a single 

entry point for the Services, defense agencies, and federal civilian agencies to establish, update, 

and delete activity address codes and associated information. The application can interface with 

data sources to establish authorities (i.e., procurement, shipping, requisitioning, and billing) for 

key Department of Defense Activity Address Codes (DODAACs).

(4) In October 2018, Equipment Management Solutions became the primary 

office print device supplier for the US Coast Guard. The office will optimize and replace almost 

10K printers with 4.6K DLA multi-function devices in the next three years. This shift to DLA 

will net the Coast Guard an estimated $17M in annual savings.

(5) In March 2019, Equipment Management Solutions became the General 

Services Administration (GSA) preferred provider for multi-function devices on the GSA 

Hallways acquisition portal.

(6) Throughout FY 19, worked with J1 to implement DLA’s Learning 

Management System (LMS) for other Fourth Estate agencies receive human resources services. 

In July 2019, implemented LMS for the Defense Security Cooperation Agency.
(7) Defense Retired and Annuitant System 2 (DRAS2)

(a) In October 2018, DRAS2 was accepted into the DoD NDAA 2018 

Agile 873 Pilot Program. Under the oversight of OUSD Acquisition and Sustainment (A&S), the 

congressionally mandated program acquires lessons learned to inform future acquisition policy.

(b) On February 7, 2019, DRAS2 demonstrated new software 

functionality to the Defense Finance and Accounting Service (DFAS) Director, and OUSD(C) 

staff.

(c) On April 11, 2019, J6 halted DRAS2 development due to 

unavailability of funds.

e. Always Accountable

(1) Successfully maintained the DLA J6 Technology Roadmap by validating

applications, verifying software transition, and adding emerging technologies and document 

vendor lifecycle support.

(2) Command Cyber Readiness Inspection (CCRI)

(a) J61 led CCRI events throughout the year and passed all of them.

(b) In Second Quarter, Network and Telecom Services (NTS) participated 

in San Joaquin and Columbus CCRI inspections and exercises. The team mitigated findings 

within the required timeframe.

(c) The Equipment Management Solutions Division assisted San Joaquin 

CCRI preparations by providing multi-function device support, ensuring no loss of functionality 

when Server 2016 STIGs were applied.

(d) Equipment Management Solutions helped load multi-function device 

updates on USCG multi-function devices.

(3) Enterprise Business Standards Office (EBSO) began decommissioning /

retiring the Military Standard Requisitioning and Issue Procedures (MILSTRIP) and Military 

Standard Transaction Reporting and Accountability Procedures (MILSTRAP) manuals. During 

FY 19, EBSO began migrating core procedures and data to the Defense Logistics Management 

Standards manual.

(4) EBSO conducted discussions with the maintenance community to establish a 

data architecture for autonomic logistics. The database will be used to harness data through 

predictive analytics and establish a supply chain that reduces logistics delays.

(5) Addressed six notice of findings and recommendations (NFR).

(6) Facilitated 275 documentation requests in support of the FY 19 audit; requests 

included 11 at the enterprise level and 264 at the system level.
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(7) The Enterprise Configuration Management (ECM) governance structure 

continued overseeing Change Management and Configuration Management. In December 2018, 

it updated the Configuration Control Steering Group charter.

(8) Updated all enterprise configuration management directives, including:

(a) Enterprise Configuration Management Plan, v6.1, August 2019.

(b) Enterprise Configuration Management Standard Operating Procedure, 

Nov 2018.

(c) Configuration Control Working Group Charter Template, v8 and 

Instructions.1

(d) Pre-Approved Change List and Maintenance Instructions.

(e) Distributing an approved ECM Glossary of Terms and Definitions.

(9) The configuration control working group held eight meetings and distributed 

two enterprise configuration management updates.

(10) Ninety-two percent of systems use the change management module in ITSM

remedy software to monitor changes throughout a development life cycle.

(11) One hundred percent of DLA systems have an approved supplemental 

implementation guide for audit purposes; 100 percent of these are maintained in the Document 

Automation Content Services repository.

(12) As the office of primary responsibility for configuration management, J6 

provided guidance and oversight for SSAE-18 audits (5 systems) and financial statement audits 

(8 Systems). It conducted general controls testing for systems identified as having financial 

impacts (6) or meeting the criteria of a service provider system (4). No faults were identified.

f. People and Culture

(1) The CIO held general town halls for the entire J6 workforce and directed town 

halls for the Battle Creek, Ogden, Tracy, and New Cumberland. With other J6 leaders, he briefed 

innovation, audit, customer support, DoD and Fourth Estate IT reform, workforce 

transformation, artificial intelligence, robotic process automation, and climate culture.

(2) Enhanced User Capabilities

(a) In November 2019, upgraded the Virtual Private Network (VPN).

(b) Prepared sites for VDI via the user managed computer initiative.

(c) Completed VTC refreshes at 11 sites to enhance teleconference 

capabilities. Supported 18.9K VTC events with a 99.75 percent connectivity rate.

(d) In July 2019, added web real time communication to DLA VDI.

(e) Connected 61 DLA phones to DISA EVoIP.

(f) Created a Section 508 service offering in Single Point of Entry (SPOE) 

under Communication and Collaboration Services.

 

1

Instructions for CCWG Charter Template, Version 8.0, September 2018
(g) Implemented a documented repeatable process for assistive technology 

upgrades. Delivered “DLA Section 508 Office Assistive Technology Software Release Process 

Description” and associated templates.

(3) Expanded Mobile Capabilities for DLA Users

(a) Transitioned VMWare Airwatch to VMWare Workspace, enabling

multi-platform management for tablets, laptops, and other mobile platforms.

(b) Evaluated Android-based OS devices for integration into DLA’s 

enterprise mobility environment. Worked with CITRIX, VMWare and SAMSUNG vendors to 

address functionality and security.

(c) Worked with DLA Distribution, Disposition, and Installation Support 

customers to procure next generation tablets.

(d) Made available DLA internal applications and customer requested 

capabilities. Provided SNAPTrack App to help Disposition Services customers with depot yard 

asset visibility. Provided Cisco Meeting to help collaboration across the enterprise.

(e) Evaluated the incorporation of Microsoft O365 Office to mobile

devices. Continued integrating Skype for Business with the mobile platform. Initiated a 

feasibility study to see if DLA should replace Skype for Business with Microsoft TEAMS.

(f) November 2018, authored the Equipment Management Solutions & 

Customer Relations Specialist Roles and Responsibilities to reduce divisional silos. This 

document outlines responsibilities in the partnership between the two J67 divisions, ensuring 

customers get the best service possible.

(g) February 2019, added a capability within Employee Activity Guide for 

Labor Entry (EAGLE) to pay civilian employees retroactively.

(h) October 2018, replaced the legacy Employee Benefits Information 

System with the latest version of the Government Retirement and Benefits Platform. In February

2019, added retirement estimate requests to the platform.

(i) In August 2019, automated the Voluntary Leave Transfer Program in 

EAGLE.

g. Enterprise Enablers (Innovation, Data Management, Technology and Cybersecurity)

(1) Completed 50 robotic process automations since October 2018. The digital 

workforce is contributing approximately 80 FTEs worth of labor. Designed and tested the first 

unattended configuration within DoD. 

(2) IT Reform - Data Center Consolidation

(a) Closed 4 Data Centers in FY 19; 17 of 23 closed to date.
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(b) Migrated 177 Applications/environments to the Cloud.

(c) Provided OSD weekly progress updates on migrations.

(d) Migrating all applications from milCloud 1.0 to commercial cloud.

(e) Completed non-DLA DoD DACS application migration for OSD.

(3) Defense Automatic Addressing System (DAAS) – Routed over 5 billion 

transactions, processed 22 million transactions daily, processed over 38K customer requests and 

maintained over 700 agreements with customers. In March 2019, relocated the CCR from 

Dayton to the IT Operations Center in Columbus. Supported the establishment of 40 DLA 

Hazardous Material Management System-Hazardous Waste Disposal sites since December 2018.

(4) Data Management & Predictive Analytics

(a) Made progress in Enterprise Data Warehouse (EDW) implementation.

In November 2018, completed SAP Lumira Sandbox, upgraded BWoH OS to SUSE 11.4, 

completed Hadoop production environment, and deployed Data Visualization capabilities.

Completed 50+ corrective actions to improve EDW (HANA) data loads in all.

(b) In the process of composing service readiness data for the EDW. 

Deployed a tiles powered by service data exchanges for each service aligned by weapon Systems 

and supply chains with drill-down capabilities. Developed way to access the service and DLA 

data driving readiness metrics. Deployed a nuclear tile using customer focused metrics.

(5) Cybersecurity

(a) Worked with J7 to ensure vendors operate in accordance with DoD 

cybersecurity standards. Provided cyber evaluation support to critical contracts.

(b) Completed objectives of Joint Forces Headquarters – DoD Information 

Network (JFHQ-DODIN) Operation Gladiator Shield (OGS 2019) to map IT resources to 

identified Mission Relevant Terrain – Cyber (MRT-C). 

(c) Prioritized the remediation of high-risk vulnerabilities by providing a 

weekly Top-10 actionable list and focusing efforts on exploitable vulnerabilities, resulting in > 

95 percent remediation of high risk vulnerabilities within 120 days.

(d) On June 12, 2019, awarded a contract for the installing Automation 

Fuel Systems. The contract included cybersecurity concerns.

(6) Innovation & Agile Development

In January 2019, made significant changes to DLA CAS Lookup Application. 

Created a program to automate processes to collect data from active directory and populate DLA 

Lookup database, avoiding the need to store data on an intermediate server.

(7) Distribution Modernization Program (DMP)

(a) Released to production 24 out of 51 Warehouse Management System 

(WMS) road map capabilities. This technical refresh of the Distribution Standard System (DSS) 
will streamline storage and distribution processes to align with the industry standard, creating a 

single warehousing system for all of DLA. 

(b) Conducted a successful voice pick pilot at DLA Distribution San 

Joaquin. Delivered the first incremental release for the final phase on July 1, 2019. The voice 

initiative addresses many of the automation requirements identified by DLA Distribution.

(c) J6 tested the Real Time Location System (RTLS) concept at DLA 

Distribution Red River, to track semi-trailers, Bradley Fighting Vehicles, High Mobility MultiWheeled Vehicles, Heavy Expanded Mobile Tactical Trucks, Palletized Load Systems, Family 

of Medium Tactical Vehicles, Mine Resistant Ambush Protected vehicles, and Multiple Launch 

Rocket Systems. RTLS is a GPS based technology that enables continuous asset visibility, 

accountability, chain of custody, and on-time and on-command reporting. 

(d) Started an effort to migrate all existing SAP Enterprise Resource 

Platform (ERP) applications to the cloud in pursuit of a Software-As-A-Service model. 

Established an integrated process team with affected DLA organizations. Started work on the 

DLA strategy development, acquisition documentation, and business case for program budget 

review. Began cloud readiness activities using existing resources and developed an initial 

technical roadmap in coordination with SAP.

(8) Rationalized and Migrated Applications to Cloud 

(a) Migrated the Task Management Tracker (TMT) from DISA to 

Microsoft Azure. Stood up the Azure development/testing, stage and production regions for DLA 

Today, Strategic Materials Sales, Strategic Materials Contracting, Defense Criminal 

Investigative Reporting System, LOGDRMS, and Hotline.

(b) Migrated the Message of the Day on DLA Today to Microsoft Azure. 

Migrated BLOGS to eWorkplace SharePoint Online to consolidate applications.

(9) Stood up the Center of Planning Excellence (CoPE). Transitioned 20 

employee positions and 7 applications/systems spanning NIPR and SIPR. 

(10) Research & Development (R&D)

The R&D program, a DLA innovation enabler under Strategic Plan LOE 7.1,

seeks disruptive technologies that have potential game-changing implications. R&D manages 14 

programs comprised of 190+ projects across the MSCs, supply chains, and functional process 

leads. We successfully delivered innovative and responsive solutions to Warfighters and other 

valued customers, to include: 

(a) Demonstrated how 3D Model Technical Data Packages could be used 

to manufacture parts additively.
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(b) Subsistence Network (SUBNET) – Determined measures to ensure 

milk quality and shelf life consistency. Researched the future of the subsistence prime vendor 

through the lens of emerging technology and improved in-transit visibility. Demonstrated the 

capability to use visualization and modeling and simulation, of operational rations in the supply 

chain, and started to develop MRE optimization and inspection modules for better MRE 

packaging performance.

(c) Castings – In FY 19, the DLA R&D casting program focused on the 

military’s evolving requirements for cost and time savings. The casting projects focused on a 

wide range of technical focus areas including: improved metal casting manufacturing processes, 

improved metal casting tooling, simulation tool for predicting performance and manufacturing 

processes, nondestructive evaluation and testing, alternative or improved materials, and 

procurement solutions. Currently there are 33 active projects in these focus areas.

(d) Forgings – In FY 19, the DLA R&D forging program completed five 

existing projects, including the “Forging Process Improvement Using Intensive Quenching 

Immediately after Forging Operations are Completed” (DFIQ). In partnership with IQ 

Technologies, the technology was implemented in forge shops. The project focused on creating a 

miniaturized version of existing mobile IQ systems for use on parts coming directly off the forge. 

Placing the unit in a forge shop resulted in reduced energy consumption, lead times, and cost. 

(e) Battery Network (BATTNET) – The DLA R&D BATTNET program 

received the 2018 DoD Manufacturing Technology Achievement Award for Supply Chain 

Improvement for its lithium-ion replacement for the tube-launched, optically-tracked, wirelessguided (TOW2) Missile Guidance System (MGS) Nickel Cadmium battery. In collaboration with 

the US Army Close Combat Weapon Systems Project Office, R&D demonstrated an integrated 

power system to replace equipment for the TOW2 MGS. The office also developed domestic 

lithium-ion cells optimized for soldier conformal (flexible) wearable batteries. These batteries 

provided a 55 percent energy density increase (performs longer) at a 20 percent lower cost. 

(f) Advanced Microcircuit Emulation (AME) – Developed additive 

manufacturing (AM) techniques in Phase I of AM for Microcircuit Cases. Transitioned to Phase 

II in which a fully qualified manufacturing capability will be developed and transitioned to 

production. Continued to develop manufacturing capability to emulate 20-volt operational 

amplifiers. Planned for transition in FY 20, these amplifiers represent the first linear/analog 

capability in a program that has previously been limited to digital microcircuits. This program 

has a historical return on investment of 8:1.

(g) Military Unique Sustainment Technology (MUST) – The MUST 

program is addressing the GAO recommendation to establish a “knowledge based approach” to 

developing and acquiring combat uniforms and individual equipment. MUST is developing 

technologies to reengineer the joint process and build a foundation for technical data 

modernization. This program will enable DLA and its industrial base to benefit from Industry 

4.0.

(h) In FY 19, Defense Logistics Information Research (DLIR) expanded 

the DoD Program Management Offices (PMOs) and Engineering Support Activities (ESAs) that 

validated 3D technical data. DLIR then began research to identify criteria used to determine if 

2D line drawings should be converted into a 3D model. Started to evaluate processes and tools to 

convert legacy technical data into a modern 3D model-based format. 
(i) In FY 19, R&D worked with Strategic Distribution and Disposition to 

begin an augmented reality pilot at DLA Distribution, Oklahoma City. The pilot superimposes a 

computer-generated image on a user's view of the real world. Conducted research and evaluated 

warehouse wireless networks to determine compatibility with emerging technologies. Assessed 

system integration of autonomous guided vehicles in the distribution centers. Also, conducted an 

AutoStore test pilot project to make warehouse operations more reliable, sustainable and cost 

effective while potentially improving safety.

(j) Weapon Systems Sustainment (WSS) leads the R&D effort for assuring 

supply chain integrity through its Counterfeit Risk Reduction program. During FY 19, the 

program provided information on second and third tier suppliers to help develop a Vendor 

Network Mapping Capability. Developed a proof of concept for digital platforms to collect data 

securely for the Counterfeit Detection and Avoidance Program, Joint Compliance Program, and 

Trade Security Control processes. Explored technologies in artificial intelligence to support the 

DLA Director’s goal of realizing a 30 percent improvement in the accuracy rate for critical parts 

forecasting. Supported laying the groundwork strategy for implementing AI, began projects to 

improve the current demand forecasts, to incorporate Service maintenance data in forecasts, and 

to improve lead-time estimation.

(k) The Energy Readiness Program (ERP) focused on determining R&D 

solutions for ongoing issues affecting fuel, fuel additive quality, and operational requirements. 

ERP was provided $7M in Congressional funding to develop technologies to produce 

hydrocarbon biofuels from cellulosic (woody biomass) matter. This effort will assist in 

developing up scaled woody biomass-to-fuel processes, a step that will establish a biofuels 

industry in Maine and surrounding area. This industry will bolster the domestic supply for 

military grade fuel products.

(l) Supported the DoD Nuclear Enterprise, Small Business Innovation 

Program, by focusing FY 19 resources on the Nuclear Enterprise Support Office (NESO) effort. 

Because NESO is aligned to OSD and the Nuclear Enterprise, OSD provided $24M to reverse 

engineer hard-to-source and obsolete parts. These efforts expanded sources of supply, enhanced

life-cycle performance, accelerated product availability, increased competition, and enabled

small businesses to support the nuclear enterprise.

(m) Sustained and improved the DLA Portfolio and Architecture Tool 

Suite. This solution uses the MEGA commercial-off-the-shelf software to standardize 

architecture data within the DoD framework.

(n) Revised and improved the Enterprise Architecture policy (DLA 

Instruction 8000.01) by reducing architecture development requirements. 

(o) Developed a concept to identify and expand architecture data across 

J6; completed a proof of concept with J67 in December 2018. Identified 24 use cases, 76 data 

sources, and 3.3K data elements to develop a data dictionary and increase awareness of how data 

can be sued to improve decision making.
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(p) Advanced the DLA Enterprise Architecture Management Maturity 

Framework assessment (delivered on April 12, 2019) by addressing requirements for architecture 

development. Clarified DLA requirements for segment reference and enterprise reference 

architectures. Identified all models by scope, current version number, date of last update, date of 

next update, CM name of model, model location (in DPATS or external), value line of each 

model, and model POC. On March 4, 2019, established clear goals and metrics for improving 

solution architectures.
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Defense Logistics Agency

DLA Acquisition (J7) 

Fiscal Year 2019 Annual Historical Report
1. Introduction

This DLA Acquisition executes its mission of sustaining Warfighter readiness and lethality by 

delivering proactive global acquisition solutions in peace and war. 

2. Organization

DLA Acquisition (J7) is comprised of three distinct organizations:

a. J7 Headquarters (HQ): 

DLA’s Acquisition Directorate and staff element. Responsible for providing HQ 

guidance and oversight of DLA’s acquisition workforce and procurement system. Provides 

support to J7 Director and Deputy Director to carry out their executive functions, including 

Senior Procurement Executive (SPE), Component Acquisition Executive (CAE), Head of the 

Contracting Activity, Senior Services Manager (SSM), Competition Advocate and Enterprise 

Business Cycle Owner (EBCO).

b. DLA Contracting Services Office (DCSO):

One of two operational components of J7. Supports internal Agency business operations 

through its contracting capabilities. Responsible to plan, organize, direct, and manage 

procurement and contract administration for the acquisition of highly-specialized Electronic and 

Communication Services, Research and Development, Logistics Management Services, 

Knowledge-Based Services, Facility Related Services and Financial Management Services, and 

materials in support of DLA internal operations and to other federal agencies.

c. DLA Strategic Materials: 

One of two operational components of J7. Operates the Defense National Stockpile and 

supports U.S. Government efforts to decrease and preclude dependence upon foreign sources or 

single points of failure for strategic materials in times of national emergency. Provides 

acquisition and retention of stockpile materials; conversion and upgrade of stockpile materials to 

prevent obsolescence; development and qualification of domestic sources of strategic materials; 

recycling of strategic materials from end-of-life Government items and disposal of excess stocks 

for operational funding.
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2. Organization:

a. The J7 organizational structure is depicted in the following chart:

b. FY 19 Organizational Changes:

In January 2019 the former J75, Services Contracting Division, was merged into the 

existing J73 Operations Division when the former J73 Division Chief retired. After an 

organizational assessment of current missions, priorities and staff levels, the J7 leadership 

determined the services contracting functions would be best supported under J73 Operations. Ms. 

Mullori assumed the role of Chief, J73. 
c. J7 Presence: 

J7 has personnel physically located across the United States as depicted below:

3. Key Personnel

J7 key personnel include the Executive Leadership Team (Director, Deputy Director, and Chief 

of Staff), J7 HQ Division Chiefs, the Directors of DCSO and Strategic Materials, as well as the 

DLA Ombudsman. Key personnel and their dates of tenure are depicted below:

Name Current Position With J7 

Since:

Matthew Beebe J7 Director (2014 to Present) 2014

Roxanne Banks J7 Deputy Director (2014 to Present) 2014

Col James (Jim) Wilkie J7 Chief of Staff (Mar 2019 to Present) 2019

CAPT Chad Burke J7 Chief of Staff (May 2018 to Feb 2019) 2017

Kim Villarreal Chief, ASG (Jul 2018 to Present) 2007

COL Angela Wannamaker Chief, Business Office (Jun 2017 to Present) 2017

Betty Hoapili Chief, J71 (Jul 2017 to Present) 2017

Kathy Hammer Wells Chief, J72 (Jul 2013 to Present) 2010

Kevin Burke Chief, J73 (Jun 2015 to Jan 2019) 2014

Joy Mullori Chief, J73 (Sep 2012 to Present) 2012
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Glenn Starks Chief, J74 (May 2009 to Present) 2007

Rusty Wells Chief, J76 (Jun 2014 to Present) 2008

Col Jack Nemceff Deputy Chief, J76 (May 2019 to Present) 2019

Mickey Zayas Chief, J78 (Aug 2013 to Present) 2001

Col James (J.D.) Davis DLA Ombudsman (Oct 2017 to May 2018) 2017

Tim Stark DLA Ombudsman (May 2018 to Present) 2008

Lillian Gardner Director, DCSO (Apr 2010 to Present) 2010

Ronnie Favors Director, DLA Strategic Materials (Mar 2010 to 

Present) 

1988

Eric Mata Deputy Director, DLA Strategic Materials (Aug 

2016 to Present)

2014

4. Total Personnel:

On-Board/ 

Authorized

HQ DCSO SM

Civilians 299/301 81/76 148/153 70/72

Active Duty Military 3/6 3/6 0 0

Active Reservists 2 2 0 0

Contractors 15 13 0 2

J7 HQ is subject to Management Headquarters Activity (MHA) reductions and has been working 

throughout FY 18 and FY 19 to manage mandated reductions while limiting the level of risk to 

J7 mission performance. The FY 20 MHA target for FY 20 is 74.

5. Historical Narrative

a. 2019 Enterprise Business Summary

J7 HQ provides oversight and guidance to enable effective operation of the DLA 

Acquisition Enterprise. The size and scope of that Enterprise is reflected in the Agency’s overall 

procurement activity, primarily through contract obligations and contract actions. In FY 19, DLA 

obligated $43.7B and issued 3.4M contract actions, representing a 3.96 percent and 5.56 percent

decrease from FY 18. Other significant enterprise procurement metrics include a Small Business 

obligation rate of 38.25 percent, which exceeded the FY 19 OSD Small Business goal of 30.5 

percent. DLA has exceeded its overall Small Business goal for seven consecutive years. Total 

DLA Small Business obligation (over and above eligible Small Business contracts for purposes 

of goal calculation) was $15.2B. AbilityOne obligations for FY 19 were $580M. DLA completed 

70.9 percent of obligated dollars and 91.4 percent of actions. DLA is the DoD leader in terms of 

volume and speed of supply commodity procurement. DLA awards nearly six times the contract 

awards of all the Military Services combined. DLA’s automated procurement capabilities are the 

equivalent of ~5,000 procurement FTEs.
b. FY 19 at a Glance 

c. J7 Culture & Climate

The J7 organization has established a robust Culture & Climate Program through which 

the organization builds its strategic plans and drives organizational and process improvement, 

using the Denison model as a foundation. The program is led by the J7 Culture Champion, 

supported by the J7 Project Management Office Lead and contractor master black belt support. 

The Culture Champion leads the Acquisition Culture Climate Team (AC2T), which is comprised 

of 

Acquisition Culture Climate Agents (AC2As), who are representatives from the J7 

divisions, DCSO and Strategic Materials.

d. Major activities for FY 19 included:

(1) Distributed 2018 Denison results to the J7 workforce. Compared to 2016, J7 

had a 21 percent average increase for each of the 12 measured indexes (total of 250-point 

strength increase from 837 in 2016 to 1,087 in 2018). Whereas the 2018 goal was to achieve 4thquartile index scorings for each of the 12 indexes, the 2018 results significantly exceeded the 

goal with an average index value of 90.58 percent!

(2) Conducted offsites with the AC2As to analyze the 2018 culture survey results 

and develop the FY 19 culture focus areas for the FY 19 J7 Culture Plan.
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(3) Conducted multiple individual offsite/workshops with division/organization 

AC2As to develop respective division/organization Culture Action Plans.

(4) Reinstituted the J7 Peer Award Program.

(5) Developed and executed a separate interim Culture & Climate survey with a 

visual circumplex for Climate similar in appearance to the Denison Culture circumplex in order 

to gain information reflecting J7 workforce Esprit de Corps. The interim survey also serves as a 

Strengths/Weaknesses/Opportunities/Threats tool to develop both the FY 20-21 AC2T Roadmap 

and the FY 20-21 Acquisition Roadmap and FY 20 DOP.

e. J7 Acquisition Roadmap (ARM)

In addition to the DLA Strategic Plan, J7 is guided by the internally developed ARM

strategic planning document that lays out J7 priorities and initiatives. It is a compliment to the 

DLA Strategic Plan and includes all Director Imperatives, J7 initiatives from the Strategic Plan 

Implementation Guidance (SPIG) and J7 developed initiatives included in the DLA Acquisition 

Dynamic Operating Plan (DOP). The first ARM was created in 2015; ARM 3.0 was published in 

June 2018. ARM metrics are maintained in the ARM Dashboard, a centrally maintained 

electronic dashboard, accessible to all J7 employees and providing current status of all ARM 

metrics. Clicking on an individual metric will take a user to the detail information and POA&M 

for that metric. The J7 leadership reviews the dashboard with J7 management and OPRs 

quarterly.

f. FY 19 Summary

The remainder of this Historical Narrative is a summary of the activities of the major J7 

organizational and/or business functions, as aligned under the DLA Strategic Plan and ARM.

(1) Warfighter First 

(a) Reform: 

J7 was involved in several Defense Reform initiatives during FY 19. The 

most significant for J7 was Enterprise Buying. This initiative was identified as a Chief 

Management Office (CMO) Logistics Reform Initiative and the basic objective is to identify 

major categories of fragmented, unconsolidated spend across the Department and explore 

opportunities for having a single organization act as the procuring activity for the Department. 

Rationale for the initiative is based on a McKinsey analysis that showed there is $16B in 

fragmented, unconsolidated commodity (non-weapon system) spend that could be procured more 

efficiently, with potential annual savings of $800M to $1B. In May 2019, Acting Secretary of 

Defense Shanahan directed OSD(A&S) to proceed with implementation of the initiative. DLA, 

via J7, is responsible for execution of the initiative and has established a working group 

comprised of representatives from DLA and the Military Services’ logistics communities. As of 

September 2019, DLA continues to work with representatives to obtain Service data for analysis 
and to support the development of a transition plan for specific categories of items. The initiative 

is being monitored through the Reform Management Group (RMG). Consolidation opportunities 

will be facilitated and determined by the RMG.

In addition to Enterprise Buying, J7 and DLA supported the Chief 

Management Officer and the Category Management Reform team in its effort to execute 

Category Management “Sprints” that identify potential savings from more efficient procurement 

of categories of the Department’s $200B of annual spend. DLA provided full-time MSC support 

to CMO efforts and facilitated DLA involvement with CMO and the independent consultants 

who were performing the analyses. Sherry Welmer (DLA Land & Maritime) and Kaitlyn 

Faillace (DCSO-Philadelphia), completed their details in April 2019 and were followed by 

Randall Dortch (DLA Aviation) and Brendan Close (DLA Troop Support). Sprint 1 focused 

heavily on DLA with $13.5B of the $15B analyzed coming from DLA. As of September 2019, 

DLA has concurred with the consultants’ recommendations for $748M of savings from the 

categories of spend analyzed in Sprint 1 and 2. The Sprint process will continue in FY 20 and 

beyond. J7 will monitor the planned execution of recommendations, track actual savings to be 

reported back to CMO and will continue to identify additional categories of DLA spend for 

analysis.

A variety of J7 representatives provided input and assistance to the DLA 

Reform team and the consultants on a number of topics related to the Agency’s Cost 

Transparency/9.5 in 5 initiative, ensuring that the team had a sound understanding of DLA 

procurement systems, processes and organizational structures. A major area of collaboration was 

the Service Contract Reduction effort, whereby J7 worked with requirements owners in the J/Dcodes and MSCs to review, validate and set reduction targets that will contribute to operational 

cost reductions and support the planned Cost Recovery Rate reductions. This effort will continue 

in to FY 20 along with the broader Cost Transparency initiative.

(b) Acquisition Metrics: 

In coordination with the MSCs and J3, J74 continued to monitor and adapt 

various acquisition metrics that reflect the overall effectiveness of the acquisition process and 

drive improvements in readiness. Those metrics include Administrative Lead Time, On Time 

Delivery, Time Definite Delivery, Automated and Long Term Contracting (LTC) rates, and LTC 

renewals. J74 has developed metrics for consumables and reparables, to ensure Enterprise 

awareness of these different lines of business. After several years of oversight and reporting to 

OSD, J74 institutionalized the CSART review of TDD compliance. J74 also finalized a 

Production Lead-Time (PLT) instruction, the result of a multi-year continuous process 

improvement project that will provide guidelines and instruction to the MSCs to reduce PLT. J7 

coordinated throughout the year with J3 and J6 to incorporate acquisition metrics on the 

Director’s Dashboard, providing a more comprehensive view of readiness and the factors that 

contribute to it.
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(c) Strategic Contracts (STRATCONs) and Red Teams:

J73 continued to execute and refine the STRATCON program during FY 

19. STRATCONs are acquisitions for Agency requirements that may involve significant risks to 

schedules or performance, have a critical impact on the Warfighter or Whole of Government and 

Coalition partners, or represent a significant financial or programmatic investment. The program 

is operated collaboratively among the MSCs, J3, and J7, with MSC Commanders designating 

specific STRATCONs, and J3 and J7 jointly ensuring Agency leadership awareness though 

discussion at Quarterly STRATCON Reviews with the Director, on a case by case basis at 

Agency Readiness Reviews and as displayed on the Director’s Readiness Dashboard. FY 19

Quarterly STRATCON Reviews were October 4, 2018; January 10, 2019; April 4, 2019; and 

August 6, 2019.

Acquisition red teams are intended to provide a thorough corporate 

perspective and oversight for aspects of acquisitions that potentially pose significant risks to 

schedule, performance, or the Agency. Identification of candidates for a Red Team review is 

selective, focused on mitigating risk. In FY 19, red teams completed reviews of Troop Support 

SPV Europe/Africa in October 2018, Aviation AeroControlex in November 2018, Land & 

Maritime Global Tire Program in February 2019, and Troop Support FSG-80 in March 2019.

(d) Supply Chain Security: 

J7 continued collaboration with MSCs and J Codes in this area in FY 19. 

In late December 2018, protection efforts of new and revised Export Controlled Technical Data 

were center stage. J7 developed revised business processes with J3, J6, Aviation, Land & 

Maritime, and Troop Support for soliciting and awarding requirements. An enhanced export 

control validation process with vendors was established and it provided additional security 

related to handling sensitive technical data. 

J7 also engaged in DLA’s first ever Supply Chain Security Strategy 

(SCSS). Starting in late April thru late June, J7 provided input for inclusion in the overall DLA 

SCSS that was released by the DLA Director in early July. J7 sponsored two initiatives to 

support furtherance of the DLA SCSS. The initiatives address increasing the DLA acquisition 

workforce’s knowledge and operation of supply chain risk management (SCRM) tools and 

optimizing use of cybersecurity as discriminator in source selection/awards. Estimated 

completion dates have been created. 

(2) Global Posture

(a) Agency Synchronization Operations Center (ASOC):

J7 played an active role in the Agency’s stand-up of the ASOC, providing 

several military and civilian representative to ensure reach-back and coordination with J7 to 

address acquisition related questions and status, and to ensure inclusion and consideration of the 

“acquisition perspective” in Agency operations. Specifically, J7 personnel supported wargame 

series Steadfast Badger and Gladiator Shield and participated in the J3 led Joint Concepts 
Integrated Process Team, which was established to synchronize Joint concepts such as 

Operational Contract Support and Vendor Threat Mitigation. J73, the primary J7 liaison to the 

ASOC, provided acquisition related advice on Trade Agreements Act (TAA) compliant 

dehumidifiers for the USAF, Athletic Footwear to support USMC, support to Customs and 

border Protection (CBP), Operation Agency Resolve (OAR) and the establishment of the 

Defense Wide Working Capital Fund Working Group to review processes on obligation 

authority and cash and policies.

(b) Global Logistics Support Capability (GLSC): 

GLSC was a FY 18 and FY 19 Director’s Imperative. The purpose of 

GLSC was to provide greater depth for DLA core capabilities in contingencies (both 

Humanitarian Assistance/Disaster Response (HA/DR) and conflict) through the delivery of 4PL 

Global Support Services Integration, Customer-Facing Support Services, Materiel/Demand 

Planning Support Services, and Disposition Support Services. The intended outcome was a 

capability that would allow for sustained support to the DLA mission, or provide limited, 

temporary service functions, when requested by the military services. Investments in customer 

readiness and DoD budget restraints drastically reduced DLA’s cash position in FY 19; given the 

current financial challenges, Agency leaders determined that the best path forward was to cancel 

the GLSC solicitation. DLA will continue to support this mission utilizing organic resources to 

absorb any unforeseen contingency operations.

(3) Strong Partnerships

(a) DLR Strategy: 

On January 24, 2019, the J74 hosted a DLR Summit to bring together all 

of the DLR entities at HQ DLA to discuss topics that impact that community and discuss best 

practices in the field. Discussions covered topics such as DLA and services system integration, 

operational and strategic metrics, tactical workload management, leveraging DLA consumables, 

forecasting and demand planning, DLR and DCMA data collection, the funding process for DLR 

support, and the reduction of operational/material cost of DLA support. The Summit was heavily 

attended and highly praised by all participants, which included top level managers of the sites, 

working level specialists, and J8 finance personnel who manage and control the DLA Cost 

Recovery Rate. J74 and the summit attendees continue to communicate with the DLR sites to 

gain insight into issues that need attention.

Another major component of DLA’s DLR strategy is systems integration 

efforts with the Air Force, Army, and Navy. The outreach efforts with the Army and Navy were 

slow going, while the Air Force integration discussions moved forward during FY 19. DLA and 

Air Force personnel established a DLR integration group that performed a gap/fit analysis on 
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open requirements, as well as began development of integration ROMs. The next step is to 

establish an integration schedule. Current estimate is that integration activities will complete in 

mid FY21. 

(b) Industry Engagement: 

The first DLA Industry Day was held on September 19, 2018 at DLA HQ 

and hosted 174 industry partners representing more than 120 companies. Each of the Services 

were represented by several members of senior military leadership. A general session was held at 

the beginning of the event and was followed by breakout sessions that addressed DLA’s 

missions, challenges, and opportunities for future collaborations between DLA and industry. 

Following the success of the first DLA Industry Day, the second DLA 

Industry Day was held on July 31, 2019 with 180 industry partners, representing 124 companies. 

These companies accounted for $17.9B in FY 18 DLA spend. Presentations were made by the 

Hon. Lord, LTG Williams, MG Day and Mr. Beebe. Additionally, a panel was held and 

moderated by Mr. Scott with representatives from each of DLA’s MSCs. 

The Hon. Lord spoke to the Department’s priorities, supply chain security 

and importance of the industrial base. In addition, the Director highlighted the breadth of DLA 

support, the improvements the team has made over the last year in Material Availability and 

weapons systems down for DLA parts, while acknowledging not all systems were improved. 

DLA also provided demand projections for the coming year and translated that into projected 

opportunities for industry. The MSCs followed the main assembly with breakout sessions that 

spoke specifically to their area of operation and additional breakouts were hosted by services 

acquisition SMEs and a group for Innovation in Supply Chain Management-Artificial 

Intelligence and Cybersecurity. 

FY 19 marked the first time DLA has conducted an industry spanning 

feedback survey. The DLA Supplier Feedback Survey is a first of its kind in government, 

supplier focused survey. The survey was designed to capture and analyze suppliers’ perceptions 

of DLA as a business partner, asking respondents to rate DLA in four different categories: 

DLA’s communication, growth and profit potential when working with DLA, the DLA/Supplier 

relationship, and DLA’s effectiveness. The survey was launched September 6, 2018, and closed 

on November 30th, 2018. In total, DLA sent the survey to 7,800 suppliers and received 2,999 

responses, for a 38% response rate. DLA scored highest in “Trustworthiness” and lowest in 

“Innovation.” Results from the survey can be segmented in various ways, including by MSC, 

type of business and size of business. DLA expects to issue a similar feedback survey at least 

every two years.

(c) Industrial Base/Warstopper:

DLA has a well-established industrial base program that identifies, 

assesses, and mitigates industrial base and readiness risks across all DLA MSCs. The

Warstopper program has an historic ROI of 7:1 for program investments. In FY 19 the program 

made $31.1 million in industrial investments. The projected ROI for FY 19 is a $224.8M cost 

avoidance to war reserve material. Significant investments in FY 19 include: $21.8M in medical 
readiness to include over $8M in medical equipment, $1.3M in aging aircraft obsolescence 

management, $0.7M in buffer materials to include titanium, steel, and bearing grade steel, and 

$0.4M in TF33 engine obsolescence management. In FY 19 the program completed a report to 

Congress and 11 industrial base studies on fragile and critical focus areas. An Industrial Base 

High Visibility Risk Indicator metric was integrated into the Director’s Dashboard, identifying 

critical items with the most vulnerability from an industrial base perspective and enabling 

Agency leaders to ensure proper mitigations are in place to ensure readiness of these items. 

(d) GAO/DODIG Audits:

FY 19 was another active year of working with the DLA External Audit

team, MSCs and DLA Public Affairs coordinating site visits, requests for information and 

responding to audit recommendations and subsequent media requests. The most notable audit 

was DoDIG’s “Review of Parts Purchased from TransDigm Group.” As a result of close 

coordination between J7, the MSCs, Counsel, Legislative Affairs and Public Affairs, clear 

messaging and advocacy for DLA contracting officers, DLA was able to turn what could have 

been a very damaging and inflammatory report directed at DLA and Service personnel into one 

that focused Congressional and media attention on the predatory business behavior of this 

company. As a result of the audit, TransDigm officials were called to testify before Congress, 

along with DoD officials. J7 provided information and support to HON Kevin Fahey, Assistant 

Secretary of Defense for Acquisition & Sustainment, in preparation for his testimony. In addition 

to the audit response and media inquiries, J7 engaged in senior level discussions with DoD 

officials to discuss the ways in which intellectual property and pricing risk related to sole source 

items can be mitigated. These efforts will continue into FY 20. 

(4) Whole of Government

(a) General Services Administration (GSA) Relationship:

DLA and the GSA engage in a number of collaborative forums to share 

information, identify good-for-government initiatives, identify potential supply chain 

improvements, and foster a beneficial working relationship. J7 is an integral member of these 

forums. Through these collaborative engagements, DLA was able to streamline DLA 

FEDMALL commercial catalog contracts to eliminate redundancy and drive savings and 

efficiencies by leveraging existing GSA contracts and supply support methods. Through data 

scrubbing, J7 worked with GSA to remove GSA-managed items from FEDMALL and directed 

customers to the appropriate GSA buying platforms. 

J7 has also been able to shape the GSA Commercial Platform Initiative 

(CPI) e-commerce program to ensure DLA and DoD concerns are reflected in the proof-ofconcept plan put forward by GSA in their report to Congress in April 2019. Through the 
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embedding of a J7 procurement analyst with the GSA CPI team during the key period of market 

research and report writing, DLA was able to ensure representation of interests and concerns in 

the program’s development. Six overarching DLA concerns were reflected in GSA’s plan to 

Congress. 

Once the report to Congress was issued and GSA began to develop the 

CPI proof-of-concept acquisition, J7 ensured continued engagement by assigning a procurement 

analyst to continually engage with the GSA team though weekly phone calls and periodic 

meetings. Based on information from these engagements, DLA J7 worked with all DLA 

stakeholders to review the GSA acquisition documents and provide recommendations to the 

GSA acquisition team as it developed and refined the acquisition strategy. 

(b) Category Management:

Category Management refers to the practice of buying common goods and 

services as an enterprise to eliminate redundancies, increase efficiency, and deliver more value 

and savings from the Government's acquisition programs. The result is more effectively managed 

contract spending through a balance of Government-wide, agency-wide, and local contracts; 

reduced unnecessary contract duplication and cost avoidance; and continued achievement of 

small business goals and other socioeconomic requirements. In FY 19 DLA continued to support 

and participate in OMB’s Category Management program, achieving a Spend Under 

Management figure of $13.8B and spend on Best In Class contracts of $1.7B. As OSD, through 

A&S and CMO, becomes more involved and invested in Category Management as a Reform 

topic, we expect to see changes in DLA’s level of engagement with OMB.

(5) Always Accountable

(a) Services Acquisition Reviews: 

J7 continued to build and further develop robust processes for the Services 

Acquisition Functional Area. J73 accomplished significant milestones during FY 19, including 

issuing the DLA Manual on Services Acquisition in June. The Quarterly Service Validation 

Reports have gone through three successful submission cycles to CMO. Working with 

requirements owners, J73 successfully completed the yearly Annual Portfolio of Services 

Reviews. During the last four years, these reviews have served as an effective assessment to 

ensure oversight and help capture efficiency targets for all the DLA Services Acquisition 

Portfolios requirements. The data collected at these reviews facilitated reporting of efficiencies 

as directed by the CMO and DLA has successfully met the 5% efficiencies target for the last 

three years. 

(b) Pricing: 

J7 has been engaged in several pricing-related tasks and events this year. 

Starting with the Department level, representatives from J72 and the MSCs were part of the DPC 

Sustainment Profit Policy Team which resulted in a DLA Pilot at DLA Aviation and DLA Land 
& Maritime. J72 also been a part of the DPC High Risk Pricing CADRE, which was stood up in 

response to the TransDigm audit and subsequent Congressional inquiries into the company’s 

business practices. J7 continues to provide the following reports to DPC: Truth In Negotiations 

Act (TINA)/Cost Accounting Standards (CAS) annual report for Congress, Undefinitized 

Contract Action semi-annual reports, and the new Other than Certified Cost and Pricing Data 

Refusal (which was initiated in response to the TransDigm audit). J7 also provides the Contract 

Audit Follow-Up semi-annual reports to DoDIG. 

This year J7, in collaboration with J6, rolled out the Enterprise Pricing 

Tool Suite for the buying and pricing community. Currently this Tool has over 1200 users. J72 

also continued its very successful partnership with Defense Acquisition University on the DLA 

Pricing Class, completing 28 classes with ~600 attendees. J72 sponsored the 5th Annual Pricing 

Summit with several MSC attendees, completed the Annual Price Trend for Automated and 

Manual Awards, and approved the Annual Inflationary Factor for the Automated System. Team 

members completed several Agency Management Reviews, STRATCON, and price escalation 

reviews as well, over 750 individual reviews with ~400 data sets.

All tasks in Strategic Plan Implementation Guide (SPIG) Objective 5.1.2 

Execute Enterprise Pricing Strategy and SPIG Objective 5.4.1 Execute Enterprise Pricing

Oversight were completed in accordance with the J7 Dynamic Operating Plan. J72 fully executed 

its 2019 pricing strategy, completing data analysis to isolated negative trends in pricing and 

develop mitigation strategies to address findings. J72 also developed and implemented updated 

policy/guidance to address findings. This year also brought a new collaborative relationship with 

Army pricing and we have engaged in several pricing data exchanges with them this year. 

(c) Market Intelligence: 

In support of industry engagement efforts and with the objective of using 

industry information to better inform the Agency’s acquisition strategies, J74, with support from 

the R&D Program Office, has established the Applied Market Intelligence in Defense 

Acquisition (AMIDA). The program objective is to enhance the Agency’s market intelligence 

capabilities and to bring the organization in line with industry best practices, both from a data 

collection and analysis perspective (technical), as well structurally within the organization. 

AMIDA’s technical component includes utilizing market data and software, report, and models, 

while the organizational approach includes the implementation of a hub and spoke model, 

employing market specialists at each of the MSCs, and ensuring industry partners have a “place 

at the table.”

A pilot with Subsistence has been underway since August 2018, with a 

planned completion of November 2019. In addition to shaping the AMIDA effort, the pilot 

results will document success stories and value added. It will also prototype a dashboard that 

integrates external market intelligence data sources with internal DLA data that will provide the 

acquisition community a centralized location to access data and perform supply chain-specific 
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analyses. DLA’s goal is to implement commercial supply chain AMIDA in 2020. In the interim a 

pilot with a non-commercial (i.e. hardware based) MSC is also planned. 

(d) Operation Agency Resolve:

Beginning in early June, J7 started convening a MSC and J6 working 

group to determine what criteria could be modified to facilitate Obligation Authority (OA) 

conservation. Various automated processes were adjusted to promote manual intervention 

capabilities allowing the selective funding of requirements to slow down the OA burn rate. 

Reporting tools were developed to assist in monitoring funding eligible requirements as well as 

ability to reprocess requirements that fail funding. J7 continued twice a week discussions during 

the remainder FY 19 to address hot issues and concerns. 

(e) Audit:

Audit activity continued to be a major focus area for J7 in FY 19, for both 

the J78 Audit and Process Excellence team, who oversaw the more Enterprise focused program 

management aspects of Audit, as well as J7 staff in all three J7 organizations, as they worked to 

develop, test and close audit findings within their respective functional areas.

In FY 19, J78 implemented and tracked Corrective Action Plans (CAPs) to 

correct the identified control weaknesses. There were a total of 128 J7 CAPs, covering General 

Fund (GF), Transaction Fund (TF), and Working Capital Fund (WCF) - which are led by J7, J3 

and J8. Of the 128 CAPs, 51 are targeted for completion by FY 19, 32 by FY 20, 44 by FY 21, 

and 1 by FY 22. Evaluation and testing for CAP closure will continue into FY 20.

J78 reestablished the Managers Internal Controls (MIC) Program in 

concert with the new Enterprise Risk Management (ERM)/Internal Control Program 

Management Office (PMO). The MICP will ensure efficient and effective management of 

government resources to protect against fraud, waste, and abuse. Development of the internal 

control infrastructure with the ERM/IC PMO Program Office will continue into FY 20. Some of 

the first actions for MICP were an assessment of risk to identify internal control vulnerabilities, 

appointments for Assessable Unit Managers (AUMs), Sub-Assessable Unit Managers (SAUMs), 

and the creation of risk control matrices.

The Military Interdepartmental Purchase Request (MIPRs) Program 

Management Office (PMO) responsibility was realigned from J75 to J78 when the J73 and J75 

divisions merged in January 2019. The MIPR PMO provided precise program policy, systemic 

oversight, training and audit compliance for over 700 users across the DLA enterprise that 

generated 7,100 line item reimbursable and assisted acquisition MIPR orders for a total of $2.4B. 

The Outbound MIPR Program Management Office (PMO) team successfully completed FY 19

with an 88 percent DLA aggregate enterprise EBS timeliness metric (historical milestone). The 

metric is a key performance indicator of the accuracy, velocity and completeness of MIPR order 

execution from MSC and J-Codes to Intragovernmental trading partners for goods and services 

in direct support of the DLA Warfighter Support mission. The MIPR PMO team has consistently 

improved this metric by 16 percent since FY17, through relentless customer engagement and 

confident of achieving the 95 percent enterprise goal for FY 20.
The MIPR Program Manager (PM) also actively participated in multiple 

DLA G-Invoicing Core team strategy meetings and training events in FY 19. As the P2P (DLA 

as buyer) lead, the MIPR PM provided extensive inputs and outputs regarding Enterprise 

Business System change requirements and facilitation of unique order requirements for Energy, 

Troop Support and Aviation. 

(f) Agency Management Reviews (AMRs): 

J7 continued to play an active and leading role in AMRs. In FY 19, J7 

supported AMRs at DLA Aviation and DLA Land and Maritime. The Acquisition review areas 

cover nine topics that fall within the Procure to Pay Enterprise Business Cycle Owner Annual 

Operating Review. J7 began supporting the DLA Acquisition led cross process review of Quality 

Notifications in the Supply Discrepancy Report process. Moving forward J7 will continue to 

work with DLA Logistics Operations to refine the program and links to Audit Readiness and 

Enterprise Risk Management.

(g) Senior Procurement Executive (SPE) Visits:

J7 continued its successful practice of conducting bi-annual visits by the 

DLA SPE, Mr. Beebe, with the HCA of each MSC and Contracting Activity. The visits provide 

Mr. Beebe an opportunity to engage with MSC acquisition teams on the three SPE “pillars” of 

Acquisition Workforce, Compliance and Strategic Acquisition. The visits, which generally last a 

day to a day in a half, include a workforce focus group comprised of acquisition personnel who 

have a chance to engage directly with the DLA SPE, presentations and active dialogue with 

SME’s for the activity’s compliance programs, and robust discussion with the activity’s senior 

leadership on their key strategic acquisition initiatives. The visits continue to be productive 

engagements, and provide a continuous feedback loop to strengthen the working relationship 

between HQ J7 and the field acquisition teams. 

(6) People & Culture

The J71 Acquisition Workforce Development Division’s mission is to provide 

plans, guidance, and direction to professionalize, manage, and sustain DLA’s 9000+ member 

AWF. FY 19 was an active year for the division as it worked various initiatives and programs to 

strengthen DLA’s capability to meet new and emerging requirements. 

At the end of FY 19, DLA AWF had a total of 9,082 members across 10 

acquisition career fields, all requiring professional certification and continuous learning. The 

largest populations are in Contracting/Purchasing (4,104), Life Cycle Logistics (3,198), and 

Production, Quality, and Manufacturing (1,039). Of this workforce, 242 positons are designated 

as Critical Acquisition Positions (CAPs) based on significant supervisory, managerial, or lead 
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acquisition responsibilities. Of those CAPs, DLA designated 21 as Key Leadership Positions 

(KLPs) having a significant level of responsibility and authority that is key to the success of a 

program or effort. These positions warrant special management attention and oversight for 

qualification and tenure requirements. 

J71 manages the Defense Acquisition Workforce Development Fund (DAWDF) 

for the Agency. Working with the MSCs and J-codes, the division ensures budget submission 

and execution to fund initiatives and activities that support the Agency’s strategic acquisition 

workforce goals. In FY 19, DLA executed 100 percent of its $6.4M budget, netting DLA a 21 

percent increase for FY 20 over the FY 19 baseline budget. 

DAWDF funding provided for the hiring and/or retention of 67 interns, ensuring a 

succession pipeline in key areas. Over the FY, DAWDF also funded advanced education classes, 

leadership training, career field/competency training, and professional conference/symposium 

attendance.

Targeted DAWDF also supported DLA’s Contracting Officer Warrant Program 

Summit and a Cost and Pricing Summit, including representatives from all MSCs. Discussions 

included current improvement opportunities, proficiency reviews, lessons learned from Agency 

Management Reviews, and MSC progress on Audit/Corrective Action Plan assignments. This 

forum enhanced DLA’s collective acquisition capability which directly impacts support to the 

warfighter and overall readiness. 

DAWDF funds also supported a major element of DLA’s Strong Partnerships 

LOE of the Strategic Plan. Two flagship industry-focused programs were offered to varying 

grade levels of DLA’s AWF - the University of Virginia “Insights into Industry” course and the 

University of North Carolina “Understanding the Government-Industry Relationship in 

Sustainment” course. The goal of both programs is to develop DLA acquisition and sustainment 

professionals who better understand industry performance drivers, financial and decision making 

processes, and incentive programs. Efforts to further expand DLA’s DAWDF program in FY 20

will increase opportunities for even greater participation.

Another major FY 19 workforce initiative was DLA’s participation in Talent 

Exchange Programs. Joining DoD Human Capital Initiative’s inaugural Public-Private Talent 

Exchange program, DLA’s first participant from DLA Troop Support spent five months with 

Deloitte, where he gained a better understanding of business operations and challenges and 

learned about innovative practices that stimulated change ideas for DLA. Shortly thereafter, 

DLA’s Training with Industry Program deployed an additional five DLA employees to FedEx, 

Microsoft, UPS, Amazon and Caterpillar. DLA’s AWF Development team is closely tracking the 

ROI as the attendees return, share what they’ve learned with others, and DLA management taps 

into their increased capabilities with more challenging assignments. 

J71 also partnered with J1 to leverage a Competency Assessment for the 

Contracting (GS 1102/1101C) Career Field. The survey assessed nine technical and three leader 

competencies. The 38% response rate identified skill gaps for focused training and/or hiring. In 

addition, J71 and J1 are working to create a career guide for the GS 1105 Purchasing Career 

Field to identify assignments, education, and training needed for growth and advancement via 

career paths. The guide will enable informed decision making necessary for effective recruitment 

and retention strategies, improved succession planning, and targeted workforce development 

strategies. 
(7) DLA Contracting Services Office (DCSO)

FY 19 represented another active year of supporting DLA business operations and 

providing contracting support to various external customers. Specific FY 19 Accomplishments 

included:

(a) 109,243 actions with more than $1.15B in obligations 

(b) Automation rate of 94 percent

(c) Maintained a Time to Award average of 90 percent compliance

(d) $623M+ in Small Business obligations, obligation rate of 56.6 percent

against a 44 percent goal, exceeded goals.

(e) 85.6 percent in competed dollars, exceeding 82 percent competition 

goal for FY 19

(f) AbilityOne obligations of $29.5M 

(g) Held a DLA J6 Enterprise Technology Services Industry Day on Nov 

15, 2018 with 63 vendors

(h) Held an Automated Fuel Handling Equipment Energy Automation 

Operational Technology Sustainment Industry Day 6-7 Feb 2019 with 7 vendors

Significant actions from DCSO’s operational sites included:

(a) Through Jul 31, 2019, the DCSO Philadelphia (DCSO-P) office 

awarded 45 task orders against the JETS multiple award Indefinite Delivery Indefinite Quantity 

(IDIQ) contract. Total awards amounts exceeded $258M. Including post-award actions, DCSO-P 

obligated over $285M against the JETS IDIQs in FY 19. One of the requirements competed 

through JETS was for the Enterprise Service Delivery (ESD) requirement, which resulted in two 

task orders valued at over $79M for a three-year period. ESD includes the management of 

customer relationships and IT customer service to DLA and Non-DLA users worldwide. The 

successful awardees, General Dynamics Information Technology and TekSynap proposed an 

innovative solution to traditional help desk services through the use artificial intelligence 

software.

(b) The DCSO Richmond (DCSO-R) office re-competed the DLA 

Wireless contract utilizing the Navy’s “Best in Class” Spiral 3 IDIQ for the first time. 

Historically, DLA wireless contracts have been awarded to two carriers, each on a sole source 

basis due to “perceived” coverage area and existing equipment. The Spiral 3 contract requires 

that wireless be competed among all 3 IDIQ holders. As a result of competition under Spiral 3, a 

single DLA wireless award was made at a price of $3.4M, approximately $3.6M below the 

Government estimate which was based on historical pricing. 

(c) In accordance with the inter-service support agreement between DCSO 

and the Defense Contract Audit Agency (DCAA), DCSO-R awarded a new IT operation & 
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maintenance contract for the entire DCAA enterprise to include 5K+ employees at over 100 

locations worldwide. The contract was awarded directly to Creative IT Solutions LLC., an 8(a) 

native tribal enterprise, to include a one-year base period and one-year option period totaling 

$21M. Extensive market research and negotiation efforts, resulted in a realized savings of $1M

(4.7 percent negotiated reduction in price) to the DCAA. The contract was awarded on time, 

preventing a lapse in service or unnecessary extension to the current contract (awarded and 

managed by GSA), and resulted in a contractor turnover period with minimal discrepancies and 

no degradation in service to DCAA.

(d) The DCSO Columbus (DCSO-C) office awarded three multiple-award 

IDIQ contracts for Automated Fuel Systems Installation (AFSI) in support of DLA J62 Energy 

Applications requirements transitioning from the Naval Information Warfare Systems Command, 

formerly the Space and Naval Warfare Systems Command. The IDIQs will award approximately 

$93M over the next five years. This contract will support the DLA worldwide mission to provide 

petroleum and related support worldwide to include installation, integration, logistics, 

maintenance and life-cycle management and technical support. Proposals were received from 

three vendors who were all found technically acceptable and awarded a contract. 

(8) DLA Strategic Materials

DLA Strategic Materials’ FY 19 activities supported the organization’s mission to 

decrease and preclude dependence upon foreign sources or single points of failure for strategic 

materials in times of national emergency. Examples of accomplishments supporting that mission 

include:

(a) Developed and Submitted the FY 19 Congressional Report on Strategic 

and Critical Material Requirements (over 140 materials reviewed).

(b) Development and Submission of FY 19 Operations & Planning Report.

(c) Achieved Small Business and Competition goals set by DLA for 

Strategic Materials for acquisition actions; maintained Small Business and Competition 

information for sales actions. 

(d) Maintained 90 percent or better GPC compliance for entire FY 19.

(e) Held successful Industry Day this year at the George Mason PTAC to 

expand and educate supplier base.

(f) Corrected 100 percent Agency Management Review FY 18 Notice of 

Findings and Recommendations.

(g) Executed R&D program for Li Ion Recycling.

(h) Planned and Pursued Strategic Energetics Reserve in partnership with 

Army PEO and OSD/Industry Policy. 

(i) Completed programmatic and facility upgrades for Nuclear Regulatory 

Commission (NRC) compliant radiological storage at Scotia, NY. 

(j) Initiated new material inspection requirements within current 

inspection program. Performed re-verification of material weights in support of audit 

advancement. 
(k) Completed all sales for High Carbon Ferromanganese from Lordstown, 

OH, removed all remaining material, completed environmental conformational site testing, 

ended the current lease September 30, 2019.

Every year, Strategic Materials must deliver several congressionally mandated 

reports. These reports have repeatedly proven valuable to not only standard stakeholders, but 

other senior level DoD activities, and were routinely referenced by senior government officials 

and used as a source to address media inquiries related to increased interest in Rare Earth 

Elements. FY 19 saw the merger of the Operations Report and Annual Materials Plan, resulting 

in greater efficiency. The Requirements Report was expanded to include additional materials on 

the initial watch list, resulting in a more comprehensive report, identifying additional at risk 

materials and offering proposed solutions.

A major initiative in FY 19 was the proposal for a Strategic Energetics Reserve 

(SER). This was a coordinated effort with PEO Ammo and OUSD IP to establish a SER due to 

capacity and supply issues for critical energetics produced at Holston Army Ammunition Plant. 

DLA is pursuing a small scale $10M SER acquisition for FY 20 using emergency acquisition 

authorities and will pursue $250M in authority and appropriations for FY 22. This funding buys 

approximately 52K munitions. The DLA-SM issue paper requesting these funds was denied in 

both FY 20 and FY 21 and plans are under way to resubmit for FY 22.

The Material Management Directorate provided oversight of all activities related 

to receipt and storage of approximately 1.3B pounds of National Defense Stockpile inventory. 

Strategic Materials managed receiving and shipping of material (including management of 

hazardous materials), transportation, safety and health at staffed locations, ensured 

environmental stewardship programs at inventory storage locations, repackaged mercury in 

Hawthorne, Nevada, and made significant progress on an environmental remediation project in 

Somerville, New Jersey. Storage facility improvements included: installation of a parking lot in 

Hawthorne, Nevada; fire suppression and high efficiency lighting upgrades (to reduce energy 

costs and increase safety) in Hammond, Indiana; upgraded intrusion detection systems in 

Hammond, Indiana and Scotia, New York; creation of a secure contained storage area in Scotia, 

New York for low level radioactive materials; initiation of a Nuclear Regulatory License and 

creation of a radiological dosimetry program to meet regulations and protect the safety and 

health of employees. 

Material upgrades were completed to ensure inventory met DoD requirements 

and specifications for tin and germanium. Strategic Materials reclaimed 240K pounds of cleaned 

and sorted nickel-based super alloys and accumulated an additional 950K pounds to be processed 

in 2019 & 2020, returning high dollar government excess material back to DoD.

Strategic Materials initiated environmental remediation clean-up at its former 

Somerville Depot, a site used to store Stockpile materials including chromite, zinc, aluminum, 

lead, ferrochrome, bauxite, and mercury. The clean represents a major accomplishment for 

Strategic Materials, addressing all contamination of concern in the soil and groundwater from 
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previous activities. The end result of remediation will be the conversion of this contaminated site 

into one that is uncontaminated and can be productive again. The remediation builds off work 

done in previous years, when Strategic Materials conducted environmental investigations to 

identify the types and amounts of contaminants in the soil, groundwater, surface water, and 

sediment contamination. Overall this project will clean approximately 25 acres of contaminated 

soils and sediments, and clean the groundwater. The remediation activities will be complete in 

FY 20.to a year working 

DLA Strategic Materials awarded contracts for the acquisition of boron carbide, 

electrolytic manganese metal, and completed the strategic acquisition of tantalum. Research and 

development into the development and qualification of domestic sources resulted in approval of 

studies of antimony trisulfide, potassium hydroxide for use as a coolant and pH control in 

nuclear reactors and substitute ablative materials substitute for carbonizable rayon fiber. The 

Strategic Materials Recovery and Reuse Program (SMRRP) concluded another successful year 

of operations with anticipation of further expansion of these services. The ability to reclaim 

strategic materials at reduced cost and return to the domestic industrial base has economic, 

environmental and security benefits. Recycling strategic materials from end-of-life Government 

items furthered the recovery and moved toward processing of germanium from thermal infrared 

optical equipment and specialized high-temperature and lightweight, high-strength alloys from 

jet engines. Sales programs were conducted for materials such as metallic chromium, 

ferromanganese, ferrochrome and tungsten ores and concentrates for the disposal of excess 

materials.

In addition to daily operations, audit sustainment and support was a major focus 

area. Strategic Materials completed 100 percent inventory inspections and three-dimensional 

surveys, with volume and weight calculations, of all bulk materials; in-depth re-verification of 46 

active commodities, and the development of a roll-forward inventory process to further validate 

material inventory accuracy.
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Defense Logistics Agency

DLA Finance (J8) 

Fiscal Year 2019 (FY14) Annual Historical Report
1. Introduction.

The DLA J8 organization served as the principal advisor to the Director and was the primary 

advocate for the Agency when working with the Office of the Secretary of Defense 

(Comptroller) and the Office of Management and Budget. J8 provided Financial Management 

expertise and intellectual capital to DLA to facilitate meeting DoD’s mission requirements. The 

organization performed the full spectrum of financial management services to include 

accounting, budget, audit remediation and sustainment, process management, process health, 

financial policy, and human performance and strategic planning for its workforce. DLA Finance 

operated with integrity and accountability in a cost-conscious culture and maintained strong, 

agile relationships with its internal and external partners while upholding its fiduciary 

responsibility to the taxpayer.

J8 is headquartered at Ft. Belvoir, VA. The HQ Staff Directors report directly to the DLA Deputy 

CFO. J8 also has offices located at the Major Subordinate Commands (MSCs) and those offices 

are named to coincide with the Supply Chain or Activity they support; (e.g., DLA Finance Troop 

Support or DLA Finance Distribution). The MSC Comptrollers report directly to the DLA CFO. 

Each Major Subordinate Command office follows a basic organizational framework that 

mirrored their HQ counterpart with separate Accounting, Resource Management, Process 

Management and Process Health Divisions who report directly to the site Comptroller. In late FY 

19, in order to manage DWCF cash balances, DLA Finance purposely paused specific hiring 

actions to enable under-execution of resources and continues to control and manage the use of 

overtime, compensatory time and travel

a. Key Accomplishments:

(1) Obtained and managed approximately $45B in resources (obligations 

incurred in three funds: Defense Wide Working Capital Fund, General Fund and Transaction 

Fund) to support the DLA mission which generated $43B in revenue

(2) Developed Cash Management strategy to maintain DWWCF solvency

(3) Continued Audit Engagement and Remediation efforts

(4) Continued financial transformation efforts 

(5) Obtained resources and funding for additional finance personnel in 

support of the audit

(6) Acted as the lead for DLA and for the Department of Defense with 

Treasury in G-Invoicing implementation using innovative solutions and robotic technology

(7) Performed daily cash monitoring focusing on shorter cycle times 

between material purchases and sales

(8) Proposed changes to legislation (10 USC 2208); lifting a $1B cap for 

advances
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(9) Established a Posting Logic Team as a strategic audit initiative with the 

objective of identifying posting logic deficiencies, designing corrective action plans, and 

submitting requests for changes in the Enterprise Business System (EBS), and/or policy drafts 

for procedural modifications to remediate deficits and achieve compliance with Generally 

Accepted Accounting Principles 

(10) Participated with the Real Property Task Force to validate asset values within 

the financial system of record (EBS)

(11)Supported Federal Emergency Management Agency (FEMA) for Hurricane 

Florence and Typhoon Yutu, and other DOD contingency operations 

(12) Coordinated the initiation of Excess, Obsolete and Unserviceable (EOU) 

inventory posting logic development, organizing the effort into multiple phases to include EOU 

inventory posting, revenue transactions, and budgetary considerations 

(13) Provided financial guidance and support for the implementation of DLA 

Disposition Services Headquarters Realignment, Network Optimization, and Roll-Back of D2 

(between DLA Disposition and DLA Distribution Services) 

(14) Corrected employee access to the financial system to ensure appropriate 

segregation of duties

(15) Led the change in Office of Secretary of Defense guidance for useful life and 

capitalization threshold required creation of new asset classes in EBS

(16) Participated in Enterprise Transparency Reform initiatives

(17) Developed a new pricing inquiry tool

(18) Advanced audit support; developed 133 corrective action plans 

associated with 89 Notices of Findings and Recommendations related to the FY 2018 

financial statement audit

2. Organization.

J8 continued operating as a virtual enterprise throughout FY 19. The CFO recognized the need to 

transform the DLA Finance organization to a high performance entity capable of sustaining 

accurate and reliable financial reporting and clean audit opinions, providing consistently high 

accounting and financial performance that met or exceeded DLA stakeholder expectations while

operating with high standards for efficiency and financial effectiveness. Financial transformation 

was guided by leadership vision and commitment around nine key areas: financial reporting, 

accountability, audit findings/remediation, internal controls, risk management, human capital, 

performance management and process management. The CFO recognized that the transformation 

process was a long-term commitment and one that would take years to accomplish, with top 

priority given to remediating deficiencies identified by financial statement audits performed by 

Ernest and Young, an Independent Public Accounting firm. For FY 19, the DLA Finance 

organization was authorized 768 positions. DLA received disclaimers of opinion for all three 

funds for consecutive years, FY 2017, FY 2018 and FY 19. 
With the assistance of Klynveld Peat Marwick Goerdeler advisors, DLA Finance restructured 

their operations to improve management’s span of control and operational capabilities, skills 

mix, support to the supply chain customer base, balance workload equitably, meet audit 

objectives, limit risk, and reduce costs. They were organized into three distinct processes, 

Accounting, Resource Management and Process Management. Risk Management and Process 

Health, in support of A 123 and audit, were also core competencies. This re-alignment:

a. Addressed staffing shortages; improved training and skill sets; evaluated positions, 

reviewed grade structures, aligned duties, and job roles; strengthened the use of the performance 

management system, and improved opportunities for employee professional development and 

growth

b. Improved financial and accounting processes with primary emphasis on remediating 

deficiencies cited by the auditor in the areas of policies, procedures, and internal control; 

developed policy and procedures to ensure consistency in approach in order to improve entity 

level controls

c. Focused on new tools and technology such as an automated budgeting tool, daily cash 

management, site specific trial balances and artificial intelligence.

d. Provided a governance structure to provide better communication, guidance, support 

and consistent decisions to the finance managers and their workforce.
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3. Key Personnel:

a. Overview:

Consistent with the DLA Strategy, DLA Finance upheld the DLA Director’s commitment 

to develop leaders, resource the Enterprise, manage the talent, fortify the culture, reward 

performance and build connections. In FY 19, DLA Finance promoted 81 employees, almost 13 

percent of the total staff. The DoD recently started a Financial Management (FM) strong, trained, 

agile and ready (STAR) Program that aligns with the Department’s Strategic plan. This program 

aims to increase the organizational effectiveness of the DoD organizations involved through 

exposure to best practices and alternate FM solutions. DLA Finance had four participants in this 

program. The benefits of the program are fourfold: 

(1) Deliver a deeper understanding of what it means to be a professional member 

of the DoD FM workforce, and gain a greater appreciation of the implications and impacts of FM 

work.

(2) Reinforce the important roles that FM civilians have in inspiring meaningful 

contributions to the team and fostering a more effective workplace.

(3) Encourage civilians to proactively engage in career development through 

focused professional development opportunities that provide new possibilities, new knowledge, 

and new skill areas. 

(4) Enhance retention of staff and nurture participants’ skills by consistently and 

actively promoting professional development opportunities.

b. The CFO and DCFO:

The DLA Finance organization was headed by two Senior Executive Service officials: 

Ms. Gretchen V. Anderson, the CFO and Ms. Jean Cox, the Deputy CFO. Both executives 

retired in FY 19 after a two year tenure. During their time, they (1) served as the lead 

spokesperson on all DLA financial management matters, (2) maintained effective financial 

management and control for the DLA enterprise, (3) assured DLA compliance with federal 

financial management laws and regulations and DOD financial regulations, (4) assured the 

availability of budgetary resources necessary to perform DLA’S mission, (5) assured that agency 

funds were managed and controlled in accordance with federal laws and regulations and DOD

financial regulations, (6) assured DLA’S annual financial statement reports were produced, (7) 

directed the administration of agency financial management, operations, reporting, and 

compliance functions, (8) acted as the agency’s financial management process owner, assuring 

that financial systems and processes were effective, efficient, and compliant with federal laws 

and regulations and DOD financial regulations, (9) determined financial mission resource 

requirements and efficient allocation of resources, and (10) managed and administered office of 

management and budget (OMB) circular A-136 requirements for financial reporting.
c. HQ Staff Directors:

Staff Director, Human Capital Office (J8H), Mr. Steve Turley, developed 

and maintained the J8 Human Capital Strategy and Plan, provided CFO 

communications support, maintained and coordinated J8 education and 

training requirements, coordinated J8 recruitment, retention, and hiring 

activities and served as J8’s Culture champion.

Accounting Officer, Ms. Karen-Opie-Toler and Mr. Joe Wilburn

The Accounting Officer role was performed by Ms. Karen Opie-Toler and Mr. 

Joe Wilburn throughout 2019. Ms. Opie-Toler was selected to participate in the 

DoD STAR Program and was assigned to the Office of Under Secretary of 

Defense Comptroller for a six month period. Mr. Joseph Wilburn performed in 

this role for most of FY 19. The Accounting Officer directed the administration 

of enterprise accounting, financial reporting, financial analysis, and 

headquarters accounting operations. He provided executive advisory and 

analytical support to DLA/ J8 senior leadership, maintained Defense Finance Accounting Service

Mission Work Agreement (MWA) and performs MWA compliance monitoring and Key 

Performance Indicators and process metrics for accounting operations and financial reporting. 

Staff Director, Financial Policy, Mr. Michael Witsman developed, issued, 

and updated policy relating to financial operations and reporting, provided 

centralized J8 policy interpretation and guidance and coordinated policy 

guidance implementation with other J codes. During the 3rd quarter in FY 19, 

the Policy Office began reporting directly to the DCFO versus the Accounting 

Officer.

Staff Director, HQ Operation Accounting Division (J81), Ms. Joy Stith

performed accounting analysis and financial reporting for DLA HQ programs, 

and maintained the accuracy of HQ EBS accounting information for three 

Funds: Working Capital Fund, General Funds and Transaction Fund. Ms. Stith 

was also responsible for the Accounting operations for all HQ staff offices and 

for funds management for the DLA.
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Staff Director, Enterprise Accounting Division (J82), Mr. Jason Buys 

managed and performed DLA enterprise-wide accounting analysis and EBS 

trial balance management to assure the integrity of DLA financial reporting, 

reviewed and validated DLA reports prepared by DFAS, performed tri-annual 

review analysis and reporting, prepared EBS journal vouchers, provided 

financial accounting operational guidance, and developed and implemented 

standard process for the Agency regarding trial balance management

Staff Director, Business Financial Operations and Analysis Division (J83), 

Mr. Kevin Abney managed and coordinated DLA’s Planning, Programming, 

Budget, and Execution (PPBE) process and budget reporting for the DefenseWide Working Capital Fund, provided financial support for Material Supply 

Chains and Energy, developed and defended cost recovery rates and pricing, 

and administered DWWCF cash account and performed cash management.

Staff Director, Governance and Risk Management Division (J84), Ms. Billie 

Sue Goff provided leadership and compliance with OMB Circular A-123, 

provided program management for DLA’s A-123, Enterprise Risk Management 

(ERM) and the Manager’s Internal Control Program Requirements, served as 

Governance Risk and Compliance (GRC) Program Manager, and participated 

on the team to determine placement of the Enterprise Risk Management 

program. In late 2019, the Enterprise Risk Management function transferred to 

the DLA Chief of Staff.

Staff Director, Financial Reporting Division (J85), Ms. Lori Smith managed 

and coordinated DLA’s financial statement analysis and reporting 

responsibilities and produces auditable financial statements, reviewed and 

validated financial statements, prepared the Annual Financial Report (AFR), 

coordinated and oversaw DFAS Defense Departmental Reporting System 

(DDRS), and monitored financial reporting tasks performed by DFAS on behalf 

of DLA in accordance with the DFAS/DLA MWA.

Staff Director, Enterprise Operations Division (J86), Ms. Stephanie 

Wright. Ms. Wright was also the acting Deputy CFO between May –

July 2019. Managed and coordinated DLA’s Planning, Programming, Budget 

and Execution process and budget reporting for the Operationalized Activities, 

DLA Strategic Materials, DLA General Funds, and the Capital Investment 

Program, provided financial and resource management support for 

Information Operations accounts, to include Document Services Business 

Area, and developed information on DLA Strategic Materials sales program, 
operations budget and cash flow to House and Senate Armed Committee staffs in concert with 

DLA Legislative Affairs.

Staff Director, Financial Systems and Data Division (J88), Ms. Joy 

Adams provided financial information services and assures that DLA 

financial systems and processes perform optimally to produce reliable 

financial information and reporting, managed financial system job roles and 

access, developed, maintained, and reported DLA’s financial system strategy 

and plan for achieving FFMIA compliance, provided financial data 

governance and integrity, developed and implemented J8 business and 

financial tools, and managed and coordinated EBS master data management 

responsibilities.

Staff Director, Process Health Division (J89), Ms. Monica Harrigan

managed and coordinated DLA’s financial compliance and audit response 

functions for accurate and reliable financial statement reporting and 

operational effectiveness, performed compliance reviews with Federal, DoD, 

and DLA policies and regulations, as necessary, managed and coordinated J8 

FRM program requirements, reviewed and validated Corrective Action Plan 

(CAP) remediation, monitored and reported the status of DLA’s financial 

statement audit findings (e.g., Notice of Findings and Recommendations), and 

coordinated, facilitated and supported J8 Process Cycle Integrator (PCI) 

responsibilities. In FY 19, Ms. Harrigan supported the Audit Task Force. 

d. MSC Comptrollers

(J8 Finance Disposition/Battle Creek, Michigan), J8 Finance Land and Maritime (Columbus, 

Oh), J8 Finance Energy (Ft. Belvoir, VA), J8 Finance Distribution (New Cumberland, PA), J8 

Finance Troop Support (Philadelphia, PA) and J8 Finance Aviation (Richmond, VA). 

(1) The duties of an MSC Comptroller included:

(a) Provide financial management and control in support of MSC 

programs and stakeholder mission requirements.

(b) Administer the DLA Planning, Programming, Budgeting System for 

their supported Command.

(c) Prepare, formulate, justify and execute the DWWCF budget for the 

MSC/SC supported.

(d) Present, justify and support J83’s defense of the budget estimates at 

budget hearings conducted by DLA, OSD and OMB.
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(e) Implement DLA policy for standard pricing. Establish cost recovery 

rates, develop sales estimates and materiel obligation requirements.

(f) Ensure timely and accurate recording of accounting transactions in 

accordance with financial reporting requirements.

(g) Maintain accuracy of accounting information.

(h) Perform oversight of accounting services provided by DFAS.

(i) Serve as the MSC/SC J8 Subject Matter Expert (SME) on financial 

process health matters.

(j) Perform ongoing analysis of MSC/SC reporting requirements and 

effectiveness of internal controls.

(k) Serve as the MSC/SC J8 SME on financial system and process 

management matters.

(l) Ensure MSC/SC accounting and financial systems functional processes 

are integrated and perform as required.

(m) Provide support to MSC J8 financial offices on financial data 

validation and analysis issues and document requirements for CAPs/RFCs.

(n) Perform analysis and reconciliations of accounts.

(o) Participate in the DWWCF management of cash and cash conservation 

plans.

(p) Implement funds holder policy

WARFIGHTER FIRST

J8 MSC Leadership

DLA Finance 

Director

Ms. Gretchen Anderson

Director, DLA Finance

Disposition Services

Ms. Isaac Stanley

Director, DLA Finance 

Troop Support

Ms. Barbara Curran

Director, DLA Finance 

Aviation

Mr. Charles Smith

Director, DLA Finance

Energy

Mr. Richard Sninsky

Director, DLA Finance

Distribution

Mr. Charlton Albright

Director, DLA Finance 

Land & Maritime

Mr. William Pascol

DLA Finance 

Director

Mr. John Arthur (Art) Hagler

Incoming CFO 

(July 2019)
e. Leadership Culture: 

DLA Finance continued to have a strong culture as depicted in the Denison survey! 

Maintaining a positive culture and atmosphere is critical to DLA’s core beliefs and values. J8 

Leadership’s goal was to ensure they created a positive work culture for all employees. J8 

continued to use their Human Capital Advisory Group which played a major role in the positive 

survey results. They implemented recruitment and retention ideas to ensure a balanced 

workforce. They assisted the CFO in developing multi-functional financial specialists who 

understand business events that drive financial outcomes, created a communication plan and 

guidebook to facilitate knowledge transfer, standardized processes and consistent messages, 

implemented fair and equitable J8 Human Capital Policies and ensured consistency in measuring 

job performance and rewarding employees. 

In FY 19, a new group, the Fresh Focus Group, was formed to engage in knowledge 

sharing and innovate resources for current and future initiatives such as professional 

development, networking, and retention for all DLA J8 personnel. The focus was on key factors 

that align with the J8 Culture Action Plan: Communication, Skills, Tools, and Empowerment. 

They brainstormed ideas on cost-effective and interactive communication tools. Also during this 

year, the MSC Comptroller at Land/Maritime, instituted a DLA Financial Community Culture 

Action Plan to develop leaders, resource the Enterprise, manage the talent, fortify the culture, 

perform and reward, and build connections. The plan leveraged DoD STARS program 

opportunities for DLA Financial Community potential leaders and brought a J8 Fresh Focus 

Group to engage in knowledge sharing and innovate resources for current and future professional 

development, networking, and retention initiatives.

Conducting Town Halls and Manager meetings to communicate vision, mission, values, 

and long term goals was an integral part of their strategy. DLA Finance also has participants in 

the DoD FM certification program with 100 percent of their staff certified within the required 

timeframe. DLA Finance also had their own organization specific mentor program. This program

provided finance leaders with an enhanced competency base, built collective knowledge, aided 

in recruitment of high caliber talent, strengthened retention by providing an avenue for investing 

in a highly qualified, skilled workforce, fostered a cost-effective learning environment and 

promoted more inclusive management practices.

4. Total Personnel: 

DLA Finance has requested additional resources to meet their transformation objectives. DLA 

Finance has authorized strength of 768 positions. However, the CFO and DCFO have 

strategically paused specific hiring actions to ensure they are well positioned to meet the 

Director’s cost recovery rate strategy and to meet the cost management actions directed by the 

Defense Wide Review. At the end of FY 19, DLA Finance had 642 employees on-board with a 
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222

total of 584 Full Time Equivalents. Included below are the J8 resources by location across the 

CONUS.

WARFIGHTER FIRST 1

J8 Demographics

Philadelphia, PA (102)

Fort Belvoir, VA (228)

Battle Creek, MI (44) Columbus, OH (82)

San Antonio (30)

New Cumberland, PA (72)

Richmond, VA (66)

Falls Church, VA (1)

Great Lakes, IL (3)

Jacksonville, FL (1)

Jupiter, FL (1)

Portsmouth, VA (1)

Norfolk, VA (1)

Pearl Harbor, HI (1)

Pensacola, FL (5)

Tinker AFB, OH (1)

Wright-Patterson AFB, OH (3)

5. Historical Narrative:

DLA Finance played an important part in supporting the Director’s Strategic goals and five lines 

of effort. The J8 Director, as the CFO for the Agency, holds the responsibility for cash 

management. Throughout FY 19 DLA addressed the changes in the balance resulting from 

continued downward pressure related to readiness investments, fuel prices and other 

circumstances and implemented cash conservation measures to stabilize the DWWCF. Such 

measures included curtailing travel, training, overtime and compensatory time. More significant 

actions were also imposed such as lengthening payment time to their vendors. Other cash 

mitigation strategies (filling customer orders, funding orders that had short financial lead times, 

and reviewing suspended stock) were also applied. 

a. Warfighter First: 

(1) Objective 1.4: Predictive Technology

(a) Initiative 1.4.1 – We increased the use of automated financial systems, 

tools, and applications to reduce cost, increase ability to attain and maintain DLA audit-readiness 

and increase productivity. 
(b) Initiative 1.4.2 – Developed flexible pricing options that allow 

customers to choose the level of performance and service that best meets their operational and 

affordability requirements. 

b. Always Accountable: Assured Supply Chain, Financial, and Process Excellence

(1) Objective 5.1: Cost Consciousness

(a) Initiative 5.1.3 – Put in place an improved cost savings/performance 

tracking process by the end of FY 19 to ensure monitoring and validation of savings and 

programmed cost avoidance reductions in execution. 

Initiative 

(b) 5.1.4 Provided organizational financial incentive ideas.

(c) Initiative 5.1.6 – Developed a cadre of financial analyst, trained in the 

latest cost analysis techniques, to analyze Agency business cases, examine business trends, 

forecast future business events, and benchmark business factors against private industry. 

Strengthened organizational capabilities in the area of cost management 

and cost analytics. Fifteen managers/analysts completed coursework over 18 weeks headed by 

Dr. Dale Geiger, renowned author and educator on governmental cost management, case studies, 

and after action reviews. Techniques and lessons learned helped improve cost consciousness, 

cost identification, and cost allocation across DLA activities. By further understanding cost 

relationships, DLA was better positioned to further reduce costs and achieve savings. 

(2) Objective 5.2: Auditability

(a) Initiative 5.2.2 – Comprehensive Financial Performance Analysis and 

Advice

On October 1, 2018, the Fund Control Instruction, DLAI 7200.01, 

instituted Agency-wide policy concerning the execution of DLA Working Capital Fund 

operations funding. The policy assigned roles and responsibilities to senior management, Fund 

Holders and their J8 Resource Managers. The instruction provides specifics as to the necessary 

documentation and mandatory training. As a part of this initiative, a central Fund Holder 

repository has been created to house the required documentation. The repository will be used as 

the Agency source for verification of legally appointed Fund Holders. Currently, J7 and J1 are 

using the repository for their programs that require Fund Holder verification. A Fund Holder 

Standard Operating Procedure is currently in development. Training was also developed.
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(3) Objective 5.4: Mitigate Risks: 

(a) Initiative 5.4.2 –Provided oversight and guidance for standardized risk 

management framework. Assessed, mitigated, and validated risks across the enterprise, to 

include resiliency and redundancy measures. 

During 2019, J8 communicated with OSD Enterprise Risk Management 

group, gathering the most updated DoD policies on risk management. Through a standardized 

risk management framework, consistent and effective risk identification, and risk mitigation, 

DLA ensured world-class logistical support to our customers. J8 used the Enterprise Risk Profile 

to identify and assess current and potential risks relating to DLA’s mission. Through risk 

assessments, DLA developed mitigation plans to manage potential negative impacts to support 

operations. Also performed a Risk and Internal Control Assessment of the GE Supplier Initiated 

Orders (SIO) agreement at DLA Aviation. 

c. Achievements and Milestones 

(1) Transformation: 

(a) Implemented General Order 5-18 which restructured management roles 

and responsibilities at HQ and MSC levels.

(b) Established CFO financial improvement priorities in accordance with 

audit findings, OSD Comptroller goals and objectives, and DLA Director strategic plan and 

directions. 

(c) Established top priorities: Posting Logic, the Agency Financial Report, 

Transaction Fund, and Cash Management. 

(d) Completed an operational review of each J8 accounting and finance 

office to document gaps in capabilities and performance.

(e) Continued to hire and train our workforce to perform their job roles in 

accordance with the General Order missions and responsibilities.

(f) Achieved our staffing plan requirements as documented through the 

Business Case Analysis (BCA) and audit discoveries.

(g) Updated our job roles in accordance with current duties and 

responsibilities and implement role based training.

(h) Standardized our position descriptions and classifications across J8 

offices and sites.

(i) Enhanced our accounting and business process analyst competencies 

and skillsets.

(j) Developed and implemented financial policies and procedures in 

accordance with audit findings.

(k) Continued to remediate financial systems deficiencies which limit 

essential account reconciliation and analysis at the enterprise, MSC/Supply Chain, and fund 

levels.
(l)Addressed deficiencies in producing complete Trial Balance 

information at the MSC/Supply Chain level. 

(m) Explored the use of robotics to automate simple, repetitive processes. 

(n) Developed improved financial and accounting analysis tools for our 

workforce. 

(o) Produced General Ledger Account Code (GLAC) analysis tools and 

quick reference guides to facilitate accounting analysis and reconciliation.

(p) Enhanced Financial Analytics and Metrics functionality to provide 

additional data visualization and metrics analysis. 

(q) Implemented enterprise and financial risk management processes that 

comply with OMB Circular A-123 requirements.

(r) Expected increases in controls testing were addressed through financial 

risk management guidance to the process health community at HQ and MSC levels.

Prioritized financial improvement efforts to achieve audited financial statements for the 

Transaction Fund.

(s) Continued to take action to improve the accuracy of our cash balances 

and inventory valuation for the strategic materials GLACs and financial reporting.

Developed corrective action plans for audit NFRs within OSD guidance and prescribed 

timeframes.

(t) Implemented the updated DFAS Mission Work Agreement to 

strengthen collaboration and monitoring of the reimbursable financial support.

(u) Improved our information and knowledge management repositories to 

support audit advancement and A-123 requirements.

(v) Implemented a plan of action to remediate accounting backlogs and 

achieve/sustain accurate beginning GLAC balances.

(w) Assessed internal control deficiencies that drive accounting backlogs 

and unsupportable beginning balances.

(x) Developed and executed corrective action plans to remediate internal 

control deficiencies.

(y) Collaborated with enterprise business cycle owners to remediate 

internal control deficiencies in our financial system feeders and interfaces.

(z) Applied temporary resources as necessary to eliminate backlogs and 

unsupportable balances once the corrective action plans have been tested and verified to be 

effective.

(aa) Strengthened communications and teamwork between HQ and MSC 

financial offices

(bb) Developed Agency Management Review process documents to

conduct J8 reviews of Fiscal Year End Close process and the Management of Cash process. 

(cc) Conducted Agency Management Reviews at DLA Aviation and DLA 

Land and Maritime reviewing scoped business processes. 
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(dd) Published policy to identify, report and investigate a potential Ant 

deficiency Act violation. 

(ee) Developed a DLA Fraud Risk Management training for DLA J8 

employees in November, 2018. As a basis for this training, J84 conducted a Fraud Risk 

assessment which utilized the American Institute of Certified Public Accountants (AICPA) audit 

standard (AU-C) section 240.04 criteria to identify any additional actions to build a more robust 

fraud risk awareness capability in DLA. 

(2) Process Management:

(a) Plan to Stock (P2S) business cycle support:

i. Performed all database coding and data maintenance for the 

DLA Inventory Reconciliation for Inventory Stock on Hand General Ledger Account to improve 

DLA’s Inventory reconciliation capabilities. 

ii. Lead the EBS to Distribution Working group who continued to 

look at ways to improve the EBS to Distribution reconciliation. 

(b) Enhanced the Enterprise QFAR (Quarterly Financial Analysis Report).

Managed and coded an Enterprise QFAR rollout at the end of 2018. Continued to provide 

support and improvements. 

(c) Continued development for Financial Analytics and Metrics, including 

Customer Statements and a Fund view; and implemented new functionality, including the 

Scorecard which gave the MSCs the ability to track progress at a high level month to month.

(d) Managed and distributed the Standing Priority List to numerous DLA 

J8 representatives.

(e) Identified transactions that were included in certain Job Descriptions 

(JDs) and provided updates as to where J88 stood with Segregation of Duties (SOD) evaluations 

of the proposed new EBS accesses.

(f) Ran complete Government Risk and Compliance (GRC) simulations. 

(g) Worked with the Eliminations Team, J8 on the effort for customer 

master clean up. As a direct result, eliminations variances have been reduced by over $100M.

(h) Acted as the Project Lead/Product Owner a systems change that 

increased the volume of collection postings and created a new interface for just disbursements. 

(i) Obtained/reconciled transaction populations for high priority general

ledger accounts.

(j) Implemented key reconciliations with 5 critical reconciliations still in

process to uphold audit advancement.

(k) Represented DLA J8 on the Real Property upgrade contract with SAP.

(l) Established the automated interface from the Enterprise Business 

System to the Defense Repository for Common Enterprise Data.

(m) Provided significant analytical support to develop a data model that 

allows OSD to ingest DLA financial data and reconcile it to other DoD data sources.
(n) Worked with the Federal Reserve to update EBS processes for 

international disbursing regulations to ensure payments to United Arab Emirates and Australia 

could continue without interruption. 

(o) Prepared the J8 Data Quality Plan Review to meet objectives of the 

Digital Accountability and Transparency Act of 2014, in accordance with OMB Memorandum 

M-18-16.

(p) Designed, tested and rolled out major changes for our FI-13 invoice 

interface. The changes improved invoice interface posting, enabling more efficient vendor 

payments.

(q) Supported the deployment of the EFD (Electronic Funds Distribution) 

as the Network Change agent for DLA, coordinating requirements for new user access and 

training; as well as verifying budget structures to be loaded into EFD master data for DLA.

(r) Implemented the following new reporting functionality: 

i. The Scorecard: this gives MSCs the ability to track progress at a 

high-level month to month. 

ii. Customer Statements: this functionality automatically generates 

customer accounts receivable statements that are required as part of the Accounts Receivable 

process.

iii. Fund View of all metrics: the key reports available in FAME 

were updated so that each could be viewed in terms of Fund Category.

(s) Improved processing of General Orders and re-developed guidance 

through CPIs.

(t) Data Clean-up: led data clean-up related to financial objects in regards 

to Financial Hierarchy. 

(u) Led data clean-up related to Internal Order Numbers – over 10,000 

IONs have been placed in closed status.

(v) J8 is the Financial POC for the TRANSCOM Transportation 

Management System (TMS) Prototype. J88 is working closely with J3 and J6 on DLA 

requirements and audit risk. P2P SPO participated in the TMS testing for AAFES release in 

April. DLA is utilizing TMS for Air transport from Defense Distribution San Joaquin to Defense 

Distribution Pearl Harbor starting October 2019.

(w) Worked with the Government Purchase Card (GPC) PMO to resolve 

Government Purchase card issues with US Bank’s new contract (SP3). Hierarchy issues 

prevented statements from interfacing with EBS therefore it required manual intervention to 

process payment. As of June 2019, the majority of issues with US Bank have been resolved.
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(3) Financial Statement Audit Support

(a) Provided critical data supporting detailed transactions for the FY 19 

Audit. Provided data along with coordinating and managing other requests for the audit. 

(b) Worked with J6 to complete changes to EBS Finance roles by 

identifying the right changes, transactions, authorizations, segregation of duties risks, and 

mitigations needed to meet J8 requirements through implementation and testing. By 

understanding the end-to-end financial process, any potential risk may be mitigated either 

through a control, process change, or by shifting the offending transaction or authorization to a 

separate EBS role.

(c) Derived and evaluated System Change Requests (SCRs) submitted by 

other DLA activities and provided feedback and recommendations that ensured financial audit 

compliance. 

(d) Updated and monitored mitigation strategies and controls that were 

due to expire and completed necessary steps prior to expiration as required to maintain audit 

readiness.

(e) Worked with the J8 Transformation Team updating the Yellow Pages 

directory in the Post Transformation. The process involved aligning hundreds of DLA employees 

with their correct job roles, requesting role changes, validation of employees not aligning with 

Process Health, and removing and or changing roles for Business Analysts where there was a 

risk or conflict with accesses in EBS. 

(f) Supported a monthly FMBL (Financial Management to Budgetary 

Ledger) reconciliation and submitted tickets when needed to J6 on system issues.

(g) Led the automation of posting logic files for order to cash and procure 

to pay using robotic processing automation (RPA). This will help our central EM team gather 

EM samples quicker with fewer errors.

(h) Led the change in OSD guidance for useful life and capitalization 

threshold required creation of new asset classes in EBS

(i) Participated in the DoD Cash Accountability and Traceability Working 

Group to ensure EBS is following the Defense Cash Accountability Strategy to streamline the 

process and become a Treasury Central Accounting Reporting System daily reporter. 

(j) Annual Pricing Updates to the 4.7 million+ DLA managed materials 

occurred. This action involves how new selling prices are calculated and made effective on 1 

October of the Fiscal Year. The intent of the pricing strategy is to break even over time (no gain / 

no loss).

(k) Added multiple elements to our key reports (Accounts Payable, 

Accounts Receivable, Negative Payables, etc.) so they are easily exported out of Financial 

Analytics and Metrics. Elements include the Eliminations Federal/Non-Federal indicator, 

eliminations trading partner, and document types.

(l) Continued supporting DLA Legal in identifying suspect bank accounts 

where Vendor’s banking information was compromised in SAM, which flows to EBS and can 

result in payments being made to false accounts.

(m) J8 is the lead for OSD’s Vendor Invoice and Payment working group 

that was organized in FY 19 where Defense agencies discuss current vendor payment issues and 
potential resolutions. Allows agencies to provide lessons learned to other activities and identify 

common issues across the DOD.

(n) Participated in many meeting and demos for Enterprise Warehouse 

Management. Completed EWM 101 training. Assisted in defining Capabilities, writing User 

Stories and Epics.
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Defense Logistics Agency

DLA Joint Reserve Force (J9) 

Fiscal Year 2019 Annual Historical Report
1. Introduction

The Joint Reserve Force is led by a two-star Navy Reserve Director supported by a full-time staff 

of Army and Navy active-duty service members and civilian personnel. Under the Director and 

Deputy Director are several divisions: J91 (Personnel); J93/7 (Operations, Training, and 

Readiness), J95/8 (Joint Plans, Policy, and Finance), and Special Staff (Special Assistant to the 

Director, Public Affairs and Judge Advocate General). Reporting to the J9 Director are reserve 

joint team lead liaisons assigned to: DLA J9 Headquarters, DLA Headquarters J3, DLA 

Headquarters Joint Contingency Acquisition Support Office (JCASO), DLA Aviation, DLA 

Disposition Services, DLA Distribution, DLA Energy, DLA Land and Maritime, and DLA 

Troop Support. 

2. Organization

The Joint Reserve Force (JRF) (J9) mission is to provide DLA with trained and deploymentready reservists for contingency operations and additive support requirements to include 

operational support, surge capability, and exercise support planning augmentation. JRF 

leadership advises the DLA Director regarding the development and application of JRF support, 

readiness posture, and Service policies affecting utilization of DLA-assigned reservists. 

3. Key Personnel

Two foci for J9’s readiness efforts were billet vacancies and culture. Overall, the JRF servicewide billet fill rates exceeded 90%, with the J9 leadership team engaged to achieve 93 percent

manning for the first time. The JRF had a robust culture during FY 19, in comparison to the 2018 

Culture Climate Survey results, where significant increases occurred in 10 of 12 focus areas, the 

highest possible quartile for any organization within the agency. 

Leadership Transitions

a. RADM Deborah Haven (USN) replaced by RDML Grafton Chase (USN)-October 

2019

b. CAPT Phil Armas (USN), JTL replaced by CAPT David Buehler (USN)

c. CMDCM William Sherman (USN) replaced by CMDCM James Butler (USN)-April 

2019

d. SGM William Downey (USA) replaced by SGM Kevin Timmons (USA)-June 2019

e. COL Julianne LeFevre (USA), JTL replaced by LTC Denis McDonnell (USA)

f. CDR Dedric Jackson (USN), JTL replaced by COL Danita Ladson (USA)
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4. Total Personnel

a. Authorized Funded Billets

Navy Reserve 326

Navy Full-time Support 3

Army Reserve 191

Army Staff 5

Air Force Reserve 127

Marine Corps Reserve 14

Civilian Staff 6

Total 672

b. Billets Assigned by Location

DLA Headquarters J9 38

DLA Headquarters J9 Staff 14

DLA HQ JCASO 16

DLA HQ J3 30

DLA Central 4

DLA Europe & Africa 13

DLA Pacific 4

DLA Aviation 34

DLA Disposition Services 201

DLA Distribution 191

DLA Energy 52

DLA Land and Maritime 35

DLA Troop Support 40

Total 672

c. Full-time Staff

Full-time Equivalent 6

Army Guard Reserve (AGR) 5

Navy Full-time Support 3

Total 14
5. Budget

6. Historical Narrative

a. FY 19 Summary of Accomplishments

The JRF amassed over 41,000 man-days of contributory support, averaging 48 reservists 

on contingency operations in U.S. Central Command and U.S. European Command areas of 

responsibility. On average, 73 reservists or 11% of the JRF were on orders supporting DLA and 

the Warfighter. Navy personnel participated in numerous mobilizations, annual training, and 

inactive duty for training periods to support exercises and missions, efforts which enabled DLA 

to clear $34M in suspended stock, reduce Nuclear Reactors Program N21 unfilled orders, and 

support the DLA Real Property Task Force. The JRF had over 83 reservists participate in 12 

exercises in FY 19, with Navy reservists comprising the majority of the DLA Support Team for 

Exercise SABER GUARDIAN as well as being a vital component of Rim of the Pacific, Overseas

Contingency Operations Readiness Training, and Talisman Sabre/Pacific Sentry Exercise 2019.

The JRF Leadership developed several initiatives streamlining personnel accountability,

morale, and administrative process improvement through several JRF Policy Letters:

(1) Amplifying Guidance on Key Employee Administration (April 12, 2019)

(2) HQ JRF Joint Military Award Submission Process (April 24, 2019)

(3) Amplification of Service Policies Regarding Reasonable Commuting 

Distances and Lodging of Individual Mobilization Augmentees (IMA) (dated May 17, 2019)

Budget Categories Amount Percentage

Labor (Civilian) $718,000 46.00%

Contracts $0 0.00%

Travel $25,241 1.64%

Supplies $2,831 0.18%

Training $17,928 1.16%

ATF Travel $67,000 4.34%

ATF Contract $713,000 46.68%

Total $1,544,000 100%
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(4) Joint Reserve Force Accountability during Battle Assemblies (June 11, 2019)

(5) Establishment of Joint Reserve Force Mobilization and Deployment Tour 

Length (July 17, 2019)

The JRF Annual Leadership Review was conducted March 15-17 at DLA Headquarters 

Fort Belvoir, VA. The event was attended by LTG Darrell Williams and BG Doug Cherry, 76th

Division Deputy Commanding General, enabling new JRF leaders to interact with the DLA 

leadership, the J9 staff, and JRF leaders. Over 90 leaders from across the organization 

participated in strategic discussions, collaborative exchanges of techniques and procedures, and 

training and team building.

b. Army Reserve Element (ARE)

The DLA JRF Army component contributed to DLA real-world missions and key DoD 

training events. Army reservists across the DLA enterprise provided support for DLA mission 

requirements by participating in multiple exercises and DSCA events, the DLA Real Property 

Task Force, and Audit Task Force initiatives. At DLA Troop Support (Philadelphia), Army 

reservists provided 66 days of contributory support for subsistence, medical cold chain, 

construction and equipment, and industrial hardware supply chains. 

c. JCASO

JCASO Mission Support Teams (MST) personnel participated in numerous exercises and 

supported operational efforts throughout FY 19, as listed below.

(1) Deployed Support: JCASO personnel deployed to Bagram in support of the 

U.S. Forces-Afghanistan (USFOR-A) OCS Integration Cell (OCSIC), Poland in support of 

Atlantic Resolve, Republic of George in support Logistics Development (LOGDIV) 19, 

Hurricane Michael Support in Florida and Texas, South West Border support in Texas; and 

USAID/OFAD Support to Venezuela. 

(2) JCASO participated in the following exercises: 

(a) INTERNAL LOOK 19

(b) JACKAL STONE 19

(c) AUSTERE CHALLENGE 19-1

(d) AUSTERE CHALLENGE 19-2

(e) VIGILANT SHIELD 19

(f) PACIFIC SENTRY 19-2

(g) 19-1 (ex. KEY RESOLVE)

(h) TURBO CHALLENGE 19

(i) JUDICIOUS RESPONSE 19

(j) ARDENT SENTRY 19

(k) INTEGRATED ADVANCE 19

(l) PACIFIC SENTRY 19-3
(m) INDOPACOM LOG Wargame

(n) DONG MAENG 19

d. DLA Aviation 

JRF Aviation does not have an operating budget; all orders for Reserve support are 

funded by the Services, with each unit member performing their required Annual Training, 

contributing 453 days or 3631 hours of contributory/direct support to DLA Aviation.

(1) Leadership Transitions

(a) Col. Eric Rivera (USAF), JTL replaced by CMDR Patrice Higgins 

(USN)-Jan-July 2019

(b) Lt. Col. (USAF) Rebecca Schultz assumed JTL position August 2019

(2) FY 19 Summary of Accomplishments

(a) January 16-February 22, 2019

A Navy reservist supported the U.S. Navy Aircraft on Ground (AOG) 

mission at Richmond, VA and Norfolk, Virginia, providing a critical reach-back capability to 

DLA components in order to leverage defense-wide logistics capabilities within the AOG cell. 

The reservist expedited acquisitions and delivery of parts and consumables within the DLA 

network per the end-to-end supply chain lead’s direction. The reservist coordinated with defense 

and industry organizations to facilitate rapid procurement and distribution of supply material 

required to repair and maintain Navy aviation and weapons systems. 

(b) April 29-June 30, 2019

CW3 Leon Davis, Jr, U.S. Army Reserve, provided support as a Customer 

Logistics Site Specialist, where he conducted Quality Assurance duties in support of the DLA 

Aviation Army Customer Facing Division. He researched over 2.4K NSNs and assisted with 

unfilled order reduction efforts. 

(c) Retail Demand Planning and Forecasting

Maj. Randy Gabriel and GySgt Mike Vetreno, U.S. Marine Corps 

Reserve, supported DLA Aviation as members of the Retail Demand Planning and Forecasting

Integrated Product Team (IPT) which provided strategic organizational maintenance and 

program management inputs. Maj Gabriel and GySgt Vetreno provided subject matter expert 
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input, drafted and presented briefs to stakeholders, coordinated three planning conferences at 

Richmond and NAS Patuxent River and developed a repository for members to share RDPF 

documents. 

e. DLA Disposition Services

DLA Disposition Services had a very successful FY 19, spearheaded by the 

organization’s involvement in contingency exercises and mobilizations. Disposition Services 

continues to recruit strongly across all services, minimizing positional vacancies and ensuring 

that a strong and trained workforce stands ready to deploy in support of contingency operations. 

(1) Leadership Transitions

SHCM Michael Bevel (JTL), HQ SEL replaced by LSCS (USN) Brett LandauJune 2019

(2) FY 19 Summary of Accomplishments

(a) DSU-1: Two U.S. Army Reserve non-commissioned officers were part 

of the first-ever Disposition Services mobile expeditionary site OCONUS deployment at Camp 

Bondsteel, Kosovo. The hugely successful exercise served as an evaluation tool for the viability 

of deploying Expeditionary Site Sets to austere environments and was a precursor to SABER 

GUARDIAN.

(b) DSU-1 and DSU-2: In June 2019, personnel were mobilized to 

participate in Exercise SABER GUARDIAN at Camp Bondsteel, Kosovo. Over 628K pounds of 

scrap materials and 655K pounds of hazardous waste were received and processed during a twoweek exercise, with equipment and materials processed totaling $1M.

(c) DSU-3: In June 2019, MAJ Mendenhall, U.S. Army Reserve, led 

command and control of the Overseas Contingency Operations Readiness Training exercise, 

which is Disposition Services’ primary yearly training event.

(d) DSU-4 and DSU-5: In June 2019, fourteen personnel (8 from DSU-4, 

6 from DSU-5) supported the Disposition Services OCORT exercise. These members processed 

278 DTIDs and 411-line items totaling approximately 69K pounds of scrap material.

(e) DSU 6: In December 2018, the unit received the Navy Operational 

Support Center Jacksonville, FL Naval Reserve Unit Excellence Award for the medium-sized 

unit category.

f. DLA Distribution

DLA Distribution major initiatives and accomplishments focused around the FY 19

Strategy Map and DLA Lines of Effort. The JTL worked with the DLA Distribution J9 staff and 

Senior Leaders to increase deliberate planning processes and developed a FY 20 mission 

requirements list to improve the planning and prioritization of customer needs and inform 

budget/manpower requirements.
(1) Leadership Transitions

CAPT Jim Shelton (USN), JTL, replaced by CAPT Alan Schmitt (USN)-July 

2019

(2) FY 19 Summary of Accomplishments

(a) June 5, 2018- September 30, 2019

Lt. Colonel Wawrzyniak (USMC) served as the DLA Distribution Liaison 

Officer between the Commander, DLA Distribution and the Commander of the Regional 

Command, providing expert storage and distribution advice and technical guidance to direct the 

design, development, execution, and promulgation of deliberate and crisis action plans for 

theater-wide sustainment of OSD, Joint Chiefs of Staff, Service Component Commands and the 

Department of State.

(b) January 7-September 30, 2019

Navy, Air Force, and Army Reservists supported DLA Distribution Pearl 

Harbor’s request to assist with their wholesale operations performing emergency supply and 

warehousing functions due to manning shortages. A total of 13 DLA Distribution supported J3’s 

request for assistance due to a critical shortfall in the civilian transportation series. 

(c) January 14-February 23, 2019

Six Navy Reservists from EDSU-OO/WG performed a wide range of 

warehousing duties involving receiving, storing, selecting, and shipping materials at various 

warehouse locations. The reservists were required to use automated equipment such as computer 

terminals, bar code wands, and/or laser scanning equipment to read, store, query, route, and track 

data. They were also tasked with loading and unloading shipments from trucks and other 

material conveyances utilizing forklifts capable of lifting and moving materials weighing 15K

pounds or more and manual pallet hand trucks.

(d) January 15-February 8, 2019

Twelve Navy Reservists from EDSU-JC supported DLA Distribution San 

Diego’s request to assist conducting location surveys and completing data entry into DSS for 

proper inventory management and accountability. 
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(e) February 1-April 5, 2019,

DLA Distribution J5 requested reserve assistance in the closure of the 

MPC operation at Salalah, Oman. Four Navy Reservists supported this request, serving as 

Technical Points of Contact (TPOC) during the decommissioning of the MPC. TPOC oversaw 

government equipment packed and shipped; collected tokens and oversaw security and safety 

sweeps conducted by DLA Distribution Bahrain personnel. TPOC was responsible for providing 

status updates to Bahrain leadership and Distribution J5 and J7 as required. 

(f) April 28-June 21, 2019

DLA Distribution provided 20 Navy and one Marine Reservist to bases in 

Sigonella and Germersheim in support of SABER GUARDIAN 19. While on orders the reservists 

were credited with sorting over 3,400 pieces of materiel; processing over 900 documents; 

conducting customs inspections on 450 items; picking 395 orders; stowing more than 130 pieces 

of materiel; and separating nearly 400 hazardous materials by class, compatibility, and 

Department of Defense activity address codes

(g) July 7-24, 2019 and August 12-23, 2019

DLA Distribution Norfolk requested reservists to receive freight, sort 

freight, and load/unload containers at the DLA Distribution Norfolk Container Consolidation 

Point freight station. Their request was filled by two rotations, totaling 14 JRF members, who 

were tasked with backfilling the civilian freight station employees who would be augmenting the 

stevedore operations for a ship loading operation in support of the U.S. Air Force’s Pacer Goose, 

the Air Force’s annual resupply mission for Thule Airbase in Greenland:

(h) July 13-24, 2019

CDR Kacey Lorson, EDSU-SP supported DLA Distribution’s request for 

a liaison officer to augment the Combined Logistics Group at Rockhampton during TALISMAN 

SABER 19-A combined joint multilateral field training exercise that provides a training venue for 

forces from Australia, Japan, U.K, New Zealand, and Canada to conduct high-end operations. 

(i) August 5-31, 2019

Fifteen Navy Reservists supported DLA Distribution Sigonella’s request 

for backfill assistance to the 6th Fleet. JRF members’ primary support was to MPC operations 

and also provided secondary support to other Distribution functional areas, including Pick, Pack, 

Stow, Quality Assurance, Receiving, Stock Readiness, and Transship. Work accomplished 

included receiving/distributing 7K -line items valued at $1.5M and processing 981 Care Of 

Supplies-in-Storage using DSS.
(j) August 30-September 7, 2019

Five Reservists supported Hurricane Dorian relief efforts at Maxwell 

AFB. Two Reservists supported Hurricane Dorian relief efforts alongside DLA Distribution 

Expeditionary and FEMA at Fort Bragg.

g. DLA Energy

The Energy JRF provides support on an as needed basis. The Energy JRF continued 

support of the State Department and the Energy MSC through filling a Liaison Officer (LNO) 

requirement at the US Embassy in Kabul. Working in coordination with DLA-E (Middle 

East/Africa), this LNO worked to ensure the full support of the Energy enterprise to US 

Government operations in Kabul and across Afghanistan. 

(1) FY 19 Summary of Accomplishments

DLA Energy contributed three Army reservists providing hurricane support by 

contributing to Headquarters operations and intermediate staging base activities in support of the 

Federal Emergency Management Agency (FEMA). The team reviewed designated acquisition 

documents to identify potential process risks and to help mitigate potential risk impacts. DLAC/S provided a customer perspective to the process and leveraged the Regional Command's 

knowledge and understanding of plans and operations that could directly affect the 

implementation of future requirements.

h. DLA Land & Maritime

The JRF members are funding by their respective services in support of operations and 

training as delineated. Annual Training, Active Duty for Training, or Inactive Duty for Training 

is funding by individual services. Where applicable, the MSC – DLA Land and Maritime funds 

Personnel Force Innovation tours and Active Duty for Special Work. Across the JRF, each 

member has or will have satisfied his/her Annual Training in support of operational/regional 

exercise support between 14-29 days on or before September 30, 2019.

(1) June 3, 2019

CDR Michael Gomes participated in PACIFIC SENTRY 19. This was a Joint 

Exercise of DoD branches and the Australian military. CDR Gomes stood the starboard night 

watch as a Liaison Officer DLA INDO-Pacific Region LNO as an LNO to field white cell 

injects. 
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(2) ULO Project Support

The Land and Maritime JRF integrated with the MSC to provide Unliquidated 

Obligations (ULO) Project Support by performing actions to close out aged delinquent contracts. 

Total value of the purchase orders vary monthly based on requirement as for example the May 

2019 effort was $1.1M of which a substantive portion is now in the process of being recovered 

due to contract delinquency or non-responsiveness from the respective vendors. They provided 

additional project support by sending 48 hour Demand Letters. Correspondingly, the total value 

of the purchase orders was $558.2K and the large majority is now in process of being recovered 

due to contract delinquency from the respective vendors. 

i. DLA Troop Support 

The Troop Support Joint Reserve Force provided a total of 2.2K hours of contributory 

support for FY 19, partnering with each of the five MSC directorates / classes of supply: 

Subsistence (Class I), Clothing & Textiles (Class II), Construction & Equipment (Class IV), 

Medical (Class VIII), and Industrial Hardware (Class IX), as well as the Troop Support 

Command and Control Center.

(1) Leadership Transitions

LTC Mark Seris (USN), JTL, replaced by COL Gregory Smith (USA)

(2) FY 19 Summary of Accomplishments

JRF personnel provided contributory support for the subsistence directorate for 

review of past-due receipts within the USDA Fresh Fruits and Vegetables Order Receipt System

in support of U.S. Department of Agriculture (USDA)/DLA meal programs. JRF personnel 

provided guidance/support to invoice delinquent receipts to prevent unliquidated government 

obligations. Their efforts addressed 173 customer accounts with 1,493 individual requisition 

lines, resolving $98K worth of unpaid vendor claims. JRF personnel also created 124 new 

USDA/school accounts within the Enterprise Business System to enable new customer 

participation in USDA/DLA meal programs. 

JRF personnel provided daily contributory support for the Medical Directorate 

cold chain vaccine mission during the 2018-2019 flu season, supporting the health readiness of 

DoD personnel and dependents worldwide. JRF personnel analyzed 2.8K TempTale readers 

during FY 19 (more than 75 percent of all monitors distributed by DLA), directly contributing to 

a low product loss rate of only 1.4 percent for the 2018-2019 flu season.

JRF personnel provided contributory support for the Clothing & Textiles 

Directorate to perform market trend analysis for military dress clothing contract option years that 

cumulatively saved 595 days of administrative lead time and a total of 1,1,25 production days 

over new procurement. This effort saved the government $487.2K versus current market prices. 
5. FY 19 JRF Lines of Effort (LOE) and Initiatives

a. Accomplishments for Line of Effort: Warfighter First, Objective 1.2: Readiness and 

Lethality, Initiative 1.2.1: Provide Trained and Ready Joint Reserve Force.

DLA Aviation, JRF personnel, received training per their designated skill sets, with inrate or technical training completed based on their career specialty. Currently, at least four 

personnel are DLA Aviation civilian employees and perform similar duties in their reserve and 

civilian capacity. Additionally, designated personnel completed the Material Management 

Contingency Training Course on September 23-28, 2019, at DLA Headquarters Fort Belvoir, 

with additional personnel receiving access to various DLA-specific applications such as 

FEDMALL and the inventory locator service website. 

In FY 19, Disposition Services personnel participated in two significant largescale exercises: Operation SABER GUARDIAN (June 2019) and Camp Bondsteel, Kosovo, 

an exercise that followed the first-ever OCONUS deployment of an Expeditionary Site 

Set (ESS) to conduct disposition processes in an austere environment. A team composed 

of military members and Disposition Services civilians collaborated to process over 1,995 

line items of scrap materials totaling 628.4K pounds and valued at $1.1M. The team also 

received and processed over 655K pounds of hazardous waste. 

The exercise was successful in reducing the significant backlog of equipment and

materials accumulated over several years of military operations in a region which previously 

lacked efficient or cost-effective means to dispose of used or worn property. The successful 

deployment and utilization of an ESS during SABER GUARDIAN served as a model for future 

missions and exercises.

Disposition Services conducted a successful Overseas Contingency Operations Readiness 

Training exercise at Battle Creek, MI, June 8-23, 2019, which included over 30 combined 

military and civilian participants and involved set-up, completion of Disposition Services 

operations, and ESS tear down at two sites. Overall, exercise participants were able to process 

278 direct turn-in documents (DTID) and 411 line items totaling approximately 69K pounds of 

scrap material. The exercise was a true testament of the “one team, one fight” spirit, with 

additional emphasis on establishing strong partnerships and putting the warfighter first. Both 

exercises discussed above significantly contributed to the organization's efforts to build a 

cohesive team of trained, ready civilian and military personnel for the continued support of 

Disposition Services missions in Kuwait, Afghanistan, Qatar, and other areas of operations.

For DLA Distribution, the collaboration between the JTL, DLA Distribution J9 staff, and 

senior leaders greatly increased deliberate plans process engagements, resulting in the 

development of an FY 20 mission requirements list that improved the planning and prioritization 

of customer needs to inform budget and manpower requirements better.
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Fiscal Year 2019 Annual History

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Similar to DLA Aviation, DLA Land and Maritime, JRF personnel had multiple 

personnel in civilian employee roles that closely align with duties and responsibilities for which 

they perform in a reserve capacity. There were also assigned personnel with direct access to 

DLA systems and databases, as well as other resources for sustained MSC support. During FY 

19, nearly 50 percent of assigned personnel received Counterfeit Detection and Avoidance 

Program (CDAP) training from a DLA Center of Excellence. 

b. Accomplishments for Line of Effort: Warfighter First, Objective 1.2: Readiness and 

Lethality, Initiative 1.2.2: Fill Mobilization Billets

J9 HQ implemented the JRF SharePoint portal to provide JTL personnel a centralized 

means to document and actively track manpower and readiness metrics for increased visibility 

and briefing to DLA HQ J9 leadership. SharePoint use combined with active recruiting efforts 

resulted in an overall JRF billet fill rate increase from 88 percent in FY 18 to over 92 percent

throughout FY 19. During FY 19 and across the entire DLA enterprise, the completion of 2 Air 

Force, 25 Army, and 57 Navy outside the continental United States (OCONUS) 

deployments/mobilizations in support of DLA missions across the globe occurred. Within the 

continental United States (CONUS), JFR personnel completed 76 Army Personnel Force 

Innovation, as well as 4 Marine Corps and 41 Navy Active Duty for Special Work tours. 

Mobilization processes and timelines were intricately mapped and codified for each service, 

actions that provided a ready reference for use across the agency to request capability-based 

reserve support.

DLA Energy, JRF personnel, supported the MSC and the U.S. State Department by 

filling a Liaison Officer requirement at the U.S. Embassy in Kabul, with continued rotational 

support expected. DLA Troop Support, JRF personnel supported 11 FY 19 deployments /

mobilizations to Djibouti, Afghanistan, Kuwait, Bahrain, Hawaii, and other CONUS-based 

locations. 

c. Accomplishments for Line of Effort: Warfighter First, Objective 1.2: Readiness and 

Lethality, Initiative 1.2.3: Contribute to DLA Mission Success

The JRF Aviation team is focused on providing order fulfillment support for MSC supply 

stock posture for the H60, MH60, F/A 18, MV22, H64, and Rhino F/A 18 Recovery and CH-53 

Reset. Six Navy reserve personnel seamlessly augmented the DLA Aviation, Richmond team, 

meticulously researching approximately 6.8K national stock number and surplus items as well as 

expediting the emergency buy process. The efforts these members resulted in approximately 

2,500 civilian workforce man-hours saved, led to the award of additional contracts, and greatly 

contributed to the return of aircraft to fully mission capable status. 

Over 25 DLA Disposition Services, JRF personnel deployed in support of contingency 

operations in Kuwait and Afghanistan. The efforts of these individuals were paramount to 

supporting the reception, processing, and safe disposition of large quantities of equipment and 

materials in these theaters of operations. DLA Disposition Services’ ability to provide trained 

personnel for immediate integration and contribution to locally-based teams reflects well on the 

organization’s training programs and internal mobilization planning processes. 
DLA Land and Maritime, JRF personnel, seamlessly integrated to support MSC 

operations and contributed the following deliverables:

(1) Tiger team material processing: valued at approximately $14.3M

(2) Material upgrades: 404,308 line items valued at $8.5M

(3) Disposals: 5,111 line items valued at $872K

(4) Backorder lines cleared: 956

(5) Backorder quantity cleared: 179.9K

(6) Supply Discrepancy Report (SDR)/quality notifications processed: over 1K

(7) Follow-up requests for market research surveys completed: approximately 500

DLA Troop Support, JRF personnel provided daily contributory support for the medical 

directorate cold chain vaccine mission during the 2018-2019 flu season, greatly enhancing the 

readiness of DoD personnel and dependents worldwide. Essential tasks included 

processing/interpreting data from TempTale vaccine shipping temperature monitors, 

investigating alarmed readers, and partnering with vaccine manufacturers and DoD customers for 

product resolution. During FY 19, JRF personnel analyzed 2,837 TempTale readers (more than 

75 percent of all monitors distributed by DLA), directly contributing to a product loss rate of 

only 1.4 percent for the 2018-2019 flu season. Troop Support, JRF personnel also provided 

contributory support for the clothing and textiles directorate, conducting market trend analysis 

for military dress clothing contract option years that cumulatively saved 595 days of 

administrative lead time and a total of 1,125 production days over new procurement, facilitating 

continuous supply availability. This effort effectively saved the government $487.2K when 

compared to current market prices. In addition, JRF personnel conducted Air Force clothing 

demand trend analysis as compared to all other services and meticulously prepared a shipment of 

high dollar value scanning equipment for Recruit Training Center use.

d. Accomplishments for Line of Effort: Global Posture, Objective 2.3: Expeditionary 

Capabilities, Initiative 2.3.1: Define JRF Rapid Deployment Capability

In FY 19, the Joint Reserve Support Team (JRST) concept was introduced, composed of 

reserve military personnel with various skills that create an essential element that provides 

logistics support to DLA customers around the world. Each 10-person team consists of a 

Commander, Deputy Commander, Operations Officer, Universal Customer Account Specialist, 

Class I Specialist, Class III(B) Specialist, Class IV Specialist, Disposal Specialist, Distribution 

Specialist, and general logistician. In order to effectively track JRF and JRST requirements, a 

JRF exercise support SharePoint portal was created, which provides JRF members information 

that reflects available opportunities to participate in exercises or annual training events in support 

of DLA/J9 missions and administrative support. In essence, the focus of the portal is to match 

JRF personnel with the required rank and/or skill sets listed for each opportunity, with JRF 
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personnel volunteering for opportunities with concurrence/approval from their assigned 

leadership. 

To support each event, JRF members must ensure overall readiness through timely 

completion of all medical, dental, training, and other noted requirements, ensuring they are fully

medically and physically qualified are prepared for rapid, worldwide deployment. JRF 

documents and personnel readiness status are tracked via the J9 SharePoint portal for all assigned 

members. Personnel are not fully qualified (medical / dental) for worldwide deployment are 

notified via their respective chain of command, with JTLs actively working within Service 

parameters for timely completion to ensure member participation in DLA exercises, 

deployments, and other events. As an example of event participation, in 2019, DLA Disposition 

Services showcased its ability to rapidly deploy and provide support for a Tyndall Air Force 

Base / Eglin Air Force Base retrograde operation. DSU-3 (Salt Lake City) provided 44 percent of 

the total assigned manpower and was able to execute the mission with minimal planning, due 

primarily to the short-fused nature of the support request. The team successfully completed the 

retrograde exercise, clearing a considerable backlog of equipment and materials to allow for 

receipt of newly acquired assets. 

e. Accomplishments for Line of Effort: Global Posture, Objective 2.5: Joint Reserve 

Force Integration, Initiative 2.5.1: JRF Capability and Force Structure Assessment

In December 2018, the DLA HQ J9 Manpower Analysis Team was established to 

conduct a capability gap analysis (Phase I) for all Joint Reserve Force funded reserve billets 

(658). JTLs conducted a comprehensive review of each assigned billet (across all services) to 

address known capability gaps as well as to validate the current personnel fit (rate, rank, MOS, 

series, location, etc.) based on the current mission(s) and operational requirements. Each JTL 

provided recommended billet actions to the J9 Action Officer, which were reviewed and 

adjudicated by the DLA HQ J9 staff. 

Based on the feedback received, 78 billet action requests were submitted for JRF Air 

Force, Army, Marine Corps, and Navy billets assigned to support DLA HQ, JCASO, J3, 

Disposition Services, Distribution, Energy, and Land & Maritime. Of the 78 requested actions, 

64 military manpower change request documents were approved for submission to the DLA J9 

Service leads for adjudication via their respective services. Following implementation, the 

current JRF billet structure will better align personnel, skillsets, and capabilities to meet the 

organization's mission in support of Major Subordinate Commands and Regional Commands. 

Each billet action request will be monitored by the J95 staff until complete, with DLA J9 

planning to conduct a follow-on manpower review of currently assigned / funded billets in 2021 / 

2022. Major milestones included the following:

(1) December 2018: Establish a Manpower Analysis Team to conduct the JRF 

capability gap analysis

(2) January 2019: Initiate a data call for each JTL to provide recommended 

revisions to currently authorized and assigned JRF billets

(3) February 2019: JTL inputs received and consolidated
(4) February – March 2019: J95 engagement with JTLs to clarify requests / 

requirements

(5) April 2019: JTL requests vetted through J9 Service Leads for adjudication

(6) May 2019: Phase I brief conducted with J9 Deputy Director and Executive 

Officer

(7) June 2019: Phase I debriefs conducted with JTLs

(8) June 2019: Phase I brief conducted with DLA J9 Director

(9) July 2019: Military Manpower Change Request documents were generated, 

signed, and distributed to J9 Service Leads for action

(10) Ongoing: J95 follow-up with J9 Service Leads regarding completion of billet 

action requests

Phase II analysis began in March 2019, which consisted of a force structure review that 

required each JTL/MSC to determine the number of additional capability-based JRF billets to 

support operation plan requirements. Requests to increase JRF force strength by 321 billets were 

provided by DLA Disposition (89 billets), DLA Distribution (209 billets), DLA HQ J3 (18 

billets), DLA Energy (4 billets) and DLA HQ JRF Staff (1 billet). This initiative was executed in 

close coordination with the DLA HQ Agency Synchronization Operations Center and DLA J3, 

which completed validation of DLA regional support team requirements to include locations, 

total number, and required capabilities / skillsets in order to determine the total number of 

positions that would be filled by active component, civilian, and reserve component personnel.

This initiative will extend into FY 20 based on required capability gap analysis and JRF 

personnel alignment, which could ultimately revise the initial estimate of 321 additional reserve 

billets for OPLAN support in multiple areas of operation/responsibility. 

JCASO’s mission includes a specified task to “Engage and collaborate with OSD, Joint 

Staff, MILSVCS, and other DoD organizations on OCS initiatives.” OCS Tutors: Progress is 85 

percent as of May 14, 2019 based on delivery of 157 out of 185 total contract deliverable reports 

due. This initiative is a success story for the Department, DLA, and the warfighter. Some of the 

highlights of this effort include: 

(1) Tutors for USAF are integrating OCS equities into Air Force Instructions and 

career field training for 48 functional areas, in support of USAF DCR Implementation, and have 

improved OCS in plans at USAFE, AFNORTH, and AFSOUTH.

(2) Tutors for US Army have injected OCS into Army unit mobilization training, 

conducting 12 engagements with active and reserve unit staffs this training year, with 8 more 

engagements approved by the Army POC and COR for the period between the May 14, 2019 

report date and end of FY 19.

(3) The Tutor for USMC revised USMC Expeditionary Logistics training in 

collaboration with the Marine Corps Logistics Operations Group to include OCS considerations.
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(4) The Tutor supporting SOCPAC has developed or refined Annex Ws for 2 

OPLANs, 2 CONPLANs, and 2 Campaign Support Plans, and is training SOCPAC staff on Time 

Phased Force Deployment Data analysis and OCS Defense Readiness Reporting System tools.

(5) Tutors supporting DLA have helped develop OCS integration capabilities in 

the ASOC and improved OCS knowledge management through OCS—Connect in collaboration 

with the Joint Staff J4

REI: Contractor performance started April 1, 2019. In support of contract deliverables 

(systems and tools to visualize CSD and methodology to assess associated risk), the REI team is 

working with the EUCOM J4 OCSIC to facilitate and establish OCS-related boards and working 

groups, develop OPLAN Annex W appendices, and assist with programs such as Vendor Threat 

Mitigation/Vendor Vetting capability aligned with REI objectives. Recently, REI team’s analysis 

of EUCOM, 21 TSC, and DLA trucking requirements identified the “Top 5” most-relied upon 

companies to help prioritize VTM efforts. 

The next milestone is for the REI contractors to provide a Plan of Action and Milestones 

(POAM) and report progress on a monthly basis to ensure the contractors are on track and 

aligned with the established stakeholders’ objectives. Additionally, JCASO will regularly update 

the community of interest through established joint boards and working groups.

f. Accomplishments for Line of Effort: Global Posture, Objective 2.5: Joint Reserve 

Force Integration, Initiative 2.5.2: JRF Integration with Regional Command Plans

In January 2019, DLA HQ J95 engaged with each Regional LNO to request Geographic 

Combatant Command training requirements (online, resident, etc.) for all newly reporting 

personnel, specifically reservists who provide general, mission, and exercise support during a 

designated timeframe. This consolidated list would also assist in generating individual training 

plans for selected reservists assigned to DLA units that support each Geographic Combatant 

Command. As such, all geographic and service-specific training requirements were received, 

consolidated, and are now disseminated as part of the DLA JTL J3 monthly updates. Per DLA 

JTL J3’s guidance, in FY 20, the JRF will take a capability-based approach to align JRF 

members to each DLA Regional Command vice the 2018 unit alignment approach, which did not 

clearly articulate the skillsets and capabilities contained in each unit to meet Regional Command 

requirements. 

g. Accomplishments for Line of Effort: Strong Partnerships, Objective 3.2: DoD and 

Inter-agency Partnerships, Initiative 3.2.3: Increase JRF Joint Exercise Participation

FY 19 JRF exercise requirement requests began with 17 exercises supported by 123 

reservists. By the end of FY 19 Q1, the requirement was reduced to 15 exercises supported by 94 

reservists, based largely on political developments that suspended Ulchi Freedom Guardian. By 

the end of FY 19 Q2, DLA fund constraints substantially impacted operations throughout the 

agency, resulting in the cancellation of all remaining FY 19 exercises supported by JRF 

personnel. As a result, JRF personnel supported 12 exercises with a total of 83 reservists. As an 

example of exercise participation, Major Randy Gabriel, assigned to DLA Aviation, was 
assigned to Larrakeyah Precinct (Base) in Darwin Australia from July 1 – September 30, 2019. 

He seamlessly integrated into the Marine Rotational Force-Darwin (MRF-D) Command Element 

staff, diligently addressing DLA and MRF-D noted challenges as well as supporting MRF-D 

Field Grade Officer requirements. He also reconciled fuel billing discrepancies between MRF-D 

Air Combat Element and DLA Energy, totaling nearly $1M in non-invoiced fuel charges.

h. Accomplishments for Line of Effort: Whole of Government, Objective 4.1: Crisis 

Response, Initiative 4.1.1: Provide JRF Resources for Defense Support of Civil Authorities 

(DSCA) Events

In order to provide an immediate response to natural disasters in the United States, JRF 

personnel developed a holistic DSCA support plan which ensured ready and available support 

for any DLA mission requirements. Using the J9 SharePoint portal, multiple reservists 

volunteered to support various operations centers and relief efforts throughout the hurricane 

season. For DLA Aviation, there was approximately 5 personnel who volunteered to support 

DSCA/hurricane operations while DLA Distribution had 12 JRF members receive orders during 

FY 19 Q4 to provide operational support, conduct FEMA training, and serve as standby reserves 

for hurricane support. 

i. Accomplishments for Line of Effort: Always Accountable, Objective 5.2: Auditability, 

Initiative 5.2.1: JRF Resources for Agency Audit Efforts

During FY 19, 20 reservists supported the DLA Real Property Task Force (RPTF) to 

ensure proper accountability of government resources and maintain good stewardship of 

taxpayer dollars. In addition, 16 reservists were assigned to suspended stock tiger teams, with 

their efforts resulting in successful clearing of $34M of Condition Code “L” items. In a 30-day 

span, the RPTF Pacific West Region team conducted a complete physical inventory and 

validated over 230 real property assets with an acquisition value of more than $108M. Five 

reservists were also assigned to the DLA Audit Task Force, ensuring DLA financial processes 

and procedures were Financial Improvement and Audit Readiness compliant per governing 

policies. 

Troop Support JRF personnel provided contributory support for the industrial hardware 

directorate, conducting record management file research for contracts valued at less than $25K in 

order to determine if proof-of-delivery was applied to linked items, thereby ensuring timely 

vendor payment. Their efforts resulted in 30 vendors receiving immediate payment functionality 

within the DLA Enterprise Business System (EBS).

j. Accomplishments for Line of Effort: People & Culture, Objective 6.5: Fortify the 

Culture, Initiative 6.5.1: Develop and Implement Culture Action Plan 
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During FY 19, the JRF exhibited a healthy culture, reflected by the 2018 Culture Climate 

Survey results (administered across DLA by Denison). It demonstrated considerable increases in 

10 of the 12 observed areas and boasted the highest possible quartile for any organization. The 

JRF Focus Areas, based on survey results and comments, were communications (ties to leader 

engagement and coordination/integration), capabilities (direct support of capability 

development), and processes and integration. The 2018 overall results showed strong alignment 

with organizational goals and vision, understanding of customer needs, empowerment of team 

members, and support for risk-taking as well as demonstrated a positive shift from short-term to 

long-term organizational thinking/vision. JRF leadership continued to strive for improvement in 

the areas of communications, training, and process improvements, with teams focused on 

implementing the 2019 culture action plan. The JRF full-time staff greatly contributed to mission 

support efforts via the implementation of a SharePoint knowledge management repository, which 

provided real-time individual readiness metric visibility across the organization and its assigned 

billets. 
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Fiscal Year 2019 Annual History

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Defense Logistics Agency

DLA Installation Management (DM) 

Fiscal Year 2019 Annual Historical Report
1. Introduction 

The Installation Management (DM) historical record outlines the actions DM took over the 

course of Fiscal Year 2019 to improve and sustain the effectiveness and efficiency of service 

provided to our customers, civilian and military, internal and external to DLA. It also provides 

they key operating goals, initiatives, metrics, and tools used to monitor regularly our 

performance to ensure we can meet present and future requirements.

DM provides worldwide policy, program, and operational support in the areas of:

a. Facilities and Equipment

b. Safety and Occupational Health

c. Environmental Management

d. Security and Emergency Services

e. Family and Morale, Welfare, and Recreation

2. Organization 

The mission of DM is to provide safety, security, installation and facilities management support 

policy to all DLA organizations. The staff enables DLA’s Headquarters (HQ) Staff and Major 

Subordinate Commands (MSCs) to provide logistics support to the warfighter, DoD components, 

and other customers.
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3. Key Personnel

Gordon Buzz Hackett III

Director

DLA Installation Management

Patrick Wright

Deputy Director for Policy

DLA Installation Management

Tod Mellman

Deputy Director for Policy

DLA Installation Management

Bill Carnegie

Acting Staff Director

Process Management

Nanette Werner

Staff Director

Environmental Management

Will Anderson

Acting Staff Director

Family and Morale, Welfare 

and Recreation

Tim Snyder

Staff Director

DLA Installation Management

Jerry Waibel

Staff Director

Safety and Occupational 

Health

Bruce Thomas

Staff Director

Security and Emergency 

Services

Don Phillips

Site Director

DLA Installation Management, 

Battle Creek

Dan Bell

Site Director

DLA Installation Management, 

Columbus

Bill Holz

Site Director

DLA Installation Management, 

Distribution

Cliff Sands

Site Director

DLA Installation Management, 

Energy

John Holwick

Site Director

DLA Installation Management, 

Fort Belvoir

Jerry Rivas

Site Director

DLA Installation Management, 

Europe and Africa

Gary Ching

Acting Site Director

DLA Installation Management, 

Pacific

Jonathan Mathews

Site Director

DLA Installation Management, 

San Joaquin

Bob McWatters

Site Director

DLA Installation Management, 

Philadelphia

David Gibson

Site Director

DLA Installation Management, 

Richmond

Rob Montefour

Site Director

DLA Installation Management, 

Susquehanna

Shawn Carpenter

Executive Officer

DLA Installation Management

There have been several changes over the last year to our key leadership positions. New 

individuals have been hired into the following key positions:

a. Director, DLA Installation Management 

b. Deputy Director for Policy

c. Deputy Director for Operations

d. Staff Director, Process Management

e. Staff Director, Facilities and Equipment

f. Staff Director, Family and Morale, Welfare, and Recreation

g. Staff Director, Security and Emergency Services

h. Site Director, Energy

i. Site Director, Europe and Africa

j. Site Director, Pacific

k. Site Director, Philadelphia
4. Total Personnel:

Office

Authorized 

Civilians

On-Board 

Civilians Military

DM Director’s Office 4 9 0

Staff

Process Management (DM-A) 13 12 0

Environmental Management (DM-E) 12 12 0

Facilities and Equipment (DM-I) 39 38 0

Safety and Occupational Health (DM-O) 6 8 1

Family and Morale, Welfare and Recreation 

(DM-Q)

0 0 0

Safety and Emergency Services (DM-S) 16 17 0

Sites

Battle Creek (DM-FB) 63 58 0

Columbus (DM-FC) 276 254 0

Distribution (DM-FD) 47 47 0

Energy (DM-FE) 74 54 0

Fort Belvoir (DM-FF) 143 124 0

Europe and Africa (DM-FG) 33 31 0

Pacific (DM-FH) 47 46 0

San Joaquin (DM-FJ) 178 161 0

Philadelphia (DM-FP) 50 44 0

Richmond (DM-FR) 254 217 0

Susquehanna (DM-FS) 343 312 0

Total: 1,598 1,444 1

DM-Q has zero authorized FTEs, but maintains a Non-Appropriated Fund staff of 38 and 

the DM enterprise has 532 NAF employees.

5. Historical narrative

a. OBJ 1.3: Supporting Initiatives

(1) Initiative 1.3.4: Strengthen the Organic Industrial Base Infrastructure

In October 2018, launched EBS software upgrades “back to standard” to correct 

standard reporting capabilities and enable future software updates
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(2) Initiative 1.3.5: Reduce Cyber Risk to Installation / Facility Control Systems

b. OBJ 5.2: Supporting Initiatives

(1) Initiative 5.2.1: 

Created and implemented a strategy for comprehensive 100 percent physical 

inventory count for inventory in stock and real property, and strengthen information technology 

security measures. Closed 10 percent of FY 18 Notice of Findings and Recommendations.

c. OBJ 6.4: Supporting Initiatives

(1) Initiative 6.4.2:

Maintain individual and organizational focus on the safety and security of our 

workplace. Achieved the highest performance levels by establishing, implementing and 

maintaining safeguards to protect all DLA personnel, facilities, mission, and resources from 

terrorism, vandalism, misuse, theft, assault, espionage, sabotage, unauthorized disclosure or loss. 

In a year of several incidents at military installations, no terrorist or major criminal incidents 

occurred against DLA. 

During the Triennial NORTHCOM AT/Force Protection Program Review DM-S 

received outstanding results. NORTHCOM Assessors stated: “DLA continues to execute their 

program according to the NORTHCOM Commander’s vision for AT/FP; all required 

components of the AT program are addressed – staff expertise and experience evident – DLA is 

the vanguard of the Mission Assurance construct – multiple new initiatives and program 

advancements.” Coordinated, developed and supported various DLA Leader initiatives and 

functions:

(a) Supported installation full scale exercises, provided objective 

observations and made recommendations to improve processes. 

(b) Developed and published the DLA AtHoc Mass Notification System 

instruction to guide the use of the AtHoc system within the Agency. 

(c) Extended the use of AtHoc for network outages to all employees 

regardless of location. The action ensures a more effective and efficient use of J6 resources. 

Coordinated with J31 responsibility for managing, coordinating, and overseeing 

the DLA Mission Assurance Working Group; formally chaired by the DLA Chief of Staff -- 

membership representation from MSCs and J/D codes; worked to provide smooth transition to 

include operational side of DLA.

Synchronized security risk management with DLA's ERM program. Provided 

security risk assessment methodology documentation to J8 ERM team and; highlighted key 

deficiencies during the Disposition Services Agency Management Review. 

Persevered in obtaining M4 Rifle to the police weapons inventory as a force 

enhancer to improve our capability to respond during active shooter events. Worked directly with 

the DoD licensing team to become the only DoD Agency licensed to procure M4s. 
(a) Built DLA two Instructions and four Manuals to exacting DoD Use of 

Force standards. 

(b) Procured 48 M4 rifles for $31K using US Army contract, a 30% cost 

savings for DLA compared to other alternatives. 

(c) Actions were commended by DLA DM Director and processes were 

benchmarked by Pentagon Force Protection Agency. 

Managed Agency Real-time Automated Personnel Identification System and 

Common Access Card (CAC) programs to high levels of excellence. Directly contributed to DMSan Joaquin receiving DMDC’s RAPIDS Site of the Year and four sites receiving “High Flier” 

Certificate of Performance. Ensured timely execution of all required duties of DLA's Service 

Point of Contact for the Trusted Associate Sponsorship System (TASS). Oversaw completion of 

one no-notice audit to ensure Contracting Officer’s Representative/Trusted Agent compliance 

with all contractor CAC requirements. Reissued DLAI 1000.13 to update and clarify guidance 

for DLA's TASS practitioners.

Authored several articles for DLA Today and Director, DLA Installation 

Management, Blogs: Crime Prevention, CTIP, criminal threats, mitigation and reporting 

procedures, emergency procedures and Fire Safety & Prevention. 

(a) Promoted use of DLA iWATCH through articles, exercises, and tests 

to reinforce mechanisms for reporting suspicious activities across DLA. These personal 

protection and awareness blogs and numerous awareness articles are released by Public Affairs 

across social media, bulletins, newsletters, and DLA Today (DLA website). 

(b) Inform workforce through blogs, articles and Did-You-Know on DLA 

Intranet. Tuned to the workforce targeting fire prevention, self-protection, and emergency 

communication.

Responded quickly and decisively on several real-world security events to include 

up channel reporting to DLA leaders...unyielding support for Supply Chain Security CrossCutting Efforts under Strategic Plan Objectives 1.3, 6.4, and 7.4.

Completed NORTHCOM AT/FP Program Review Self-Assessment in 

coordination with J3, J6, & DI – DLA is in full compliance with DoD and NORTHCOM 

program requirements as well as identifying DLA as a model for other DoD Agencies. 

(a) Thirty-two Greenlights for 32 assessed Benchmarks. 

(b) Managed the successful 100 percent completion of the required 

installation full-scale exercises and evaluations including an Active Shooter scenario. Ensured 

DM-S observed 100% full scale active shooter exercises and provided positive observations and 

areas for improvement. 
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Alternate administrator for the Agency's $1.25M AtHoc Mass Notification 

System posed to ensure notification to 25K employees at seven locations.

(2) Initiative 6.4.3: Integrate employee protection programs designed to provide 

early detection of a potential Insider threat.

Conducted three AMRs and three SPRs to ensure DM S&ES programs are in 

compliance with DoD and DLA policies and regulations. The intent of the AMR/SPR are to 

provide management with an objective analysis to aid in identifying areas of vulnerability and 

which seeks to improve overall program and operational performance through corrective action 

plans. 

(a) Successfully identified that MSCs are 90 percent compliant with S&ES 

policies (481 items compliant; 48 non-compliant). 

(b) Identified areas to provide MSC Commanders and Directors and 

overall risk management picture of worldwide MSC operations in line with ERM. 

Ensured 100 percent of required Higher Headquarters AT Vulnerability 

Assessments (IAW DoDI 2000.16). Supports DLA AMRs, with the intent to provide 

management with an objective analysis to aid in identifying areas of vulnerability and which 

seeks to improve overall program and operational performance through corrective action plans. 

Reviewed and completed Risk and Control Program input ensuring up to date 

information for DLA Leader’s to make strategic risk decisions as well as ensuring importance of 

program which was identified with DLA’ Strategic Plan. 

Continued to oversee the implementation and advancement of security technology 

projects to include ESS, Key Control, Common Operating Picture, Emergency Reporting; and 

the sustainment of Defense Biometric Identification System, E911/Computer Aided Dispatch 

(CAD), and RMS. Managed collaborative efforts under the Operational Technology Security 

Pillar, coordinating with J6, field customers while integrating physical security technology 

projects across the Enterprise (including ESS and Electronic Key Control).

d. OBJ 6.8: Supporting Initiatives

(1) Initiative 6.8.1: FY 19 Imperative - Safety Program Modernization: Support 

Agency efforts to modernize the Safety and Occupational Health Program to comply with DoDI 

6055.01.

In October 2018, the appointed Occupational Safety and Health Manager 

chartered the SOH Working Group to execute the Director’s FY 19 imperative to modernize the 

SOH Program. This group made up of the Chiefs of Staff for the MSCs, Installation 

Management Site Directors, and Installation Management SOH Managers. This group developed 

the implementation plan to modernize the SOH Program.

In January 2019, the DLA Director documented his decision on SOH 

modernization and to move the SOH staff and function to the MSCs and Regions. This document 
confirmed the Agency desire to formally move forward with re-aligning the SOH staff to the 

MSC and Region Chain of Command.

In March 2019, the DLA Director was briefed on three high risks associated with 

DLA SOH Program. He documented the following decisions establishing the controls to lower 

the Agency risk. He approved controls to re-align the SOH staff at the Headquarters and the 

MSCs and Regions to ensure Commanders and Directors had access to SOH staff and could 

receive unfiltered advice to prevent injuries and illnesses. He approved controls to update the 

DLA SOH Program to make it a comprehensive program that addresses all the DODI 6055.01 

requirements. He also approved the Agency implementing the risk management process to 

reduce workplace injury and illness. 

In May 2019, the DLA approved the implementation plan to modernize the SOH 

Program. His decision included the Agency SOH Director reporting to the Deputy Chief of Staff 

and the MSC and Region SOH Managers reporting to their organization’s Chiefs of Staff 

(Deputy Commander for Europe & Africa). The decision allows DLA to move toward achieving 

the Director’s FY 19 imperative by October 1, 2019.

e. OBJ 7.4: Supporting Initiatives

(1) Initiative 7.4.1: FY 19 Imperative - Cybersecurity: Leveraging state of the art 

technology and tactics, techniques, and procedures designed to continuously monitor, detect, 

respond, and protect DLA’s mission critical data and enabling technology capabilities against an 

ever growing, advanced, and persistent cyber threat.

(2) Completed Electronic Security System (ESS) sites surveys at the four DLAhosted installations and Headquarters Complex in coordination with the United States Army 

Corps of Engineers. These surveys are a vital component of DLA’s initiative to establish an 

enterprise ESS solution for the Agency. Managed 100 percent inventories of ESS equipment in 

coordination with the Army Corps of Engineers. Survey reports delivered by December 2018 in 

support of DLA's Enterprise ESS initiative.

f. Additional Initiatives and Accomplishments

(1) Family and Morale, Welfare, and Recreation

(a) Stand-up of the FMWR Training Center in Richmond Virginia. - A 

needs assessment survey that was conducted returned results that 80 percent of the Enterprise 

Workforce desired a centralized training center for employees. The training center has begun 

operations and intends to go through accreditation in FY 20.

(b) FY 19 saw the stand-up of the FMWR Plans and Analysis Office. In 

addition to Continuous Process Improvement and RIM, the PA&E Office implemented the 

following documentation and guidance: Updated Enterprise Strategic Plan, Create Annual 
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Operating Plan and subsequent reporting procedures, Enterprise People and Culture Plan, 

Enterprise Risk Management Plan (to include Enterprise COOP), Employee Career Pathing, and 

Multiple additional plans and analysis tools and guidance.

(2) Battle Creek

Improved Facility Condition Index by over 10 percent and, in the words of 

Disposition Services senior leadership, “Disposition Services couldn’t be happier (with the 

engineer effort)...we’ve turned a corner.” An overhaul of supporting engineer processes, 

prioritization and coordination procedures led by the Installation Management senior engineer 

with the Disposition Services customer improved the condition of structures across the customer 

base. Improved spend plan processes to focus on safety and security unique identifiers helped 

engineers focus on the highest priorities and has drastically reduced deficiencies

(3) Columbus

(a) DLA Installation Management at Columbus achieved a combined 97 

percent obligation rate of DM-FC Defense Working Capital Fund (DWCF) operations budget 

totaling $65.5 Million; obligated 98 percent of labor budget, 98 percent of Sustainment 

Restoration and Maintenance (SRM) funds, and an obligation rate of 95 percent of DWCF 

operations budget. 

(b) DSCC was certified as a USA Tree City by the Arbor Day Foundation 

and Ohio Department of Natural Resources. The Tree City USA program is a nationwide 

movement that provides the framework necessary for communities to manage and expand their 

urban forest. DSCC has achieved Tree City USA status by meeting four core standards of sound 

urban forestry management: maintaining a tree board, maintaining a tree ordinance, spending at 

least $2 per capita on urban forestry and celebrating Arbor Day. The Environmental Division is 

also working to prevent future planting of invasive species by implementing a tree permit 

system. The USA Tree City initiative is an example of a strong partnership with the Ohio 

Department of Natural Resources. 

(4) Fort Belvoir

(a) Achieved a top line fiscal result that included a 98 percent EOY 

obligation rate for a $52.9M budget to include over $28.2M reimbursable funding, an overall 

reduction of overtime hours between FY17-18 by 2.28 percent, which equates to a $18,593.09 

savings, and under-executing the overtime cap by 11.62 percent.

(b) The key to employee and tenant satisfaction lies in synchronization 

and coordination across all levels. DM-FF maintains a robust internal and external 

communications engagement programs with seven quarterly site level town hall events that 

include separate sessions with the police and childcare shifts, and 41 additional engagements 

with the DLA D/J code, tenant command representatives, AFGE Union, and members of the US 

Army Belvoir garrison. These external engagements included Quarterly HQC Consulting 

Groups, a monthly Safety Management Council, monthly HQC Health and Fitness Council, 
biannual AT/FP Threat Working Group, monthly facility coordination meetings, monthly HQC 

Child Development Parent Advisory Committee meetings, and quarterly security and emergency 

services exercise planning meetings and table top exercises. 

(5) San Joaquin

(a) The MWR Recreation Program completed numerous projects to 

improve the quality of life for the employees of DLA San Joaquin. A newly renovated fitness 

center with state of the art equipment; running/walking track, and two basketball / tennis courts 

were constructed to offer additional fitness and recreation options to the workforce. In addition, 

three gazebos along with barbeque grills and benches were added to the installation to create 

functional recreation areas. 

(b) Environmental Office accepted the Excellence in Commuter Options 

(ECO) award on behalf of DLA Distribution San Joaquin at the San Joaquin Green Team’s 

Annual “REXPO” event. The ECO Award recognizes employers that have implemented 

strategies to assist employees with Smart Travel options such as carpooling, transit, biking, and 

walking, to improve air quality, reduce congestion, and save employees money.

(c) San Joaquin replaced a total of 1.7K fluorescent lighting fixtures in 

Warehouses 13, 14, 15, 16, and 28 with modern light-emitting diode (LED) High Bay lighting. 

In addition, DM replaced a total of 4K fluorescent lighting fixtures with LED strip fixtures in 

Warehouse 16 A & B. This replacement is reducing energy consumption by approximately 54.5

percent.

(d) DLA San Joaquin RAPIDS site recognized by Defense Manpower 

Data Center as one of the top three RAPIDS sites within DoD, May 2019. With a success rate of 

more than 95.7 percent, the Pass & ID office created a 0.5 percent annual increase in successful 

transactions despite a 43 percent increase in workload from the previous year. The staff created 

and maintained a pre-authorization list of all identified visitors to determine eligibility to access 

the installation. This required considerable administrative and organizational skills as monthly 

authorization lists for this period contained approximately 250-300 visitors per month.

(6) Philadelphia

(a) MILCON Project P1501 DLA Troop Support Headquarters – The 

current DLA Troop Support Headquarters (Bldg. 36) is old, energy-inefficient, and does not 

meet AT/FP criteria. MILCON PROJECT P1501 was awarded to construct a new Headquarters 

facility. The construction of the building exterior is essentially complete. Current construction 

activities include the installation of interior walls, and electrical, mechanical, and plumbing 

systems. The roof that is being installed will have a layer of soil and vegetation (plants) on top of 

it. This type of roof will help to control rainwater run-off and will also help to insulate the roof. 

Also for energy efficiency, a ground water geothermal well system will provide most of the 
Defense Logistics Agency

Fiscal Year 2019 Annual History

260

heating and cooling for the building using 24 wells, each about 400 feet deep under the parking 

lot. These sustainable design/energy conservation features will result in the building receiving

the LEED Silver certification. The building will have four stories and will have approximately 

the same square footage (108,000 SF) as the current Headquarters building (Building 36). The 

building, which will be numbered Building 45, is approximately 70 percent complete and is 

scheduled for occupancy in the first quarter of FY-20. When the new building is complete,

Building 36 will be demolished

(7) Richmond

(a) DLA Aviation Command and approximately 800 DLA Aviation 

employees moved into the new Building 46, DLA Aviation Operations Center Phase 1.

(b) Welcomed the Virginia National Guard Joint Forces Headquarters and 

Adjutant General for the Commonwealth of Virginia as a permanent tenant to Defense Supply 

Center Richmond (DSCR).

(c) Renovated the Community Center, Building S-27 (“The Barn”).

(d) Completed an Elk Management plan in partnership with Virginia Dept. 

of Game and Inland Fisheries and U.S. Dept. of Agriculture resulting in improved herd 

management. 

(e) Welcomed Defense Acquisition University as a permanent tenant at 

DSCR in Building 4, with a capacity for training 100 students. 

(8) Susquehanna

(a) Expanded existing natural gas infrastructure to support 80 series 

buildings

(b) Six military construction projects were under construction in FY 19.

(c) The Antiterrorism and Force Protection Officers hosted a joint 

intelligence dissemination meeting with representatives from the Federal Bureau of 

Investigation, United States Department of Homeland Security, 360th U.S. Air Force Recruiting, 

U.S. Army Recruiting Battalion-Harrisburg, 4th District U.S. Marine Corp Recruiting, the U.S. 

Army War College, Naval Supply Activity-Mechanicsburg, Raven Rock Mountain Complex, 

Letterkenny Army Depot, Pentagon Force Protection Agency, and Fort Indian Town Gap 

Military Reservation
BLANK PAGE
Defense Logistics Agency

Fiscal Year 2019 Annual History

262

Defense Logistics Agency

DLA Small Business Programs (DB) 

Fiscal Year 2019 Annual Historical Report

DEFENSE LOGISTICS AGENCY 

HEADQUARTERS 

8725 JOHN J. KINGMAN ROAD 

FORT BELVOIR, VIRGINIA 22060-6221 

 

 

 

October 15, 2019

MEMORANDUM FOR COMMAND HISTORIAN

SUBJECT: Office of Small Business Programs (DB) Fiscal Year 2019 History

I have reviewed DB’s submission for chronicling Defense Logistics Agency history for 

fiscal year 2019 and would like to forward my endorsement.

You may contact me with any questions at 571-767-3297 or Christopher.Hall@dla.mil.

TOPHER.B. 

1265441145

Digitally signed by 

HALL.CHRISTOPH 

ER.B.1265441145 

Date: 2019.10.15

09:15:45 -04'00'

CHRISTOPHER B. HALL

Deputy Director

Small Business Programs

Attachment: DLA Office of Small Business Programs (DB) FY 2019 History

HALL.CHRIS
1. Introduction. 

It is the policy of DLA to provide maximum practicable opportunities in its acquisitions to small 

business, service-disabled veteran-owned small business, HUBZone small business, small 

disadvantaged business, and women-owned small business concerns. Such concerns must also 

have the maximum practicable opportunity to participate as subcontractors in the contracts 

awarded by DLA, consistent with efficient contract performance.

The DLA Office of Small Business Programs (OSBP), also known as DLA-DB, was established 

in accordance with the Small Business Act of 1953, as amended, and DoD Instruction 4205.01, 

“DoD Small Business Programs,” to aid, counsel, assist, and protect the interests of small 

business concerns. DLA OSBP provides small business advocacy and promotes small business 

utilization to strengthen the competency, capability, and commitment of the industrial base that 

fulfills DLA’s mission as the Nation’s Combat Logistics Support Agency. During FY 19 DLA 

OSBP demonstrated an unwavering commitment to maximizing the contributions of small 

business in DLA acquisitions, while meeting the needs of the Warfighter and ensuring each tax 

dollar is spent responsibly. DLA OSBP guidance and vision propelled DLA to increase 

opportunities for small business, culminating in award of over thirty-eight percent of eligible 

contract dollars to small businesses for the year. 

The Procurement Technical Assistance Program (PTAP) was established by section 1241 of the 

DoD Authorization Act for FY 1985 (Public Law 98–525) in an effort to expand the number of 

businesses capable of participating in government contracts. The statute assigns administration of 

the program to DLA and authorizes cooperative agreements with states, local governments, 

nonprofit organizations and other eligible program participants to carry out the program. Under 

the PTAP, cooperative agreement recipients establish Procurement Technical Assistance Centers 

(PTACs) that assist businesses in pursuing and performing under contracts with DoD, other 

federal agencies, and state and local governments. DLA OSBP is responsible for implementation 

of the PTAP, pursuant to Chapter 142 of Title 10, United States Code. On September 30, 2019, 

there were ninety-three PTACs operating under DLA OSBP oversight. 

2. Organization. 

DLA OSBP was authorized twelve FTEs for FY 19, comprised primarily of GS-1102 personnel. 

For FY 19, DLA OSBP was subject to FTE reductions along with other components of DLA 

Headquarters and the twelve FTEs authorized was a reduction from fourteen authorized in FY 

18, which will be further reduced to eleven for FY 20. The DLA OSBP Director left the agency 

in August 2019 and Ms. Sherry Savage served as OSBP Director (Acting) for the duration of FY 

19. 

Two of OSBP’s FTEs are stationed in Philadelphia to support the DLA Contracting Services 

Office. All other FTEs are stationed at DLA Headquarters in Fort Belvoir, where five primarily 
Defense Logistics Agency

Fiscal Year 2019 Annual History

264

support PTAP. This leaves five OSBP FTEs, including the OSBP Director and Deputy Director, 

who support and oversee operation of the DLA Small Business Program at the Headquarters 

Level.

Additionally, DLA’s six MSCs each have a staffed small business office, but those personnel 

report through their various chains of command and not through headquarters. DCSO OSBP 

reports through DLA-DB because DCSO is a component of DLA Acquisition (J7), which is also 

part of DLA Headquarters. DCSO OSBP reports through DB rather than J7 to maintain 

separation between contracting and small business functions.

3. Key Personnel. 

a. Christina Young, Director, OSBP (May 2018 – Aug 2019) 

b. Christopher Hall, Deputy Director, OSBP (May 2016 – Present) 

c. Sherry Savage, Program Manager, PTAP (Sept 2016 – Present)

 Acting Director, OSBP (Aug 2019 – Present)

4. Total Personnel.

 

DLA OSBP was staffed with ten full-time personnel at the end of FY 19, all civilians. The OSBP 

Director’s job was vacant and filled by Ms. Savage on an interim basis.
5. Historical Narrative

a. DLA OSBP Strategic 

Roadmap

For FY 19, DLA OSBP 

published a Strategic Roadmap, 

which provided guidance and 

direction to DLA small business 

professionals, both at headquarters 

and the MSCs. The roadmap 

described four lines of efforts 

(LOEs) that OSBP leveraged to 

execute the DLA Small Business 

Program for FY 19 and provided 

the direction and guidance needed 

to achieve small business goals for 

fiscal year 2019. Below are the 

roadmap’s LOEs and objectives, 

which are areas where DLA 

dedicated significant work and 

resources throughout FY 19.

(1) LOE 1: DLA Industrial Base

(a) Objective 1.1: Acquisition Planning

Contribute to acquisition strategy, market research and contracting 

processes and activities to ensure small businesses receive the maximum practical opportunity to 

provide innovative, cost-competitive and timely products and services to satisfy DLA 

requirements.
Defense Logistics Agency

Fiscal Year 2019 Annual History

266

(b) Objective 1.2: Promote Small Business Participation in DLA 

Acquisitions

Identify proposed solicitations that involve consolidation or bundling of 

contract requirements and help structure contract requirements to facilitate competition by and 

among small business concerns.

(2) LOE 2: Strong Partnerships

(a) Objective 2.1: Industry Partnerships

Partner with industry to ensure a capable defense industrial base, generate innovative and 

efficient solutions, and maintain a secure and resilient supply chain. Sustain our partnerships 

with industry to help DLA and DoD address immediate needs and long-term challenges.

(b) Objective 2.2: Public Engagement

Proactively engage with the small business community to increase their 

knowledge of the DLA mission, requirements and opportunities. Outreach efforts will focus on 

recruiting viable participants in our supply chains or service centers and diversifying our vendor 

base to meet our goals for the small business programs.

(c) Objective 2.3: DoD and Interagency Relationships

Cooperate with DoD and interagency partners to develop solutions that 

optimize DLA OSBP support of major acquisition programs and policy objectives. 

(3) LOE 3: People and Culture

(a) Objective 3.1: Investment in Small Business Professionals

Invest in the development of our teammates to strengthen our capabilities 

and develop an innovative small business workforce capable of professional and technical 

excellence in executing the DLA Small Business Program.

(b) Objective 3.2: Fortify the Team

Build and strengthen relationships throughout the DLA small business 

community and facilitate information sharing. Foster an organizational culture where employees 

are engaged and motivated to achieve mission excellence. 

(4) LOE 4: Always Accountable
(a) Objective 4.1: Policy and Guidance

Evaluate, refine and propose policy to ensure maximum practicable 

opportunity for small businesses to participate in procurements, while prioritizing the 

accomplishment of DLA’s mission; engage in the legislative and regulatory processes to ensure 

DLA complies with regulations and statutes and, when appropriate, recommend adjustments to 

improve the Small Business Program.

(b) Objective 4.2: Small Business Goals

Establish challenging and achievable small business procurement goals, 

monitor performance across all small business socioeconomic programs and implement 

initiatives to achieve our goals.

b. DLA Small Business Performance

Small business represents a critical 

component of DLA’s diverse industrial 

base, which reduces risk in our supply 

chain and is essential to our ability to 

provide resilient and secure industrial 

support to the Warfighter. DLA has about 

12K suppliers and eighty percent of them 

are small businesses.

For FY 19, DLA exceeded its small 

business goal for the seventh consecutive 

year, and promoted participation in 

acquisitions by Service-Disabled Veteran-Owned Small Businesses, Small Disadvantaged 

Businesses, Women-Owned Small Businesses, and Historically Underutilized Business Zone

Small Businesses. DLA met its goals for each of the Small Business Socioeconomic Contracting 

Programs and exceeded 5 percent for the WOSB Program for the first time since FY 2015*. 
Defense Logistics Agency

Fiscal Year 2019 Annual History

268

Provisional Small Business Accomplishments for FY 19* (as of 11 Oct 2019)

Goal Area FY 19

Goal FY 19 Actual

Small Business Prime Contracts 30.5% 38.2% $14.7B

Small Disadvantaged Business 5.0% 5.5% $2.1B

Women-Owned Small Business 5.0% 5.1% $1.9B

Service-Disabled Veteran-Owned Small Business 2.3% 3.4% $1.3B

HUBZone Small Business 1.8% 2.2% $833M

*small business statistics are provisional and will not be finalized until February or March 2020

c. The Procurement Technical Assistance Program (PTAP)

Within DLA, OSBP is responsible for implementation of the PTAP and executes 

cooperative agreements with eligible program participants to establish the PTACs that assist 

businesses in pursuing and performing under contracts with DoD, other federal agencies, and 

state and local governments. PTACs provide day-to-day assistance to businesses in the form of 

services such as helping prepare bids/proposals, marketing to potential buyers, setting up or 

improving quality assurance and accounting systems, complying with cybersecurity 

requirements, and resolving payment problems.

Cooperative agreements, along with grants, are financial assistance instruments and are 

distinct from contracts in that the principal purpose of grants and cooperative agreements is to 

carry out a public purpose rather than to acquire property or services for the benefit or use of the 

Government. PTAP is unique in DLA as it is the Agency’s only grants or cooperative 

agreements program. Funding for the PTAP and for DLA’s administration of the program is 

provided by an annual Operations and Maintenance appropriation. For FY 19, Congress 

appropriated $42.3M for the program, which was the most ever and was $3.8M more than was 

appropriated for FY 18.

At the end of FY 19, there were 93 PTACs assisting business in 48 states, Washington, 

D.C., Puerto Rico, Guam and in the regions established by the Indian Affairs bureau of the US 

Department of the Interior. For FY 19, DLA OSBP obligated $41.5M for the PTAC’s use. As a 

cost sharing program, $27M in non-federal funding was also committed by the states and other 

local entities. PTACs provided more than 169K hours of one-on-one counseling to 54K

businesses and facilitated over 5,300 training and networking events. PTAC clients won 708K

contracts and subcontracts worth more than $26B. Based on the $47K mean salary for US jobs 

(according to the US Bureau of Labor and Statistics) PTAC assistance facilitated the creation or 

retention of about 560K jobs.
BLANK PAGE
Defense Logistics Agency

Fiscal Year 2019 Annual History

270

Defense Logistics Agency

DLA General Counsel (DG) 

Fiscal Year 2019 Annual Historical Report

DEFENSE LOGISTICS AGENCY 

HEADQUARTERS 

8725 JOHN J. KINGMAN ROAD 

FORT BELVOIR, VIRGINIA 22060-6221 

 

 

 

 

 

 

MEMORANDUM FOR DLA, ATTN: Command Historian

SUBJECT: Submission of the DLA General Counsel FY 19 Annual History Report

It is a great honor to be back at DLA, an organization for which I have the utmost respect. 

I came back to a talented legal team with a history of providing exceptional service that is known 

throughout DoD for its expertise and excellence. As you will read in the following pages, our 

legal mission supports the DLA enterprise in its achievement of the DLA Strategic Plan while 

ensuring a focus on military readiness and supporting the Warfighter. The Office of General 

Counsel continues to deliver outstanding support to the DLA enterprise. We will meet future 

challenges while providing legal expertise for whatever lies ahead.

Digitally signed by 

PAUSCH.MATTHEW.F.123034421

W.F.1230344210 0

Date: 2019.10.08 16:30:52 -04'00'

MATTHEW F. PAUSCH

General Counsel

PAUSCH.MATTHE
1. Introduction

The Office of the DLA General Counsel is the exclusive provider of legal advice, counsel, and 

representation for the DLA enterprise. The Headquarters Office of the General Counsel (DG) 

advises the DLA Director, the Vice Director, J1, J3, J5, J7, J8, J9, DLA Installation Support, and 

the Director’s Staff on the full range of matters involving or affecting the Agency while ensuring 

compliance with laws and regulations.

The Office of the DLA General Counsel’s mission is to deliver professional, candid and 

independent legal advice and services to the agency. As the largest Office of General Counsel in 

the Fourth Estate, we are comprised of a broad range of subject matter experts in many areas of 

the law. This legal enterprise consists of six major legal practices areas; international and 

operational law, administrative and civil law, ethics and standards of conduct, procurement fraud 

and business integrity, labor and employment law and acquisition law. These practices areas are 

organized under four divisions at Headquarters: international and operational law; administrative 

and civil law, which includes the ethics and standards of conduct program and the procurement 

fraud and business integrity program; labor and employment law; and acquisition law. The 

Office of the DLA General Counsel also oversees the delivery of legal services at the MSCs and 

activities. The timely and effective resolution of legal issues and challenges deriving from the 

legal practice areas contributes significantly to the Agency’s achievement of its Strategic Plan 

and ensuring military readiness.

In FY 19, the Office of General Counsel developed its first DLA OGC Strategic Plan. As stated 

above, our mission is to deliver professional, candid, and independent legal advice and services 

to the DLA. Our vision is to be the DoD’s premier legal office of one team composed of many 

highly motivated independent legal professionals, dedicated to excellence and aligned to support 

the Agency. Our commitments include a promise to deliver the highest-quality, timely, and 

responsive legal services; maintain and nurture the personal courage and experience necessary to 

ensure our clients receive well-reasoned, objective legal advice; cultivate an environment 

conductive to professional growth and excellence; foster a unified team through open, informal 

and collaborative working relationships with each other, and across the legal enterprise; and to 

be a continuously improving, flexible organization that anticipates and prepares for new 

requirements and missions.

This year, DG welcomed back Matthew Pausch as the General Counsel on March 17, 2019. Mr. 

Pausch serves as the principal legal advisor to the Director, DLA, overseeing the headquarters 

and field legal offices, exercising professional direction over the attorney workforce, and acting 

as the program manager for Agency legal programs. Mr. Pausch came back to DLA after serving 

as Chief Counsel, U.S. Army Tank-automotive and Armaments Command, Warren, Michigan; 

he possesses in-depth knowledge of the DoD and DLA contracting and logistics mission, having 

served in a number of DLA OGC positions, including DLA Disposition Services Chief Counsel, 
Defense Logistics Agency

Fiscal Year 2019 Annual History

272

DLA Troop Support Deputy Chief Counsel, and Associate General Counsel at DLA 

Headquarters from 1989-2014.

Our previous General Counsel, Mr. James Coyne, retired October 31, 2018 and Mrs. Melinda 

Perritano, the Deputy General Counsel, served as Acting General Counsel from Mr. Coyne’s 

retirement until Mr. Pausch’s onboarding. Mrs. Perritano departed from federal service on April 

13, 2019. Mr. Mark Cremin, Chief Counsel for International and Operational Law at OGC, and 

Mr. Steve Davis, Chief Counsel at DLA Aviation, both served as Acting Deputy General 

Counsel at different times during the year. 

2. Organization and Personnel

Below is an organization chart of our DG Legal Enterprise. The Office of Chief Counsels are 

listed below the Office of General Counsel and their offices include the attorneys assigned to the 

supply chain sites that belong to the MSC.

Office of General Counsel

HQ, DLA

Ft. Belvoir, VA

Pearl Harbor, Hi

Kaiserlautern, GE

New Cumberland, PA

MacDill AFB, FL

Matthew Pausch GC

Vacant DGC

46 FTE

DLA Aviation

Steve Davis

Richmond, VA

Huntsville, AL

Warner-Robins 

AFB, GA

Tinker AFB, OK

Philadelphia, PA

Hill AFB, UT

28 FTE

DLA Disposition

Corky Malcom

Battle Creek, MI

11 FTE

DLA Distribution

John Karns

New Cumberland, 

PA

San Joaquin, CA

Tinker AFB, OK

19 FTE

DLA Energy

Kathleen 

Murphy

Ft. Belvoir, VA

18 FTE

DLA Land & 

Maritime

Mike Gordon

Columbus, OH

Aberdeen, MD

Warren, MI

40 FTE

DLA Troop 

Support

Jon Lightner

Philadelphia, PA

41 FTE
Below is an organization chart of our DG office at Headquarters, Fort Belvoir. 

DEFENSE LOGISTICS AGENCY OFFICE OF GENERAL COUNSEL

HEADQUARTERS, FORT BELVOIR, VA

Enterprise DG Personnel Currently On-Board/Authorized for FY 19

Civilians Active Duty 

Military

Active 

Reservists

FY 19 184/184 4/4 3/3
Defense Logistics Agency

Fiscal Year 2019 Annual History

274

3. Historical Narrative

Below are the descriptions of the mission and highlights of our practice areas for FY 19. 

a. International & Operational Law Highlights 

The mission is to be prepared for CONUS and OCONUS contingency operations by 

providing around the clock legal advice and service related to planned and unplanned DLA 

logistic support operations. We proactively provide legal advice and counsel to the J3, 4 SESs 

and 600 personnel worldwide to include 3 Regional Commands. We are the Agency experts in 

operational and international law, military justice and discipline, and serve as the primary legal 

advisors to the Inspector General, Public Affairs Office and the DLA Transformation 

Directorate. We foster and train an appropriate number of Agency attorneys specializing in 

disaster-preparedness and overseas contingency law. We provide legal advice and 

representation with respect to such matters as local law, customs, international agreements and 

federal employee and contractor rights in areas where humanitarian military operations are 

taking place. 

In FY 19, DLA’s International & Operational Law division supported disaster relief 

efforts, including response efforts related to hurricane Dorian, provided support to Custom 

Border Patrol on the southern border, participated in Operation KEY RESOLVE and managed the 

Agency’s International Agreements Program. Additionally, we assisted clients in the 

restructuring the Joint Logistics Operations Center (JLOC) as the Agency Synchronization and 

Optimization Center (ASOC)

b. Administrative & Civil Law Highlights

The mission is to provide timely and effective advice in the areas of fiscal, environmental 

and safety, installation law, and general administrative law. Included in the administrative and

civil law division are three programs that we execute for the Agency: the standards of conduct 

and employee ethics program; procurement fraud and business integrity program and the 

legislation program. 

(1) Standard of Conduct and Employee Ethics 

We implement the ethics program requirement specified in federal statutes and 

regulations, in accordance with Office of Government Ethics and Standards of Conduct Office 

program directives. The DLA General Counsel serves as the Designated Agency Ethics Official. 

We implement ethics program requirements specified in federal statutes and regulations and in 

the Office of Government Ethics and DoD program directives. We provide mandatory ethics 

training for employees, identify and train those employees required to file financial disclosure 

statements, and collect and review financial disclosure statements for legal sufficiency and 

potential conflicts of interests. We advise on employee disqualification statements, divestitures 

and post-employment restrictions. We report annually on ethics compliance to the Office of the 

Secretary of Defense and the Office of Government Ethics. 
In FY 19 we ensured timely trained, filed and reviewed 5600 OGE 450 filers for all of 

DLA, 900 plus at HQs (35 OGE 278 Reviews), drafted PAO articles for Agency wide 

distribution on gambling, rules on gifts and the Hatch Act. We revised the DLA OGE 450 policy. 

Additionally, we reviewed and revised senior leader travel policy and reviewed industry 

engagement events for the Agency. 

(2) Procurement Fraud and Business Integrity 

In our fraud remedies program, we examine indications of contract fraud 

or other improper conduct by contractors and offerors. We monitor and report on DLAwide efforts to prevent, detect, deter and remedy procurement fraud and related 

irregularities. We coordinate administrative, civil and criminal remedies. We execute the 

suspension and debarment program on behalf of the Agency—our attorneys prepare 

suspension and debarment recommendations for the Suspending and Debarring official 

(the General Counsel) and hold meetings, when requested, with those parties facing 

suspension or debarment. 

In FY 19, the Suspending and Debarring Official (SDO) issued 58 

suspensions, 105 notices of proposed debarment and 95 debarments for a total of 258 

ineligibility actions. We also entered into 5 administrative agreements. Administrative 

agreements are used as an alternative to suspension and debarment and provide that 

certain verifiable actions are taken in a prescribed timeframe, such as implementation of 

enhanced internal corporate governance practices and procedures and/or use of 

independent third-party monitors.

SDO 

ACTIONS

FY 2016 152

FY 2017 211

FY 2018 163

FY 19 258

Our legislation program provides comments to the Office of Secretary of 

Defense Office of Legislative Counsel on legislative proposals advanced by DoD, its 

components and other Federal departments and agencies. We draft and advocate for 

legislative changes that will enhance DLA mission accomplishment and analyze the legal 

impact of proposed and new legislation. In FY 19, we were successful in streamlining 
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Fiscal Year 2019 Annual History

276

two annual National Defense Stockpile Congressional Reporting Requirements into one 

Reporting Requirement through our legislative program (Section 1411 of the FY 19 

NDAA Public Law 115-232). 

In FY 19 our installation support attorneys provided advice and counsel to 

assist with the Agency’s Sexual Assault Prevention and Response Program 

implementation. Additionally, our installation support attorneys provide advice on all 

missions within the installations support directorate to include environmental, 

occupational health, safety, real property, security and emergency services and morale, 

welfare, and recreation (MWR) programs. This support included detailed legal and 

business advice to DoD and Navy stakeholders on the Red Hill fuel storage facility in 

Hawaii. The fiscal attorney participated in the various meetings on the Agency cash 

position, provided audit support in the Agency’s ongoing FIAR audit efforts, and advised

on potential Anti-Deficiency Act (ADA) matters, policies and investigations. 

c. Labor & Employment Law Highlights

The mission of the labor & employment law division is to defend DLA before the Equal 

Employment Opportunity Commission (EEOC), the Merit Systems Protection Board (MSPB), 

the Federal Labor Relations Authority (FLRA), arbitrators and to assist Department of Justice 

attorneys representing DLA in federal court. We advise management officials on labor and 

employment matters to include disciplinary actions, policy issues and Office of Special Counsel 

or Congressional inquiries. We run for the Agency’s Alternative Dispute resolution (ADR) 

program, which has approximately 80 DLA mediators, 23 of which are DG personnel. Below is 

a chart depicting the enterprise caseload for FY 19. 

DLA Labor & Employment Caseload

EEOC MSBP Arbitrations Unfair 

Labor 

Practices 

(ULP) 

FY 19 119 48 11 9

Note: These numbers reflect only the EEOC cases in which an administrative law

judge has been assigned and do not include EEO complaints at the formal or 

informal stage pending assignment, nor do the numbers include cases in which the 

complainant has requested a final agency decision. Many informal and informal 

complaints are settled at the informal and formal stage without a hearing. 

In FY 19 our labor & employment lawyers are supporting J-1 in the negotiations of a new 

Master Labor Agreement (MLA) which covers the large number of unions across the DLA 
Enterprise, as the last MLA was negotiated several years ago. We are working with the Agency

EEO office and J-1 to improve the Agency’s reasonable accommodation process. 

Our ADR program establishes procedures to anticipate and resolve actual and potential 

disputes at the earliest possible stage, thereby reducing the time, expense, delay, acrimony and 

other adverse consequences associated with adversarial dispute resolution processes. In FY 19, 

we continue to focus on promoting the benefits of ADR in various areas. We continue to foster 

relationships with key stakeholders levering our respective strengths for the good of the Agency. 

DLA uses ADR to address disputes that occur in the areas of EEO, workplace, labor, contracts 

and FOIAs. 

DLA ADR Actions

Contracts EEO Labor Workplace Other

Total 0 114 39 4 4

Resolved 0 25 19 3 4

Unresolved 0 89 20 1 0

d. Acquisition Law Highlights

The mission of the acquisition law division is to support billions of dollars-worth of 

procurements for military service and federal agency support, including fuel, construction and 

equipment, medical and pharmaceuticals, subsistence, uniforms and clothing, weapon system 

repair and replacement parts, distribution services, disposition services, and contract actions for 

internal DLA support. We assist in the formation of acquisition policy and procedures. We

analyze the mission impact of new acquisition statutes, regulations and policies and serve as the 

DLA legal member of the Defense Acquisition Regulation Council. Our office assists in the 

preparation and review of solicitation and contract documents in connection with major 

acquisitions and serve on selection panels, and assist contracting officers with negotiations.

We support the Director, DLA J7, and his staff in areas such as procurement policy, 

procurement actions, such as Justifications and Approvals requiring Senior Procurement 

Executive approval, procurement oversight and review, such as Red Teams, and assist with 

special interest reviews and inquiries, such as DoDIG audits and Congressional inquiries. We 

support the Director, J3 and the J3 staff in procurement-related areas such as F-35 support, 

Reform Initiatives, and GSA/Whole of Government issues. Our office supports the Director, 

DLA J6 and the J6 staff in program and procurement-related areas (e.g., support agreements), 

and provide legal support to cross-functional procurement-related programs such as Additive 

Manufacturing within DLA on a DoD working group. 
Defense Logistics Agency

Fiscal Year 2019 Annual History

278

In FY 19, we assisted and advised on the recompete of the Subsistence Prime Vendor 

(SPV) Iraq, Kuwait, and Jordan and associated bridge contracts along with the recompete of the 

SPV Afghanistan and associated bridge contracts. We provided advice and legal counsel on F-35 

Joint Strike fighter support issues, implementation issues related to section 883 of FY National 

Defense Authorization Act for FY 2017 (Storage and Distribution Support to Weapon Systems 

Contractors) to include drafting the delegation of authority to the Director, DLA J3, and drafting 

contract terms and conditions for this test program. In the area of Other Transaction Authority –

Prototype Projects, (OTA) authorized by 10 USC 2371b, we drafted a delegation of authority to 

the Director, DLA J7 and continue to assist in training efforts for the workforce. 

We run the contract litigation program that defends the Agency position in the following 

fora: General Accountability Office (GAO) protests, Armed Services Board of Contract appeals 

and support Department of Justice attorneys in federal courts cases, including the Court of 

Federal Claims (COFC). DLA MSC Office of Counsel serves as lead counsel in most cases with 

oversight from HQ attorneys. Cases involved more than $12B in dispute (which includes 

government claims). 

DLA LITIGATION IN FY 19

Forum Total Pending 

end of FY 19

Cases Filed 

FY 19

Cases 

Resolved FY 

19

GAO Protests 13 154 156

COFC Protests 3 3 0

ASBCA 64 20 26

Courts 12 8 4

Since 2016, DLA OGC has spearheaded efforts to establish an Agency-wide 

Electronically Stored Information Disclosure & Discovery (ESIDD) program, which includes the 

discovery and disclosure of extensive volumes of ESI in eDiscovery, Investigations, Freedom of 

Information Act (FOIA) and Congressional Requests. DLA OGC has established several 

resources, policies and capabilities for the Agency on electronic discovery. We continue to 

collaborate with stakeholders including DLA J6 to acquire on-premises ESIDD software tools 

and further develop agency processes and policies. In January 2019, DG issued a policy memo 

that outlined DLA OGC professional responsibility obligations to understand technology and be 

responsible for his or her case ESI matters, including but not limited to implementing litigation 

holds, conducting defensible ESI searches and culling, and reviewing and analyzing ESI for 

privileges and other protections. This is a fast changing and challenging area of the law and all 

attorneys must understand these important issues to represent DLA competently and effectively. 

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Defense Logistics Agency

DLA Office of the Inspector General (DA)

Fiscal Year 2019 Annual Historical Report
1. Introduction:

a. Inspector General’s Intent during FY 19

The Office of the Inspector General (OIG) operates to support mission readiness for 

DLA. The OIG provides organizational impartiality to support independent assessments of 

DLA’s performance in any area. The OIG goal is to provide factual and timely information to 

support DLA leadership decisions on mission operations, protection of DLA assets, and care for 

the DLA workforce. Our unique ability to give a voice to DLA employees underscores the 

agency’s commitment to its People and Culture goals. While the majority of effort for the OIG 

team is reactive to complaints, fraud schemes, or incidents, the OIG will prioritize proactive 

assessments to support decision-making and risk mitigation. Mandated reduction in staffing 

levels executed in FY 19, as well as significant attrition of authorized personnel throughout FY 

19 will require the OIG to critically review tasks and requests for support and prioritize those 

that will best support DLA priorities and areas of risk. We will leverage an increase in joint 

Audit-Investigative efforts to provide more timely assessments to the Enterprise through 

inspections which are less resource-intensive and time consuming than formal audits. OIG 

prioritizes its resources to prevent, detect and report fraud, waste, abuse, and mismanagement 

through a variety of tools including the DLA Hotline Program. OIG assumes risk in the areas of 

Inspections and Audit execution.

b. DLA OIG Mission

The DLA OIG mission is to sustain Warfighter readiness and lethality by providing DLA 

leadership with facts, analysis, and recommendations through the execution of the five functions 

of Defense Inspectors General—teaching and training, assistance, audits, investigations, and 

inspections—to mitigate agency risk, improve processes, ensure compliance, and optimize 

resources in peace and war.

c. The OIG assists DLA Senior Leadership by:

(1) Conducting Audits that support and inform the agency.

(2) Conducting investigations to probable cause with impartial and unbiased 

findings and recommendations.

(3) Conducting Inspector General (IG) reviews (investigations and audits) that 

facilitate a healthy and balanced work environment and DLA culture for all members.

(4) Coordinating external Audit support, responses, and follow-up to close 

recommendations.
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(5) Maintaining effective partnerships with Defense Criminal Investigative 

Organizations (DCIO) and Law Enforcement (LE) Organizations that support DLA, as well as 

other OIG.

(6) Managing the Hotline and Assistance Program in accordance with DLA and 

Department of Defense (DoD) requirements.

(7) DLA’s auditors focus on high-risk areas and investigators conduct IG 

(administrative) investigations. Auditors and Investigators routinely work together as a team 

using their complimentary skill sets to find facts and develop recommended solutions to complex 

issues for management. 

d. Inspector General Support to the Command 

The OIG is organized to provide functional and regional support to the command. The 

majority of OIG Investigators and Auditors are operationalized and co-located to provide support 

the MSCs and Regional Commands. A small staff aligned with the DLA Headquarters provides 

oversight, manages the DLA Hotline, and provides liaison for all external audit activities. Heavy 

attrition of authorized personnel in the latter half of FY 19 (30 percent Auditors and 25 percent

Investigators) may temporarily reduce support in some areas until hiring actions have been 

completed and new hires have been adequately trained and acclimated. A mission-tailored OIG 

allows for continuity and expediency of effort, confidentially, and subject matter expertise 

(SME) within the OIG. The OIG will continuously review the capability of the DLA Hotline and 

External Audit Liaison functions, while structuring Investigator and Auditor coverage for the 

best enterprise-wide capability. DLA’s worldwide area of responsibility poses a tremendous 

challenge in properly addressing Fraud, Waste, Abuse, and Mismanagement (FWAM) issues 

throughout the enterprise. 

e. Fraud, Waste, Abuse, and Mismanagement (FWAM)

Combating FWAM requires an active collaborative effort. While the OIG operates 

independently, it relies upon the continuous support from mandated partnerships with Defense 

Criminal Investigative Services (DCIS), DoD Inspector General (IG) and meaningful 

relationships with other DoD Inspectors General offices and their associated criminal 

investigative agencies. The OIG works closely with the DLA General Counsel office to 

coordinate and determine the best course of action for each matter. The support provided by 

these entities allows the OIG to collaborate on investigative and audit efforts as well as receive 

operational support to identify the areas of greatest risk to DLA performance and efficiency. 
2. Organization

a. Organizational Structure: 

b. People:

(1) FTE Authorized/Actual 47/39.

(2) Military Authorized/Actual 1/0.

(3) Authorized 47 FTEs is comprised of GS-0511 and GS-0301 Auditors, GS1811 and GS-1810 Investigators, GS-1805 Investigative Analysts, and a GS-0341 Administrative 

Officer.

(4) OIG personnel are located at DLA Headquarters and each of the MSC HQ’s; 

at the three Regional Commands in Kaiserslautern, Germany, Pearl Harbor, Hawaii, and Tampa, 

FL; and at two of our major facilities, San Joaquin, CA, and Tinker AFB, OK.
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c. Budget: 

(1) Total Budget: $7,964,268

(a) Labor Budget: $6,802,066

(b) Non-Labor Budget: $1,162,202 

d. Customers:

(1) Warfighters and the Armed Services.

(2) The American People (Taxpayers).

(3) The DLA Director / Vice Director.

(4) MSC and Regional Commanders.

(5) The J-Code and D-Staff Principals.

(6) Commanders and directors of DLA installations and activities worldwide.

(7) Office of DLA General Counsel (DG).

e. DLA OIG Culture Action Plan: 

We were pleased with the significant improvement in our culture and climate as

documented in the Denison Survey results. We assessed the results as follows: Significant 

overall improvement with respect to Mission culture trait but MHA reductions impacted 

Strategic Direction & Intent. As a result, we implemented the following actions;

(1) Held 3-day course on Change Management on May 14-16, 2019.

(2) Clearly linked OIG functional area objectives and results to DLA Strategic 

Plan on May 16-17, 2019.

(3) Held Feedback Session on Indices Less than 75 percent on May 17, 2019.

(4) Combined Investigator-Auditor activities – Cross functional teaming. (Project 

started May 21, 2019)
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3. Function Areas and Services Provided

a. External Audit Division

The Deputy IG for External Audit (DIG External AD) oversees the External Audit 

Liaison Team and QA Program. The External Audit Liaison (EAL) team provides coordination 

and oversight of all audits performed at DLA by external audit and inspection agencies, most 

notably the DoD Inspector General and the Government Accountability Office (GAO). This 

includes the introduction of external audit teams to senior management to ensure appropriate 

resources is provided to the team, coordination of requirements and requests, reporting, tracking 

and closure of all findings and recommendations. EAL regularly report to senior management on 

the progress and status of ongoing external audit activities within each respective DLA 

organization. EAL seeks to identify emerging trends and areas of focus in the federal audit arena 

to better position DLA to self-assess its risks and vulnerabilities and take corrective actions on a 

proactive basis.

The EAL team also performs follow-up tracking and management of all audit 

recommendations resulting from both external and internal audit projects. The audit follow-up 

process provides DLA senior leadership with reasonable assurance that corrective actions from 

previously reported findings and recommendations are implemented in accordance with the 

timeline established by the responsible DLA organization, and that identified deficiencies have 

been corrected in a timely manner. DLA OIG Auditors and DLA management share 

responsibility for ensuring that actions taken correct the cited deficiency and reduce DLA’s risk 

of mission failure, increased costs, and vulnerabilities to fraud, waste, abuse, and 

mismanagement of government resources.
The DIG External AD, as an additional duty, provides the required Quality Assurance

function to provide reasonable assurance that the Audit Division and its personnel comply with 

professional standards and regulatory requirements during the performance of their audit 

projects. This is accomplished through reviews of the documentation supporting completed audit 

and attestation engagements and the resultant reports issued. 

 

b. Audit Division:

The Deputy IG for Internal Audit (DIG Internal AD) oversees the OIG Audit Division. 

The DLA OIG Audit Division (AD) is the command assurance activity that performs 

independent internal audits, attestations, inspections, and advisory services in accordance with 

Generally Accepted Government Auditing Standards and DoD IG requirements. The goal is to 

assist DLA leadership in improving efficiency, accountability, and program effectiveness, for 

both DLA and its customers. 

The audits performed by DLA OIG AD are operational audits. DLA OIG AD does not 

perform financial statement audits, but can perform audits of financial processes and report on 

internal control, compliance with laws and regulations, and provisions of contracts and grant 

agreements as they relate to financial transactions, systems, and processes.

(1) Operational Audits

The audits performed by DLA OIG are operational audits. Operational audits 

provide conclusions based on our evaluation of evidence against stated criteria, such as specific 

requirements, measures, or defined business practices. Operational audits provide objective 

analysis so that management and those charged with governance and oversight can improve 

program performance and operations, reduce costs, and facilitate decision-making. Operational 

audits include DLA worldwide logistics and acquisition operations, to include but not limited to 

distribution, disposition, supply chain management, and overall DLA enterprise support.

During 2019 the DLA OIG Internal Audit issued two inspection reports and one audit report. 

These products are summarized below.

External Audits Supported 118

DoD IG 59

GAO 44

Service 15
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(2) Audit of DLA Unmatched Collections and Disbursements:

We performed this management requested audit to identify significant root causes 

for the sample unmatched collections and disbursements, and determine if DLA has strategies in 

place to address the root causes. This was a collaborative audit with DFAS Internal Review. 

(3) Inspection of DLA Distribution Small Arms Major End Item Rates:

Our inspection objective was to determine if documented procedures exist for 

calculating small arms major end item rates, and if rate calculations are supported and 

communicated to the Army.

(4) NWRM:

Upon inspection, we determined personnel at selected sites were appropriately

received and processed as required by appropriate regulations and instructions, although there 

was, as always, room for improvement. Additionally, all four of the tested depots/sites properly 

identified the test item as NWRM. Some small, less important, areas of non-compliance were 

also identified and are currently being remedied. 

(5) Audit of COR Roles and Responsibilities:

The objective of these audits (conducted at the MSCs and the Defense 

Contracting Support Office locations) is to determine whether contracting officer’s 

representatives for service contracts perform their roles and responsibilities in accordance with 

regulatory guidance and procedures. Additionally, we will determine if contracting officers

provide sufficient oversight of the contracting officer’s representative’s performance.

(6) Audit of COR Roles and Responsibilities for J6 Service Contracts: 

This audit has the same objective as the initial COR audit; however, its scope 

limited to DLAJ6 Information Operations since they contract for over $1B in services.

(7) Audit of Disposition Services Japan Compliance with Disposal Procedures: 

The objective of this management requested audit is to determine if DLA 

Disposition Services sites in Okinawa and Sagami comply with disposal policy and procedures.

c. Investigations Division:

The Deputy IG for Investigations (DIG ID) oversees the Investigations Division. The 

Investigations Division (ID) conducts preliminary and IG (administrative) investigations of 

matters of interest to the DLA Director, DLA senior leadership, and DLA DG. In addition, ID 

coordinates with, refers criminal allegations to, and assists Defense Criminal Investigative 
Organizations such as the Defense Criminal Investigative Service, Naval Criminal Investigative 

Service (NCIS), Air Force Office of Special Investigations, United States Army Criminal 

Investigations Command and other federal, state and local law enforcement agencies in their 

investigations where DLA is a party of interest. DLA OIG ID conducts investigations where 

DLA has an interest and when DCIOs or other investigative agencies decline to do so. Our DLA 

OIG Special Agents are regionally organized (Eastern and Western), operationalized, and colocated at DLA MSC, Regional Commands, and some major DLA activities (Oklahoma City, 

OK, and San Joaquin, CA) in order to effectively cover the enterprise.

As part of the Quality Assurance program, the Deputy IG for ID also oversees the 

program addressing the Investigations Division (ID). Investigative activity is monitored to ensure 

it complies with laws, directives, instructions, policies, and agreements.

(1) Investigations:

ID provides the full range of investigative services and support throughout the 

enterprise. Investigations are initiated, investigative plans are submitted and approved, and 

coordination is maintained with DG and J1 throughout the life of the investigation. If credible 

information leads to the belief a crime has been committed, the appropriate DCIO, Federal Law 

Enforcement Agency, or State or Local Law Enforcement Agency is notified and the complaint 

is offered to them as a matter pertaining to their primary area of jurisdiction. If they decline, we 

continue the investigation and report the results. 

We started the year with 209 investigative actions open. We opened 231 and 

closed 200 leaving 240 under investigation or pending at the end of FY 19. For much of the year 

we had 12 working GS-1811-13 criminal investigators serving throughout the enterprise, 

supervised by two GS-1811-14 supervisory criminal investigators. The Investigations Division 

includes the Trade Security Controls Assessment Office discussed below and is supervised by 

the Deputy IG, ID, a GS-1811-15 supervisory criminal investigator. The DLA Hotline, 

Assistance, and Inspections programs started the FY under ID but was transferred to the new 

division (Operations Division) towards the end of the FY.

Our most significant investigation in FY 19 started in 2014 with a complaint from 

a concerned third party. Our IG assigned to our office in Pearl Harbor, HI, collocated with HQ, 

DLA Pacific, was instrumental in resolution of this significant and complex investigation that 

will ultimately result in nearly $500Mdollars in fines, recoveries, and restitutions. We anticipate 

as much as $100M being returned to the DLA Working Capital Fund. Not only did he receive 

and refer the initial complaint, but when the investigation started moving, he was a key member 

of the team that successfully resolved the matter. South Korea-based companies SK Energy Co. 

Ltd., GS Caltex Corporation, and Hanjin Transportation Co. Ltd. have agreed to plead guilty to 

criminal charges and pay a total of approximately $82M in criminal fines for their involvement 

in a decade-long bid-rigging conspiracy that targeted contracts to supply fuel to United States 

Army, Navy, Marine Corps, and Air Force bases in South Korea, and the Department of Justice. 
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(2) Trade Security Control

Our Trade Security Controls Assessment Office (TSCAO) prevents illegal 

acquisition or other unauthorized transfers of defense and dual-use technology goods, services 

and munitions by or to individuals, entities and / or countries whose interests are adversarial to 

the United States. Trade Security Control (TSC) helps prevent those technologies, goods, 

services and munitions from being exported directly or indirectly into unauthorized areas 

designated by the Secretary of State, the Secretary of Commerce, or the Director of Foreign 

Assets Control. Investigations Division IG Special Agents and analysts conduct investigations 

and ensure the enforcement of TSC through assessing end use certificate requests to prevent the 

illegal transfer of Munitions List and Commerce Control List items. These activities include 

performing clearance checks (Integrity / Reliability checks) and End Use Certification on bidders 

prior to delivery of property and performing select Post-Sale Investigations (PSI) after delivery. 

TSCAO will expand operations to include export controlled intellectual property (technical data) 

in FY 20. This mission is to prevent unauthorized transfers of export controlled intellectual 

property. We were approved for five additional investigative analysts to support this mission in 

FY 21 and expect to start hiring additional analysts as this mission begins before the end of CY 

19. This expanded effort on intellectual property directly supports DLA Supply Chain Security.

ID conducts related investigations pertaining to the worldwide sales of surplus property by DLA 

Disposition Services.

TSC has seen a significant increase in J349 sales and a decrease in Disposition 

Services sales, which represents a major shift for us. Actual sales and assessments in TSC still 

remain 80-95 percent of our workload, though. The LESO ORI process continues and remains a 

substantial part of our mission. We have performed 5601 LESO ORI verifications this year. The 

time required per ORI is significantly less than a typical sale assessment. TSC, with the addition 

of a new employee, has also nearly completed our entire backlog of scanning as well and at this 

point we are strictly uploading. We have consistently met or kept ourselves below the 45 

working day goal and our constantly trying to fix and improve DCIRS before our eventual 

transition to RMS. This combined with multiple initiatives, upcoming new processes and a solid 

three person team, TSC has had a successful 2019. Here are some statistics:

(a) Temporary Clearances, Assessed: 664 / 55 mo.

(b) Previous EUC’s entered: 681 / 57 mo.

(c) LESO ORI’s: 5601 / 467 mo.

(d) DCIRS Case Assists: 74 / 6 mo.

(e) Scanned Backlog: 2400 / 200 mo.

d. Operations Division

The Deputy IG for Operations (DIG Ops) oversees the Operations Division. The DIG 

Ops directly supports the IG through the synchronization of key OIG mission-related functional 

efforts under the umbrella of investigations, audits, assistance, inspections and Hotline. The 

foundation of this support is the Operations Division’s administrative program that coordinates 
all primary staff functions across OIG related to personnel, finance, training, security, travel, 

taskings, records management, and general administration. The administrative program supports 

all OIG employees at nine CONUS and two OCONUS locations, and serves as a liaison to all 

DLA HQC staff elements. The DIG Ops oversees the Enterprise Hotline and Assistance 

Programs and is directly involved in the synchronization of the OIG Inspections Program that is 

executed by subject matter experts of the Audit and Investigations Divisions.

(1) Hotline

The Deputy IG for Operations oversees the DLA Enterprise Hotline Program on 

behalf of the Inspector General. The DLA Enterprise Hotline Program provides DLA personnel 

with an alternative communication mode to report suspected fraud, waste, abuse, and 

mismanagement without fear of reprisal. DLA Hotline complaints are received through a web 

portal, email, phone or fax or in person. The DLA Enterprise Hotline Program operates in 

accordance with DLAI 7050.01. Complaints are received, considered, coordinated as appropriate 

with General Counsel, and then referred to ID or to the appropriate MSC, Regional Command, D 

or J Staff Point of Contact (POC) for either information or action. When investigations are 

required in support of an action referral, an examining official is appointed. Completion Reports 

are received and reviewed by the Hotline Program Manager (PM) before distribution, if required. 

The DLA Hotline PM acts as the liaison with the Defense Hotline Program. In FY 19, the hotline 

processed and resolved 206 complaints, 144 from the DLA Hotline and 62 referrals from DoD 

IG Hotline.

(2) Assistance

The Deputy IG for Operations also oversees the DLA Assistance Program. 

Personnel requiring assistance can make direct requests to any DLA OIG employee assigned IG 

duties, through the DLA Enterprise Hotline program. Anyone may request assistance of the DLA 

OIG, and the assistance function is a tool that the DLA Inspector General uses to provide DLA 

employees and stakeholders a resource for determining the best solution to any challenge that 

they may face. The purpose of the Assistance function is to help resolve issues for DLA 

employees and stakeholders so they can focus on their assigned mission of support to our 

nation’s Warfighters, and to resolve issues that interfere with performance or resiliency.

(3) Inspections

The Deputy IG for Operations is directly involved in the synchronization of the 

OIG Inspections Program that is executed by subject matter experts of the Audit and 

Investigations Divisions. As part of our informal inspection process, OIG conducts IG reviews 

(investigations and audits) that facilitate a DLA work environment and culture that is both 
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healthy and balanced for employees. The DIG Ops synchronizes these efforts gaining support of 

Audit Division and Investigative Division as necessary. OIG supports the agency management 

review process as part of our formal inspection process. 
BLANK PAGE 
294

Defense Logistics Agency

DLA Intelligence (DI) 

Fiscal Year 2019 Annual Historical Report
1. Introduction: 

a. DLA Intelligence (DI) provides Enterprise-wide policy, program, and operational 

support for the following programs: Intelligence, Counterintelligence (CI), Special Security 

Office (SSO), Special Program Activities, Personnel Security (PERSEC), Information Security 

(INFOSEC), Operations Security (OPSEC), Industrial Security, Foreign Disclosure (FD), and the 

Insider Threat Program (InTP), to ensure DLA decision-makers:

(1) Are aware of the sensitive international factors impacting current and potential 

support requirements;

(2) Are informed of foreign intelligence entity collection operations targeting 

DLA equities worldwide;

(3) Have awareness of foreign threat activity occurring wherever the DLA 

footprint resides;

(4) Have confidence DLA personnel have received adequate training, security 

clearances, and security awareness to ensure unclassified and classified information is protected 

from compromise; and

(5) Are equipped to detect, deter, and mitigate potential risks posed by trusted 

insiders to DLA networks, personnel, facilities, and operations.

 b. DLA Intelligence plays a support role in the DLA Strategic Focus Areas of 

Warfighter First, Global Posture, Strong Partnerships, Whole of Government, and Always 

Accountable by:

(1) Augmenting DLA’s Enterprise awareness of the sensitive international factors 

impacting current and potential support requirements; 

(2) Focusing on implementing risk mitigation strategies; and,

(3) Creating a more highly skilled, diverse, agile, proactive, responsive, and 

trained intelligence and security workforce that is complementary to the overall mission, goals 

and objectives of DLA.

c. In FY 19, DI’s Security Division worked diligently to establish and strengthen 

partnerships to influence effective workflow. Further, the Security Division saw a rise in 

workload while sustaining a reduction in employees. Accomplishments included: 

(1) Assisting J1 (DHRS Columbus) in decreasing their unacceptable cases 

submitted to OPM by 8 percent through focused training on the completion of the Electronic 

Questionnaires for Investigations Processing (e-QIP) system;
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(2) Assisting MSCs with coordinated OPSEC Assessments by the Joint Staff 

OPSEC Support Element (JOSE) and worked with MSC personnel to close gaps identified 

during assessments; conducted assessments on each MSC and three Depot level activities;

(3) Serving as principal advisor to the J1 for security clearance issues during 

monthly “Hot Topics” meetings;

(4) Enhancing timeliness rate and quality of submission on e-QIP submitted to 

OPM through process change; timeliness up 8 percent from FY 17, measured at 68 percent for 

this FY with a DLA goal of 70 percent; submitted over 7107 background investigation requests 

with only 100 deemed unacceptable, well below the 5 percent target established by OPM; 

(5) Serving as key advisor to the J1 led position sensitivity validation. Worked 

with dozens of hiring officials on use of position designation tool; assisted Enterprise Position 

Description (PD) owners in determining sensitivity level and upgrading security clearance 

investigations for over 1123 people assigned to three separate PDs;

(6) Training Personnel Security specialists in making suitability determinations on 

personnel requiring unescorted access or information technology access. Formal training allows 

personnel to conduct Due Process for suitability issue cases sent down by the DoD Consolidated 

Adjudication Facility (CAF);

(7) Improving oversight of security programs through partnership with J3 and 

Installation Support during Agency Management Reviews. Took ownership of the process to 

approve space for classified use and discussion; significantly reduced the timeliness of approvals 

over the past quarter; and, integrated J6 Information Assurance and COMSEC programs into 

approval process for faster provisioning of equipment to process classified material; 

(8) Publishing updates to several SOPs designed to reduce administrative burden 

on specialists. Updates approved and implemented in suitability, due process case processing, 

and the formal memorandums for access suspension;

(9) Implementing the Defense Information System for Security (DISS) on 

schedule with the DoD roll-out;

(10) Reaching IOC on a new internal security application which replaces two 

antiquated applications, about 60 percent functionality received from requirements documents;

(11) Promulgating new policy in PERSEC, OPSEC, and INFOSEC;

(12) Updating security clearance and background investigations on employees 

whose position sensitivity changed or their last investigation is not valid for the current eligibility 

and position sensitivity;

(13) Implementing an approval process for areas to process classified material 

outside secure spaces with assistance from J6 and DM;

(14) Leading discussion into whether DLA requires a NATO Sub-registry and a 

NATO certification for the local SIPRNet enclave;

(15) Coordinating with J6 in developing a process to reduce the number of 

personnel delinquent in completing Derivative Classifier training. Effective Sept 1, 2019 

delinquent personnel will be notified that there SIPRnet account will be disabled within a 

specific time if the training is not completed as required. J6 will also provide DI with a daily 

SIPRnet account roster to ensure the Derivative Classifier training is assigned to new SIPRnet 

account holders via LMS;
(16) Working with MSCs having Local Nationals (LNs) on their roles. DI Battle 

Creek worked with DLA Disposition Services J5 to review 11 AMPS roles that had been 

historically accessed by DLA Disposition Services LNs assigned to DLA Europe/Africa and 

DLA Indo-Pacific. DI Battle Creek proposed solutions (reviewing current IT2 roles to see if they 

were in fact IT2; proposed establishing a secondary/tertiary role from the IT2 roles that could be 

IT3 for the LNs to access). The timeline established by DLA Disposition Services leadership did 

not allow either of these proposals to be vetted. DLA Disposition Services leadership requested a 

waiver until the two proposals could be validated. DI Battle Creek coordinated with DLA 

Disposition Services J5 on the waiver and DLA J3 approved the waiver;

(17) Participating in the OUSD Working Group in reviewing Job Analysis 

received from department OPSEC PM, Coordinators, and Officers resulting in establishing 

program criticality of tasks. Participation was by the DI Battle Creek INFOSEC/OPSEC PM; 

(18) Participating in the Defense Security Service (DSS) Exam Developer Item 

Writing update for Physical Security Certification and updating the Certification Renewal Form. 

Participation was by the DI Battle Creek INFOSEC/OPSEC PM; and

(19) Assessing six J67 Document Services classified production operations for 

compliance with security policies. 

d. In FY 19, DI’s Intelligence Division continued to provide Enterprise-wide intelligence 

support to ensure DLA decision-makers received the needed intelligence to make timely and 

informed decisions. Accomplishments included:

(1) Updating the format for all current intelligence briefings and written products 

to ensure global situational awareness, better readability, and reduced redundancy;

(2) Enhancing overall Agency situational awareness by coordinating all Global 

Update intelligence briefings with relevant stakeholders;

(3) Reviewing the DLA Director’s Priority Intelligence Requirements (PIRs) to 

include short, mid, and long-range requirements;

(4) Streamlining/modernizing intelligence procedures and applications to offset 

reduction in manpower;

(5) Ensuring broader Agency CI awareness by increasing the frequency of CI 

Awareness Training to all newcomer in-processing days;

(6) Developing a comprehensive CI strategy to provide CI support to the 

Agency’s Supply Chain Security Strategy;

(7) Partnering with the TRANSCOM Foreign Entity Vetting (FEV) team to 

explore opportunities to collaborate and build organic capability for providing CI support to 

DLA supply chains;

(8) Assisting the DLA Foreign Visit Program Coordinator by conducting CI 

checks on all foreign visitors to the DLA enterprise;
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(9) Ensuring MSC and RC leadership was appraised of the local CI threat by 

conducting liaison with pertinent CI services in an effort to include DLA as part of all future 

Service CI Threat Assessments;

(10) Ensuring the Agency was appraised of potential CI threats through foreign 

travel CI pre-briefs and debriefs of DLA travelers;

(11) Drafting and staffing a CI Policy Issuance in an effort to provide grounded 

and consistent guidance on all matters related to CI issues;

(12) Drafting and staffing a DLA CI Program Policy Memorandum for the DLA 

Director’s endorsement and signature;

(13) Enrolling and graduating two division members from the Joint CI Training 

Academy’s (JCITA) CI Research, Development & Acquisition (CIRDA) course; 

(14) Serving as the principal advisor to the DLA Chief of Staff for CI and Insider 

Threat issues during bi-weekly updates;

(15) Serving as the principal advisor to the J1 for Insider Threat issues during 

monthly “Hot Topics” meetings;

(16) Continuing to educate the workforce on the Insider Threat program (within 

MSCs and RCs) by briefing leadership and supervisors on the criticality of timely reporting, the 

insider threat inquiry process, and insider threat behavioral indicators; 

(17) Drafting and staffing a DLA Insider Threat Program Policy Memorandum 

for the DLA Director’s endorsement and signature; and

(18) Enrolling three division members into required training in the National 

Insider Threat Task Force (NITTF) HUB Operations Course.

e. In FY 19, DI’s Special Programs Office continued to provide classified and sensitive 

support to the Military Services, other DoD components, Executive Branch agencies of the 

Federal Government, and non DoD and Federal Departments and Agencies. Accomplishments 

included: 

(1) Increasing DLA’s Whole of Government services through sales purchases 

and services, supporting the Director’s Strategic Plan.

(2) Reducing aged receivables significantly by training and partnering with the 

customers and DFAS on financial processes; developing and sharing tailored instructions on 

payments procedures; and, incorporating new G-invoicing requirements. 

(3) Coordinating with DLA Energy and Fuel Purchase Agreement group to 

shorten the processing time for customer; and, providing the customer with easy-to-use templates 

to ensure accuracy and first-time approvals, improving turnaround times by 50 percent or more.

(4) Leading and/or hosting multiple meetings with various customers to field new 

requirements, discussing unique issues to ensure their anonymity and mission success, and 

presenting DLA capabilities and concerns to safeguard DLA’s mission and relationships
2. Organization: 

3. Key Personnel: 

Key DI personnel include the Director, Stephanie Samergedes (March 2010-present); Deputy, 

Adrain Clay (March 2010-present); Security Division Chief, Tim Sullivan (2015-present); 

Intelligence Division Chief, David Lovejoy (January 2019-present); and Special Programs 

Manager, Linda Uehling (2010-present). 

4. Total Personnel: 

a. We are in the midst of personnel reductions due to MHA cuts. We currently have 43 

positions, with three reservists and two positions OPCON’d from J6. We have three required 

MHA reductions for FY 19. Positions taken were Personnel Security positions in Ohio and 

Philadelphia, thus far. 

b. We were also fortunate enough to welcome some Mr. David Lovejoy, Chief, 

Intelligence Division. We have no contractor employees. 

c. In the Intelligence Division, we welcomed two new CI/Insider Threat positions in FY

19, one of which is currently filled and one is the Intelligence Division Chief (Mr. David 

Lovejoy). 
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5. Historical Narrative: 

a. DI Operations

(1) Conducted quarterly VTC (Oct 1018; Feb 2019; July 2019) to update all 

personnel on new developments within DLA and to understand issues DI personnel may be 

having (alternate VTCs, one with HQC leading, the other with field personnel leading).

(2) Established culture climate working group to address issues identified during 

culture/climate survey and develop action plan to resolve problems. Working group is now yearround.

(3) DI Director is conducting sensing sessions with all employees to gauge the 

atmosphere of the organization and gather perspectives and identify concerns with climate and 

culture. 

(4) Produced weekly FRIDAY NOTES to communicate directly with the staff 

(both at HQC and the field). Used this tool to apprise staff of new policy, reiteration of current 

policies, issues, force protection/ security/safety concerns, and to espouse teamwork and DLA 

values.

(5) Used DLA rotation program to train non-intelligence personnel in intelligence. 

Individuals (we requested one for FY 19) learn and are able to provide assistance with 

development of intelligence products. (Win-win for both sides).

(6) Published quarterly DLA Intelligence Newsletter alerting DLA Enterprise of 

security and intelligence items of interest.

b. Security Division Operations

(1) DI added to new customers in FY 19: DSCA and DHRA.

DI is currently supporting almost 5K in personnel from other Defense Agencies 

with only one FTE assigned permanently. DI is working towards hiring a second FTE to handle 

reimbursable organizations.

(2) OPSEC Developments: Dashboard Review; OPSEC Assessments of Supply 

Chains; OPSEC assessments of Depots. 

(a) The USDI provided the DLA Dashboard with a favorable review for 

classification management and process. DI continues to partner with the Joint OPSEC Support 

Element (JOSE) to assess specific supply chains utilizing open source activity reviews (OSRAs).

(b) Supported DLA Energy with OPSEC reviews of all presentation prior 

to their Fuels conference. Provided expert recommendations to keep sensitive information from 

being discussed with unauthorized personnel.
(3) PERSEC Developments: 

(a) Continuous Evaluation implemented for DLA, impacts 16K personnel; 

Position Designation Review completed, processed 850 of 1200 new security clearances 

resulting from position re-designation.

(b) Continued focus on mitigating issues during security clearance 

processing resulted in a 40 percent reduction in adverse security clearance actions. Keeps 

Agency personnel in access and working vice having access suspended and work redistributed. 

(4) INFOSEC Developments: 

(a) Highlighted security violation concerns; wrote policy memo on mobile 

devices in DLA meetings; wrote Director’s policy memo on security and information protection; 

and, received clean opinion on information protection on the Director’s dashboard from USDI.

(b) Identified and implemented a process in coordination with J6 to 

identify personnel required to take annual Derivative Classification training. New process 

ensures personnel comply with DoD mandate and J6 has appropriate oversight over SIPRNet 

accounts.

(5) Keeping the Work Force Informed: the Health of the Agency, BLOGs, DI 

Newsletters.

(a) Published several articles on maintaining security clearance eligibility.

(b) Developed new annual training that incorporates 5 mandatory training 

events into a single module for employees. Test out option before taking module will allow 

employee to bypass training if they score 100 percent on knowledge test questions. J1 continues 

to develop program for implementation in FY 20.

(6) Industrial Security Developments:

Developed training for product specialists on requirements for vendors to handle 

covered defense information, a subset of sensitive information. Training commenced with over 

200 product specialists briefed.

c. Intelligence Division Operations

(1) New Customers: DLA Troop Support Commander/Senior Staff (intelligence 

briefings, 3/week); Expansion to Insider Threat Population/Program.
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(2) Current Intelligence Developments: Improved Global Update briefing format; 

Intelligence brief moved to the front of the daily Global Update; Improved INTSUM format; 

TOP SECRET Intelligence Book for senior DLA leaders.

(3) Counterintelligence (CI) Developments: DLA Director’s Counterintelligence 

Policy Memo; Increased CI Awareness Training; CI Support to Foreign Visit Program; Prebrief/De-brief of DLA employees on foreign travel; CI Inquiries; Military Department CI 

Organization (MDCO) liaison; Intelligence Information Reports; Mission Assurance Working 

Group member; PAO engagement.

(4) Insider Threat Developments: DLA Director’s Insider Threat Program Policy 

Memo; Insider Threat Awareness Training, Supervisor Training, and Command Briefs; Insider 

Threat Working Group Meetings; DoD Insider Threat Management and Analysis Center 

(DITMAC) seminars; Mission Assurance Working Group member; PAO engagement.

(5) Keeping the workforce informed: Health of the Agency; DI Newsletters; PAO 

outreach; increased training of new DLA employees.

d. DOD Intelligence Oversight (IO) Inspection

(1) DLA Intelligence continues to have a strong Intelligence Oversight program. 

The appointed IO Officers perform their responsibilities for ensuring all DLA Intelligence 

personnel receive annual IO training and reporting any intelligence questionable activities. 

(a) No questionable activities were reported or observed.

(b) No questionable intelligence activities reported or observed.

(c) DLA’s IO representative verified that (100 percent) of personnel 

assigned to DLA Intelligence have received all required IO training IAW DoDM 5240.01.

(2) IO Program Developments: DLA Intelligence is in receipt of a draft classified 

report from the CMO regarding the IO inspection conducted a few months ago. However, it has 

some factually incorrect items and, as a result, DI is working with General Counsel and DLA 

OIG on how to respond to each of the findings and observations. 

e. Counterintelligence (CI) CYBER 

(1) DI in coordination with J6 continues to lead the way in CI Cyber operations 

with one of two OPCON’d CI Cyber Program Analysts. This CI Cyber Analyst continues to be 

the Agency Subject Matter Expert providing CI Cyber support to internal and senior agency 

officials. This analyst provides timely leads to other analytical groups within the Intelligence 

Community within 24 hours of receipt that may assist or provide additional resources/assets to 

establish DLA's integration into the cyberspace focused DoD community.

(a) He discovered multiple items of security concern and new threat 

vectors that could potentially impact DLA operations. He always sent out notifications of these 

vulnerabilities within 24 hours upon discovery, and in most cases, he delivered follow-on 

assessments within 48 hours from the original notification. 
(b) His proactive threat hunting led to discovery that there was a 

corporation tracking multiple DLA users in an effort to de-anonymize their web traffic. The 

company was compiling the information to personally identify the users and their browsing 

habits, social media, and physical addresses. CI Cyber was able to identify the targeted DLA 

members and mitigate the company's efforts. 

(c) He educated leadership on the ever evolving cyber threat by 

conducting multiple briefings to senior leadership, training DLA civilians and contractors, and 

communicating national threat items to a wide variety of personnel. He is frequently praised for 

providing enlightening and information rich material in a concise manner. 

(d) He completed extensive research and sampling project on CAC card 

vulnerabilities to ensure that DLA's CAC cards did not contain an inferior encryption scheme 

that some CAC cards had at the time; during this project he coordinated with USCYBERCOM 

and other components on research and final findings. USCYBERCOM released a DoD wide 

notification about 48 hours after our CI Cyber Analyst notified them of the potential 

vulnerability.

f. Sensitive Support Operations

(1) Led the initiative to work the aged receivables (outstanding) bills directly with 

the sensitive support customers and financial team. Met with DFAS and DLA J8 to identify how 

the customer was submitting the payments incorrectly. Determined best method for non-DoD 

customers to pay via IPAC. Developed step-by-step instructions on how to fill out system fields 

so payments are processed in the right DFAS office; included in SOP/continuity book. Result: 

Aged receivables for this customer reduced significantly; fuel bills are in current FY only and 

other DLA support and services are almost completely cleared.

(2) Coordinated with a DLA office to provide shipments for a customer; provided 

written instructions to both parties, and tested procedures to ensure proper communication 

(results were very successful).

(3) Coordinated with DLA Energy and Fuel Purchase Agreement group to shorten 

the processing time for customer; provided the customer with easy-to-use templates to ensure 

accuracy and first-time approvals, improving turnaround times by 50% or more

(4) Formulated a system to track fuel purchase agreements to ensure updates are 

completed prior to the expiration date; this best practice process has given the customers time to 

submit the paperwork with no break in mission requirements

6. New Initiatives

a. Training. Consolidating four separate annual training briefings into one briefing with 

four modules, test opt-out also available. Pending J1 creation. Scripts and pre-tests written by 

SMEs and approved by Division Chief.
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b. Agency Management Reviews (AMRs). Conducted AMRs on Disposition Services, 

DLA Energy, and DLA Aviation. Expanded assessments to include all DLA activities (J6, other 

MSCs located at site) to save on multiple TDYs to assess DLA activities.

c. Increased CI Awareness Training to new employees during all DLA Onboarding days. 

d. Incorporated face-to-face Insider Threat Awareness training for Supervisors. 

e. Developed a CI Strategy designed to provide CI support to DLA’s new Supply Chain 

Security Strategy. 

f. Developed a DLA World View briefing slide that gives the DLA Director and senior 

staff an increased global situational awareness of issues relevant to DLA.

7. DI Enterprise-wide

a. Troop Support: Sensitive Compartmented Information Facility (SCIF) and open 

storage certification of newly constructed facility; JOSE Assessment of subsistence supply chain.

b. Aviation: SCIF planning, AMR completed. Identified significant deficiencies within 

or adjacent to locations where classified material can be discussed or projected over VTC. 

Provided mitigation to ensure classified and sensitive were protected.

c. Land and Maritime: SCIF accredited; SCI LAN installed and operational. 

d. Distribution: SCIF accredited.

e. Energy: JOSE Open Source Assessment completed on Fuels supply chain.

f. Disposition Services: Assisted with proposal to destroy Special Access Programs 

(SAP) IT at request of DoD CIO.
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Defense Logistics Agency

DLA Legislative Affairs (DL) 

Fiscal Year 2019 Annual Historical Report
1. Introduction

The mission of the Defense Logistics Agency’s Office of Legislation Affairs (DL) is to provide 

executive-level advice and assistance to the Director, Vice-Director, Executive Board members 

and Field Activities on all matters regarding Congress, the White House and all national, state 

and local political activities bearing on Agency mission and operations. The vision of the office 

is to have continued proactive engagement with Members of Congress, Congressional 

Committees and their staffs to gain support for DLA’s mission, programs and initiatives.

DL also provides full spectrum support to DLA Headquarters and Field Activities. Each 

legislative specialist is responsible for all congressional actions related to their specific 

portfolios. This includes congressional inquiries, Hill engagements (meetings/briefings) and 

hearing support. Congressional support is centralized within DL. The Field Activities, except 

Troop Support, have no dedicated legislative affairs specialists assigned to their organizations. 

However, there are designated legislative points of contact at each Field Activity who reside 

within either the General Counsel offices or the Command support staff group.

2. Organization

3. Key Personnel

The DL staff is comprised of seven full time employees; no contract staff. There are two GS-13

Legislative Affairs Specialist tasked with direct legislative activity and one GS-14
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Senior Legislative Affairs Specialist who also provides direct legislative activity and is the lead 

for the legislative team. We have one GS-12 Management Analyst who provides information 

management and database support; one Administrative Assistant, and the Director and Deputy 

Director. The Director and Deputy provide direct support to the DLA Director, Vice, COS, 

PLFA Commanders, J-Code Directors, and D-Staff Directors. The Legislative Affairs Specialists 

directly support the Legislative Director and Deputy, and their Director’s Staff Group, MSC, JCode, and D-Staff customers. 

4. Historical Narrative

a. OSD Efficiencies Initiative 

On January 13, 2013, as a result of the OSD Efficiencies Initiative, the DL Deputy 

Director, Mr. Cordell Francis, is dual-assignment as the Special Assistant to the Assistant 

Secretary of Defense for Legislative Affairs. The agreement between OSD (LA) and DLA 

assigned the Deputy to OSD (LA) three out of five days per week.

b. Congressional Engagements

In 2019 the Legislative Affairs office conducted in excess of 3K Congressional 

engagements. Specifically:

(as of October 17, 2019)

(1) 0210 – Congressional Inquiries

(2) 0007 – Congressional Reports

(3) 0000 – Hearings

(4) 0032 – Briefings/Meetings/Telecons

(5) 0004 – Budget Briefings

(6) 1059 – Contract Announcements

(7) 0014 – Congressional MILCON Notifications

(8) 2880 – Direct requests for information (calls, emails, faxes, etc)

c. Reports to Congress

DLA wrote or contributed to Congressional Reporting Requirements for the 

Congressional Defense Oversight Committees. 
d. FY 19 Budget

ITEM ACTUALS

Labor $861,267

Training $600

Supplies/Equipment $4,733

Contract $60,000

Total $926,600

DL had a budget of approximately $896K. The majority of the budget is labor ($861K), 

followed by the only DL contract for Congressional Quarterly ($60K) for information and 

research services. The contract was shared with J8, J3, and J7. The next largest DL expense is 

supplies ($9K), and the remainder was absorbed by training.

e. FY 19 National Defense Authorization Act

The Conference Agreement on HR 5515, National Defense Authorization Act for FY 19 

authorizes $717.1B for the Pentagon and defense-related programs, $16B more than FY 18 

authorized level and 1.2 billion less than the president’s overall request. The total includes 

$639B for the Pentagon’s base, non-war budget that is subject to spending caps and $69B for 

uncapped Overseas Contingency Operations (OCO) to support operations in Afghanistan, the 

fight against the Islamic State, and the general war on terrorism. It includes a large increase in 

funding for nuclear weapons, including funds for a controversial new “low-yield” nuclear 

warhead, as well as additional funding for more ships, planes and armored vehicles.

f. FY 19 Legislative Proposals

DLA submitted three legislative proposals for inclusion in the President’s FY 19 Budget 

Request to Congress. They would (1) authorize acquisitions for the National Defense Stockpile 

(NDS); would (2) amend the Strategic and Critical Materials Stock Piling Act to provide greater 

flexibility in the management of the National Defense Stockpile (NDS) by granting exemptions 

to congressional notification and reporting requirements before acquisition of small scale 

material buys of less than or equal to $10M; and (3) combine two annual reporting requirements 

of the Stock Piling Act into one report. 
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g. FY 19 Consolidated Appropriations Act, P.L. 116-6

On February 15, 2019, H.J.Res. 31 became Public Law No. 116-6; The Fiscal Year 2019 

Consolidated Appropriations Act. The Act made appropriations for the Department of Defense 

and other Federal agencies through September 30, 2019.

h. FY 19 Budget Briefings

DLA started the 2013 Congressional Year with the FY 2014 defense budget briefings after the 

President’s Budget release to Congress on April 10, 2013.

i. DLA Issues of Congressional Interest

A number of DLA issues gained Congressional interest in 2019. A snapshot of the significant 

meetings and briefings are listed below.

(As of October 17, 2019) 

Org Type Date Subject Attendees

DLA Small 

Business

Briefing 2/15/2019 FY 19 National Defense 

Authorization Act

Conference Report -

H.Rept. 115-874 

(Sec.859) - Briefing on 

Authorization for Payment 

of Certain Costs Relating 

to Procurement Technical 

Assistance Centers

House Armed 

Services 

Committee

DLA 

Energy

Briefing 1/16/2019 Agreements/Fuel Billing 

and Collection Issues

Senate Armed 

Services 

Committee

DLA 

Logistics 

Operations 

(J-3)

Briefing 1/11/2019 Briefing - DLA 101 to 

Senate Armed Services 

Committee

Senate Armed 

Services 

Committee

DLA 

Strategic 

Materials

Briefing 1/22/2019 Rare Earth Elements

Update

House Armed 

Services 

Committee

DLA HQ 

Legislative 

Affairs

Meeting 4/1/2019 HASC SASC Staffer Day 

at DLA HQC

House & Senate 

Armed Services 

Committees
DLA 

Finance 

(J8)

Meeting 5/17/2019 DLA Audit update Senate Finance 

Committee

DLA Troop 

Support

Meeting 2/26/2019 Supplycore and Troop 

Support's MRO 

Japan/Korea Acquistion

Reps Adam 

Kinzinger (RIL-16) and 

Cheri Bustos 

(D-IL-17) (ROH)

DLA 

Distribution

MSC 

Congressional 

Visit

2/13/2019 Site Visit - Pennsylvania 

Lt Governor John 

Fetterman Visit to DLA 

Distribution HQ

Pennsylvania 

Lieutenant 

Governor John 

Fetterman

DLA Troop 

Support

Briefing 10/8/2019 Briefing - DLA Support 

to Veterans Affairs (VA) 

for Medical Surgical

House and 

Senate VA 

Committee

DLA 

Strategic 

Materials

Meeting 9/25/2019 Meeting - Noranda 

Chemical (Rare Earth 

Metals)

Rep Garrett 

Graves

DLA 

Distribution

MSC 

Congressional 

Visit

7/8/2019 Site Visit - Defense 

Distribution Center, New 

Cumberland - Local 

Health Clinic Operations

Rep Scott Perry 

(R-PA-10)

DLA 

Energy

Teleconference 3/21/2019 SASC Teleconference -

Follow-up ACSA Way 

Ahead

Senate Armed 

Services 

Committee

DLA Troop 

Support

Teleconference 6/12/2019 State Minimum Wage 

Laws and Small Business 

Contracting

Rep Mike Bost 

(R-IL-12)

DLA 

Logistics 

Operations 

(J-3)

Teleconference 5/1/2019 Teleconference - F-35 

Program Legislative 

Proposal

House Armed 

Services 

Committee
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Fiscal Year 2019 Annual History

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DLA 

Logistics 

Operations 

(J-3)

Teleconference 5/14/2019 Teleconference - POGO 

Article: Demil of 

Humvees - Ground 

Vehicles

Senate Armed 

Services 

Committee

DLA 

Strategic 

Materials

Teleconference 5/23/2019 DLA Legislative Proposal 

Sec. 1413. Authority to 

Dispose of and Acquire 

Materials or the NDS

House Armed 

Services 

Committee

DLA 

Acquisition 

(J-7)

Teleconference 5/2/2019 Historically Underutilized 

Business Zone 

(HUBZone) Set Aside

Rep Elaine 

Luria (D-VA-2)

DLA 

Logistics 

Operations 

(J-3)

Teleconference 6/4/2019 Excess Property and Fire 

Fighter Program

Rep Kim 

Schrier (D-WA8)

DLA 

Finance (J8)

Teleconference 4/19/2019 MILCON Project Funding 

- Richmond Operations 

Center

House Armed 

Services 

Committee / 

Senate Armed 

Services 

Committee / 

Senate 

Appropriations 

Committee / 

House 

Appropriations 

Committee

DLA Troop 

Support

Teleconference 6/12/2019 State Minimum Wage 

Laws and Small Business 

Contracting

Rep Boozman 

(R-AR)

DLA 

Acquisition 

(J-7)

Teleconference 4/18/2019 Teleconference with OSD 

in Prep for HORC Hearing 

TransDigm

House Oversight 

Reform 

Committee
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Defense Logistics Agency

DLA Equal Employment Opportunity (DO) 

Fiscal Year 2019 (FY 19) Annual Historical Report
1. Introduction 

The DLA Equal Employment Opportunity/Diversity (EEO/Diversity) office is responsible for 

providing advice, assistance, and guidance to the DLA Director, the Vice Director, the DLA 

Executive Board, senior leaders, supervisors, and managers, on all matters relating to the 

(EEO) program, as well as proactive measures to develop and maintain a model EEO 

program. It also provides counseling, advice, and training to the workforce about the rights 

and responsibilities within the EEO process. 

The EEO office is comprised of two branches: Complaint and Training Business Unit Branch 

and Affirmative Action/Special Emphasis and Analysis Business Unit Branch. For the enterprise 

DLA EEO Office at the McNamara Headquarters Complex, this translated to the 

disestablishment of the Policy and Compliance Division and establishment of the Complaints 

and Compliance Division, and the establishment of the Affirmative Employment 

Program/Diversity Division. The DLA HQ EEO Operations Division was renamed DLA 

Headquarters EEO Operations Division (DO-S). 

In an effort to display a clear understanding and background of the DLA EEO/Diversity office, 

this report will provide historical information, which began since the reorganization in 2014, 

with programs and initiatives that continue into 2019. 

a. Background Mandates

The Equal Employment Opportunity Commission (EEOC) provides leadership and 

guidance to federal agencies on all aspects of the federal government's equal employment 

opportunity program. EEOC assures federal agency and department compliance with EEOC 

regulations, provides technical assistance to federal agencies concerning EEO complaint 

adjudication, monitors and evaluates federal agencies' affirmative employment programs, 

develops and distributes federal sector educational materials and conducts training for 

stakeholders, provides guidance and assistance to EEOC Administrative Judges who conduct 

hearings on EEO complaints, and adjudicates appeals from administrative decisions made by 

federal agencies on EEO complaints. 

The EEOC regulations implement the federal workplace discrimination laws and are 

found in the Code of Federal Regulations (CFR). In addition, EEOC's significant regulatory 

actions are approved by the Office of Management and Budget, and are coordinated with other 

federal agencies. EEOC's regulations are published annually in Title 29 of the Code of Federal 

Regulations. 
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b. Statutory Requirements

The following laws, directives and executive orders are some of the key federal 

regulations and guidelines that are used in executing the EEO program: 

(1) Title VII of the Civil Rights Act of 1964, as amended.

(2) Management Directive 715 (MD 715)

(3) Management Directive 110 (MD 110)

(4) 29 CFR 1614 – Title 29, Code of Federal Regulation, Part 1614.

(5) 1614.301 Age Discrimination in Employment Act (ADEA) 

(6) 1614.203 Rehabilitation Act 

(7) 1614.202 Equal Pay Act (EPA) 

(8) Genetic Information Non-Discrimination Act of 2008 (GINA)

(9) Age Discrimination in Employment Act of 1967 (ADEA)

(10) Americans with Disabilities Act of 1990 (ADA), as amended.

(11) Notification and Federal Anti-Discrimination and Retaliation Act of 2002.

(12) Executive Oorder 13583, promote Diversity and Inclusion in the Federal 

Workforce 

(13) Executive Order 13087, issued on May 28, 1998, Addressing Sexual 

Orientation Discrimination in Federal Civilian Employment

c. Mission: 

The DLA EEO/Diversity office mission is to advise and assist the DLA Director on all 

aspects of the development and maintenance of a model EEO Program, and to ensure that DLA 

remains in compliance with the regulations and guidelines set by the federal government. 

d. Vision: 

The DLA EEO/Diversity office vision is to ensure that consistent programs of equality, 

diversity and inclusion are in place for all employees, which empower the workforce to achieve 

their full potential and unify the workforce to achieve the DLA mission. 

e. Mission Essential Tasks

The mission essential tasks are divided within the EEO/Diversity office through specific 

duties assigned to the three different divisions identified below: 

(1) Complaints and Compliance Division (DO-C)

DO-C oversees the enterprise-wide Equal Employment Opportunity (EEO) 

complaints process. Issues agency-wide policy guidance and ensures standardization of agency 

processes. Issues final agency decisions, manage the agency appeals process, manages the 
investigations contract, meets reporting requirements, and conducts EEO staff assistance visits 

through the Agency Management Revie. 

(2) Operations Division (DO-S)

The DO-S serves as a champion of equality, opportunity, diversity and inclusion 

for DLA HQ organizations and other DLA-serviced agencies. DO-S partners with managers, 

supervisors, and employees to work towards empowering solutions that allow for achievement of 

full potential and successful execution of DLA’s mission. In fulfilling the agency mission DO-S 

strives to help the workplace resolve conflict through alternative dispute resolutions and EEO 

complaint processing. DO-S assist employees and managers with identifying and fulfilling 

reasonable accommodations that will allow the successful performance of job functions for 

individuals with disabilities. DO-S also strives to help the workplace achieve a diverse, qualified 

and inclusive workforce, which represents the population of this country, while fulfilling DLA 

mission requirements. 

(3) Affirmative Employment Program (AEP) Diversity Division (DO-D)

DO-D advises and assists the EEO Director on all matters relating to the EEO 

program, Affirmative Employment Programs, Disability Awareness and Reasonable 

Accommodations, Diversity and Inclusion, and Special Emphasis Programs. DO-D develops, 

issues and implements DLA instructions (DLAIs) policies, and enterprise standard operating 

procedures (ESOPs) related to these areas of responsibility. DO-D is also responsible for 

preparing and submitting the DLA Management Directive 715 (MD-715) annual report, on the 

status of the EEO program, to the EEOC.

2. Organization:

The organizational structure of the DLA EEO/Diversity office is made up of twenty-one 

positions, which includes the Director, the Deputy Director, one Secretary, three Staff Directors, 

eleven EEO Specialist, one Program Analyst, and three Interpreters. 
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(a) EEO Director (DO) - Ms. Janice Samuel

(b) EEO Deputy Director (DO-1) – Dr. Angela Curtis

(c) Secretary – Ms. Kathy Fields

(d) AEP Diversity Division (DO-D) Staff Director – Dr. Russell Lowe 

(e) Operations Division (DO-S) Staff Director – Mr. Dennis Ellis

(f) Complaints and Compliance Division (DO-C) Staff Director -- Ms. Kimberly Lewis

(g) DLA Disability Program Manager – Ms. Nancy Rivera

(h) DLA Complaints Manager – Ms. Gabriela Reitan

(i) DLA HQ Complaints Manager – Currently Vacant

(j) DLA HQ Disability Program Coordinator – Ms. Monique Ray

(k) EEO Specialist – Mr. Eric Spanbauer

(l) EEO Specialist – Ms. Cynthia Sexton

(m) EEO Specialist – Mr. Larnce Hopkins

(n) EEO Specialist – Ms. Charnika Hayes

(o) EEO Specialist – Mr. Michael Bellinger

(p) EEO Specialist – Ms. Michelle Crafts

(q) EEO Specialist – Mr. Mohamed Fawaz

(r) Program Analyst – Mr. Christopher Kehoe

(s) Interpreter – Ms. Catherine Callender

(t) Interpreter – Ms. Rachel Johnson

(u) Interpreter – Ms. Jeanette Colgan
3. Key Personnel Changes:

Key personnel changes: 

a. Dr. Angela Curtis was selected as the DLA EEO Deputy Director in March 2019.

b. Ms. Kimberly Lewis was hired as the Staff Director of the Complaints and Compliance 

Division (DO-C) in March 2019.

c. The DLA Operations Division (DO-S) Complaints Manager left DLA in the spring of 

2019. This position is currently vacant. 

 

4. Historical Narrative

Our accomplishments are centered on the DLA Strategic Plan, specifically the DLA People and 

Culture (P&C) Plan. The DLA People and Culture Plan states that “The key to mission success is 

to continue our focus on people and culture and ensure our greatest resources, people, are 

engaged and motivated. Engagement is the emotional commitment our employees have to DLA 

and its mission. It is a key driver of higher retention, increased innovation and productivity, and 

decreased absenteeism. Four of the eight objectives in the People and Culture Plan are addressed 

below:

a. Manage the Talent (Objective 3)

This objective is focused on concept to “Develop, promote, and sustain initiatives to 

strengthen workforce competencies to meet emerging mission requirements.”

(1) Standards for EEO Personnel

DO-S Specialists assisted DO with planning and implementation of an enterprisewide training symposium. This symposium trained all DLA EEO Specialists and provided them 

with their required annual eight hour refresher training. All DO-S EEO Specialists attended this 

symposium and fulfilled their annual training requirement. This required eight hour annual 

refresher training, for all EEO specialist, continues to be obtained through various sources, such 

as training courses with the Equal Employment Opportunity Commission, the Defense Equal 

Opportunity Management Institute, and training offered by other Department of Defense and 

federal agencies. 

(2) Training

DO-S purposed to increase its visibility to the DLA HQ workforce. In FY15, DOS revised its new Employee Orientation (NEO) training. The prior training provided a basic 
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overview of the EEO program to familiarize employees with the functions of EEO. The newly 

revised training provides a more in-depth briefing aimed at ensuring that employees understand 

the fundamentals of EEO, know who to contact if an EEO issue arises, understand EEO rights, 

and are encouraged to utilize the RA and ADR processes. This training was implemented in 

August 2015. 

DO-S created and published the handouts, “What You Need to Know About 

EEO” and “RESOLVE.” The first booklet explains the EEO process and explains protections 

afforded under EEO law. The second handout explains the ADR program and promotes 

mediation. These handouts continue to be provided to employees during EEO training and 

individual visits to the EEO Office. They often supplement what the workforce receives via inperson counseling and training. 

(3) Reasonable Accommodations for Supervisors, Managers, and Employees

DO-S continued to work with managers and employees of its serviced DLA 

organizations and DOD agencies on providing reasonable accommodations as needed. DLA 

Headquarters Affirmative Employment Program/Diversity and Inclusion Division (DO-D) 

created a new RA instruction, which outlines the procedures for requesting and processing RA 

requests. More than 40 RA requests were made and 43 were granted, equating to a 93.5 percent 

success rate. The average processing rate of those requests was 24.2 days. Eight of the 46 

requests were closed beyond 30 days; however, cases could have remained active while waiting 

for medical documentation. 

(4) EEO Training for Supervisors, Managers, and Employees

In FY 18 and continuing into FY 19, DO-S offered training that provided an 

overview of the EEO Program and Reasonable Accommodations (RA) for DLA supervisors, 

managers, and employees. 

(5) Prevention of Sexual Harassment/Sexual Assault Prevention & Awareness 

(POSH/SAPR) for Supervisors, Managers, and Employees

In addition to the EEO and RA training for supervisors, managers, and 

employees, DO-S also partnered with DLA Human Resources to offer monthly Prevention of 

Sexual Harassment and Sexual Assault Response and Prevention Training, which began in FY 

18 and is continuing into FY 19. 

(6) American Sign Language (ASL)

(a) Sign Language Interpreting:

Among the responsibilities of the EEO Operations Division is providing 

sign language interpreting services to McNamara Complex employees of DLA HQ and DLA 
Energy, Defense Technical Information Center (DTIC), Defense Threat Reduction Agency 

(DTRA), and Defense Contract Audit Agency (DCAA). 

The sign language interpreting needs within the McNamara Complex are 

met through both full-time staff interpreters and supported by contract interpreters on an ‘ad-hoc’ 

basis, which is managed by DO-S. While sign language interpreting remains the primary duty of 

the sign language interpreters, they also oversee the sign language interpreting contract, the 

scheduling of all customers interpreting services, DO’s support agreements, administration of the 

reimbursable funding, and billing for all DO’s services via both the DLA timekeeping system of 

EAGLES and manual submittals to finance.

To date in FY 19, a total of 3,444.58 hours of interpreting service have

been provided between. Of the 3,444.58 hours DLA Headquarters made up 1,160 (33.69 percent) 

of the hours, DLA Energy made up 1,521.00 (44.16 percent) of the hours, DTRA at 651.25 

(18.91 percent) of the hours, DCAA with 91.00 (2.64 percent) and DTIC with 20.75 (.60

percent). 

To meet this end, a total of 1,384 interpreting requests required 361.75 

hours’ worth of coordination and scheduling, of which DLA HQs have 526 (38.01 percent) of 

the requests, followed by DLA Energy with 532 (38.44 percent), DTRA at 307.00 (22.18

percent), DCAA 7 (.51 percent), and DTIC with 12 (.87 percent). 

SLI Hours 2016 2017 2018 2019 (to date)

Total 3,560.25 4,163.23 3,874.25 3,444.58

DLA Headquarters 1759.50 (49.42%) 2,254.90 (54.16%) 1,557.25 (40.19%) 1,160 (33.69)

DLA Energy 922.25 (25.90%) 1132.68 (27.21%) 1,210 (321.23%) 1,521 (44.16%)

DTRA 565 (15.87%) 585.80 (14.07%) 893.75 (23.07%) 651.25 (18.91%)

DCAA 213 (6%) 111.30 (1.89%) 110 (2.84) 91 (2.64%)

DTIC 100 (2.82%) 78.55 (2.67%) 103.25 (2.67%)

20.75 (.60%)

% of SLI Requests 2016 2017 2018 2019 (to date)

Total 1,289 1,131 1,489 1,384

DLA Headquarters 666 (51.67%) 483 (42.71%) 628 (42.18%) 526 (38.01%)

DLA Energy 359 (27.85%) 377 (33.33%) 456 (30.62%) 532 (38.44%)

DTRA 172 (13.34%) 234 (20.69%) 391 (26.26%) 307 (22.18%)
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DCAA 64 (4.96%) 26 (2.03%) 10 (.67%) 7 (.51%)

DTIC 28 (2.17%) 11 (0.97%) 4 (.27%) 12 (.87%)

(b) American Sign Language Course:

The newly hired sign language interpreters offered an Introductory 

American Sign Language (ASL) course within the McNamara Complex. The 11-week course 

was taught by several McNamara Complex deaf employees, and provided participants with a 

unique introduction to ASL from three deaf employees of various HQC organizations. The first 

iteration started October 13, 2016, and was open to DLA HQs, DLA Energy, DTRA, DTIC, and 

DCAA employees. When the series was announced, it amassed 35 registrants within the first 

three registration days, and 60 persons on the waiting list. The course was offered again to the 

McNamara Complex September 11, 2018 through November 13, 2018.

b. Perform and Reward (Objective 6) 

This objective meant to “Sustain a results oriented performance culture that links 

individual performance and recognition to organizational goals and performance based actions.” 

(1) DoD’s Outstanding Employee with a Disability Award

The purpose of this award is to recognize an outstanding DLA Civilian Employee 

with a Disability who demonstrated exceptional performance in support of the Agency’s mission. 

This Secretary of Defense Award, for Outstanding DoD Service Members and Civilians with 

Disabilities, honors those who support the DoD mission, including their exemplary professional 

contributions, and/or whose attributes best epitomize the qualities and core values of the Defense 

Logistics Agency. This includes individuals, who through their personal commitment and 

professional initiatives, have made demonstrable contributions in the recruitment, retention and 

advancement of Individuals with Disabilities (IWD) in the DLA civilian workforce, as well as 

assisted with the advancement of IWD, and served as role models and future leaders. 

Several employees from DLA won this award between 2014 and 2019. The 

winners include an employee at DLA Land and Maritime in Columbus Ohio in 2014; an 

employee at DLA Distribution DLA Distribution at Tinker Air Force Base, Oklahoma in 2015; 

an employee at DLA Human Resources (J1) at Fort Belvoir, Virginia in 2016; an employee at 

DLA Land and Maritime, Small Business Office in Columbus, Ohio in 2017; an employee at 

DLA Distribution in Susquehanna in 2018; and an employee at DLA Distribution, Shipping 

Branch, Weapons Division in Anniston, Alabama. 

(2) Secretary of Defense (SECDEF) Award in the Achievement of Individuals 

with Disabilities - Best Mid-Size Component Award

Every year the Under Secretary of Defense for Personnel and Readiness approves 

the Component award recipient for the Secretary of Defense Award for Achievement in the 

Employment of Individuals with Disabilities, by Best Military Department, Best Mid-sized 
Component, and Best Small-sized Component. The winners are then recognized at the annual 

DoD Disabilities Awards Ceremony. DLA won this award in 2017, 2018, and was nominated to 

receive this award once again in 2019. The results of the 2019 nomination is currently pending 

and will be determined by August 2019. 

(3) WRP Awards

The Workforce Recruitment Program (WRP) is a recruitment and referral 

program that connects federal sector employers nationwide with highly motivated college 

students and recent graduates with disabilities who are eager to prove their abilities in the 

workplace through summer or permanent jobs. The U.S. Department of Labor's Office of 

Disability Employment Policy (ODEP) and the U.S. Department of Defense's Office of Diversity 

Management & Equal Opportunity (ODMEO) manage the program.

DLA uses the WRP as an important pipeline in the recruitment of individuals with 

disabilities and targeted disabilities. DoD has established a goal for 12 percent for Individuals 

with Disabilities and 2 percent for Targeted Disabilities. 

This year DoD is recognizing Workforce Recruitment Program (WRP) 

participants, Outstanding WRP Coordinators, Outstanding WRP Recruiters, and Outstanding 

WRP Component awardees who have made significant contributions to the DoD workforce and 

have advanced the WRP as an affirmative employment program within the Federal government. 

In 2019 the WRP Awards has recognized DLA in every category (Component, Recruiter, 

Coordinator and Participant). DLA has won a total of nine times! Two times as the WRP 

Component, two times for the WRP Recruiter, two time for the WRP Coordinator, and three 

times for the WRP Participant.

In 2019, DLA Installation Support at Fort Belvoir, Virginia won by Participant, 

DLA Office of Equal Opportunity and Diversity at Fort Belvoir, Virginia won by Recruiter, 

DLA Disposition Services, at Battle Creek, Michigan won by Coordinator, and DLA won the 

award by Component. Note: This is the first time in DoD history, DLA made a clean sweep in 

each of the four WRP annual awards categories within the same year, which included the WRP 

Component of the Year award for the second consecutive year. DLA is the second largest WRP 

employer in the federal government.

(4) Affinity Awards

An affinity group is a group formed around a shared interest or common goal, to 

which individuals formally or informally belong. Affinity groups are generally precluded from 

being under the protection or sponsorship of any government agency, and their purposes are 

primarily non-commercial. Affinity groups can be based on a common ideology, a shared 

concern for a given issue or a common activity, role, interest, or skill. DLA has employees who 
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are actively engaged in some of these affinity groups. In some cases, there are also chapters 

established at federal work sites. 

Employees from DLA have been nominated and recognized for awards from 

some of these affinity groups, with winners selected in two of them over the past several years.

(a) LULAC Excellence in Service Award:

League of United Latin American Citizens recognizes excellence in public 

service in the advancement of education, economic, health and diversity accomplishments, 

particularly within underrepresented populations of the Nation. This award is provided to 

recognize these achievements of members in the Services and civilians of the Army, Marine

Corps, Navy, Air Force, National Guard, Coast Guard, the Public Health Service and National 

Oceanic and Atmospheric Commissioned Corps. This criterion also includes Active, Reserve 

Guard and Civilians in support of the uniformed services. 

This external award is given annually to recognize the achievements of 

persons contributing to the Hispanic community within DLA whose personal commitment and 

professional initiative have made demonstrable contributions in the recruitment, retention and 

advancement of Hispanics employees in the DLA workforce, and who have assisted with the 

advancement of Hispanic professionals, and served as role models and future leaders.

An employee from DLA Aviation in Richmond, Virginia won this award. 

(b) Blacks in Government (BIG) Military Meritorious Service Award:

Blacks in Government Military Meritorious Service Award is an award to 

honor military members and DoD civilian employees who have supported the DoD mission, 

overseas contingency operations, or whose attributes best epitomized the qualities and core 

values of their respective Military Service or other DoD Component. 

This external award honors DoD civilian employees and military veterans 

in government service, whose attributes best epitomize the qualities and core values of their 

respective federal/military service, and who promoted a positive image of those in uniform. This 

includes persons who have made demonstrable contributions in the recruitment, retention and 

advancement of African-American/Black employees in the DLA civilian workforce, and who 

have assisted with the advancement of black professionals, and served as role models and future 

leaders. This includes persons who have significantly increased the opportunity for participation 

of Historically Black Colleges and Universities (HBCUs) in Federal programs and enhanced the 

capacity to build and develop infrastructure to increase participation in DLA employment 

programs. 

An employee from DLA Distribution from DLA Installation Management 

for Energy in Richmond, Virginia won this award. 

c. Resource the Enterprise (Objective 2) Build Connections (Objective 7) 

Objective 2 is to “Recruit and retain a diverse, talented, and skilled workforce”. 

Objective 7 is to “Create an environment where employees share a common perspective 
allowing them to work effectively across organizational boundaries, eliminate “silos,” and 

promote actions that are in the best interest of DLA as a whole.”

(1) DLA Recruitment Cadre

The DLA Recruitment Cadre is associated with developing recruitment strategies, 

methods, and plans and sources to identify and attract qualified, diverse candidates for the full 

range of occupations in DLA. Cadre members focus on systematic corporate marketing strategies 

for selecting DLA’s future employees that acknowledge the complex economic and demographic 

factors that continue to evolve and impact the talent marketplace. The Recruitment Cadre must 

possess the following:

(a) An understanding of and a commitment to the value and importance of 

public service

(b) Professionalism

(c) A commitment to understanding cultural diversity and developing a 

quality and diverse workforce

(d) Enthusiasm

(e) Good communication skills, and

(f) Knowledge of and appreciation for what makes DLA an employer of 

choice

There is also a requirement for all cadre members to complete the annual DLA 

Recruiter refresher training. 

(2) Partnerships/Outreach

DLA’s EEO/Diversity partnership and outreach efforts serve as pipelines, which 

will expand our pool of qualified candidates of Women, Minorities, and Individuals with 

Targeted Disabilities (IWTDs), into positions that are underrepresented in these areas within the 

DLA workforce. The following are some of the partnerships and outreach programs initiated by 

the DLA EEO office. 

(a) Gallaudet University

DLA Director Army Lt. Gen. Darrell K. Williams and Gallaudet 

University President Roberta J. Cordano signed a historic memorandum of understanding to 

promote greater opportunities for qualified future graduates of the university to find full-time 

employment with DLA. The event took place in the historic Chapel Hall at Gallaudet University 

in Washington, D.C., on 25 March 2019. Gallaudet University is a leading institution of learning, 
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teaching and research for individuals who are deaf and hard of hearing. The school is known for 

recognizing and promoting American Sign Language and for its pioneering efforts to remove 

barriers that prevent individuals who are deaf and hard of hearing from fully participating in 

society. 

(b) Operation War Fighter

Operation Warfighter (OWF) is a Department of Defense internship 

program that matches qualified wounded, ill and injured Service members with non-funded 

federal internships in order for them to gain valuable work experience during their recovery and 

rehabilitation. This process assists with the Service members’ reintegration to duty, or transition 

into the civilian work environment where they are able to employ their newly acquired skills in a 

non-military work setting.

DLA partners with HR to attend OWF events. OWF enables Federal 

employers to familiarize themselves with the skill sets and challenges of wounded, ill and injured 

Service members as well as benefit from the talent and dedication of these individuals.

(c) Soldiers for Life/ Wounded Warriors 

In FY 19, DO-S has entered into an informal partnership with the Fort 

Belvoir Soldiers for Life – Technical Assistance program in order to promote the agency at the 

SFL-TAP workshops for soldiers transitioning from active duty. 

d. Diversity and Inclusion (Not one of the P&C Objectives)

DO-S continued its tradition of offering interesting SEP observances to the McNamara 

Complex. DO-S partnered with the other DLA organizations and DOD agencies at the 

McNamara Complex to offer observances that educated the workforce to culture uniqueness, 

issues, and other areas of interest. One observance was Black History Month, which included a 

trivia challenge, with teams representing McNamara Complex agencies answering questions 

related to Black History facts. Approximately 120 people attended the event to watch 14 

contestants represent their agencies in this lively game.

e. Accountability and Compliance

Although this is not one of the DLA People and Culture plan objectives, these 

accomplishments have made a significant contribution to the success of our goal of developing 

and maintaining a model EEO program.

(1) EEO Investigations 

Regulations require agencies to develop an impartial and appropriate factual 

record upon which to make findings on the claims raised by a complainant and complete its 

investigation within 180 days of the date of filing an individual complaint. In late September 
2018, four Blanket Purchase Agreements were awarded to contractors to conduct EEO 

investigations within 60 days. This was done to improve the timeliness for completing 

investigations. In addition, guidance was provided to EEO offices on the required paperwork 

necessary for requesting contract investigators.

(2) Final Agency Decisions (FADs) 

Final decisions are made based on a complaint filed by an individuals on the 

merits of each issue in the complaint, when an Equal Employment Opportunity Commission 

(EEOC) administrative judge (AJ) issues a decision, and when a complainant alleges a breach of 

settlement agreement. In FY 19, DO-C wrote 23 merit FADs based on the record. DO-C also 

wrote and issued 26 final orders following an AJ decision; issued one (1) final decision on 

damages; and four final determinations on breach of settlement agreement claims (Data as of 

July 1, 2019). In June 2019, two EEO Specialists were sent to the EEOC “Drafting Final Agency 

Decisions” course, and a tiger team was developed, to help to improve our timeliness. 

(3) Appeals Processing 

Complainants have the right to appeal an agency's final action on a complaint of 

discrimination to the EEOC's Office of Federal Operations. DO-C responded to and processed 27 

appeals filed with EEOC. Processing included review of the case file, preparation of documents, 

and assembling and preparing the case record for submission to EEOC.

(4) Policy Statements 

 

In November 20, 2018, a policy statement on Equal Employment Opportunity 

was signed by the DLA Director on workplace discrimination and/or harassment showing his 

commitment in ensuring a workplace free from unlawful discrimination. In June 2019, policy 

statements were refreshed to update the Sexual Orientation and Gender Identity Harassment and 

Discrimination, Diversity and Inclusion, Reasonable Accommodation, Prevention of Sexual 

Harassment, and a new Statement on Prevention of Sexual Harassment (POSH) and Sexual 

Assault Prevention and Response (SAPR) was also developed. 

(5) Alternative Dispute Resolution (ADR)

 

Upon receiving notice that DoD Investigations and Resolutions Directorate (IRD) 

would no longer conduct mediations at the pre-complaint stage of the process, DO-C provided 

guidance and information on the use of the DoD Shared Neutrals Program - a free service which 

provides neutrals for ADR proceedings to the DoD components – ensuring DLA complaints are 

being resolved at the lowest level possible. 
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(6) Reports (No FEAR Act Quarterly Reports/Statistical Report of Discrimination 

Complaints (462 Report)) 

DO-C analyzed statistical data pertaining to complaints of employment 

discrimination filed by employees as part of the No FEAR Act quarterly reports and ensured 

quarterly reports were posted on the DLA’s public website. DO-C ran monthly 462 reports to 

evaluate data entry of complaint information, and verified the data was accurate. In October 

2018, DO submitted a timely report to EEOC. Out of a total of 271 pre-complaints, DLA 

completed 228, settling 21 pre-complaints, with 104 not filing a formal complaint. ADR was 

offered to 190 of the 228 completed pre-complaints (83 percent). Out of 323 formal complaints, 

DLA closed 88 cases, investigated 59 complaints.

(7) Agency Management Reviews (AMRs)

In support of the DLA Director and Agency mission, DLA has established the

AMR program as a comprehensive, cross-functional, formal evaluation of DLA's 

compliance with the laws, regulations, policies, and procedures covering operational 

activities throughout the agency. These reviews provide an objective analysis to assist 

management in identifying areas of vulnerability and improve overall program and 

operational performance. The program also aims to isolate trends and identify best practices

acrossthe agency to strengthen DLA's overall performance. These evaluations are conducted 

every three to four months at different Major Subordinate Commands (MSCs).

The DLA EEO office will continue to conduct AMR visits to do comprehensive 

evaluations and assess the EEO program and performance of the various MSC EEO offices. The 

last one was conducted at the DLA Aviation EEO office from March 4-8, 2019, for quality and

assessment of work completed. Feedback was provided to the EEO office with best practices 

identified and recommendations for improvements. The next two visits are scheduled for August 

5-9, 2019 at Land and Maritime and October 2019 at Troop Support.

(8) iComplaints Database 

iComplaints is a database used to track all aspects of an EEO complaint. DO-C 

regularly attended the vendor’s “user forum” to stay abreast of the latest updates to the software. 

DO-C also collaborated with J-6 when migrating iComplaints to a new cloud.

5. Conclusion 

The United States government employs millions of men and women across the country and 

around the world. The ability of our government to meet the complex needs of our nation and 

the American people rests strongly on these dedicated and hard-working individuals. As a 

result of the increasing public expectations of government institutions, federal agencies must 

position themselves to attract, develop and retain a top-quality and diverse workforce that can 

deliver results and ensure that our nation continues to growth and prosper.
Equal opportunity in the federal workplace is one of the key factors to accomplishing this 

goal. In order to develop a competitive, highly qualified workforce, federal agencies must 

fully utilize all workers' talents, without regard to race, color, religion, national origin, sex, 

age, sexual orientation, or disability. Although the promise of workplace equality is a legal 

right afforded to all of our nation's workers, equal opportunity is more than just a matter of 

social justice, it is a national economic imperative. Therefore, federal agencies must make full 

use of our nation's human capital, by promoting workplace practices that allows opportunities 

for the best and brightest talent available. All workers must be able to compete on a fair and 

level playing field and have the opportunity to achieve their fullest potential.

Policies and practices that impede fair and open competition in the federal workplace can cost 

the American economy millions of dollars every year. The most obvious costs are out-of-pocket 

costs, from both the agencies and federal workers, in connection with workplace disputes. Some 

of the less obvious, but just as expensive, are those costs associated with decreased morale and 

productivity and the ineffective and inefficient use of human capital resources. These costs can 

and should be avoided. The Defense Logistics Agency (DLA) must continue to maintain a firm 

commitment to the principles of equal opportunity and make those principles a fundamental part 

of the entire DLA workforce culture.

Investing in our future is our most valued resource. Having a Diverse and Inclusive environment 

that draws on the different perspectives and skill sets leads to a more innovative and results 

driven culture. A commitment to equal opportunity, diversity and inclusion, is critical for DLA 

as a model equal employment opportunity employer. DLA’s ability to attract, develop, and retain 

a diverse, skilled, and agile workforce is vital to our continued success as the nation’s combat 

logistics support agency. DLA is committed to creating a culture of high organizational 

effectiveness that focuses on employee engagement, development, performance, and 

accountability. 
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Defense Logistics Agency

DLA Public Affairs (DP) 

Fiscal Year 2019 Annual Historical Report

 
1. Introduction: 

DLA Public Affairs supports the execution of the DLA Strategic Plan by sustaining / improving

the reputation of DLA among key stakeholders, growing awareness of DLA's logistics 

capabilities throughout DOD and with federal/state agencies, and promoting cohesion within the 

DLA Enterprise workforce.

2. Organization: 

3. Key Personnel: 

DLA Public Affairs is led by Joe Yoswa (i.e., 10 December 2017 – present). His deputy is Pat 

Mackin.

4. Total Personnel: 

The fiscal year ended with DLA PAO having fourteen GS employees and one contractor. 

5. Historical Narrative: 
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The DLA Public Affairs Office (DLA PAO) had a FY 19 full of changes. Due to a shrinking 

staff and changes to the way people consume media, Director Joe Yoswa and Deputy Director 

Pat Mackin realigned the office’s reporting structure, stopped printing DLA’s workforceoriented magazine, and shifted writers to digital/social media platforms. Staff members 

incorporated these changes while responding to queries, reporting on events, maintaining 

multiple websites, producing videos, and assisting the Director with speechwriting. As with the 

rest of the Agency, they had to work with reduced travel and funding, a consequence of efforts 

taken by DLA to increase the readiness of military services and combatant commands. 

Two DoD initiatives drove PAO changes in FY 19. A decision made in late 2016 to reduce major 

headquarters throughout the Department resulted in PAO shrinking by seven employees, a 

reduction that led to a decrease in products and articles written by staff. 

At the same time, DoD ordered a delayering campaign which required supervisors to have a oneto-ten ratio. Assisted by the drop in personnel from twenty-six to fourteen, Yoswa and Mackin 

began supervising all employees directly. Several employees had to rewrite their duty 

descriptions as a result of not being a supervisor. 

The last employee to leave was John Bell, the editor of LOGLINES. Published six times a year, 

LOGLINES had been the office’s printed vehicle for communicating with the workforce. Each 

volume included a message from the director, interviews with key leaders, articles about 

employees, coverage of events, and analysis of issues. After releasing its last regularly-scheduled 

issue in March – and one final publication would follow in September – the office began 

searching for other ways to inform DLA employees. 

The answer was to rely more on websites and social media. Instead of the hard-copy magazine, 

DLA Today, DLA’s homepage, Facebook, Twitter, YouTube, Flicker, and LinkedIn became the 

office’s platforms for communicating with the agencies workforce, vendors and service 

customers. 

Yoswa and Mackin did not change formats due to concerns about quality. In fact, LOGLINES

and its authors won several Defense Media Merit Awards in FY 19. The magazine took second 

place for print publications, Beth Reece took first place in commentary for “A Veteran Reflects 

on Service, Pride in Fellow Service Members,” and Nutan Chada took second place in shortform video for “One Team, One Mission, Connected with Data.” PAO did not just win awards, it 

issued them. Run by Phil Prater, the DLA Journalism in Excellence Competition received an alltime high of sixty-eight entries. Participants included every public affairs office in the Agency. 

Awards were given in twelve categories. 

Another DLA PAO accomplishment for FY 19 was the redesign of the front page of 

www.DLA.mil the agency’s public website. With J3’s Customer Engagement Team, Christopher

Goulait coordinated efforts, taking suggestions for the engagement team’s draft layout creating it 

into a homepage focused on supporting customers, vendors and employees. He then used his 
position as the agencies webmaster to reengineer pages so users could more readily find 

information, access programs, and interact with the Agency.

In public affairs, communicating with the public means answering media queries. Mr. Mackin’s 

team of Michelle McCaskill, Melissa Bohan and Chris Born responded over 300 queries 

throughout the year. Topics included the Law Enforcement Support Office (LESO), a DLA 

component that provides excess equipment to state and local sheriffs and law enforcement 

offices; the F-35 joint strike fighter and DLA’s role as the Global Transportation and North 

American Warehousing; and TransDigm, a company that was part of a DOD IG and subsequent 

congressional investigation for a business model that marked-up prices. 

The PAO also managed messaging for the Agency’s response to the changes in the way DoD 

managed the working capital fund and cash. These two fund resources allows the agency to 

operate and the margins designated by OSD required senior staff and subordinate offices to 

change the normal operating procedures. Dubbed Operation AGENCY RESOLVE, DLA PAO 

issued guidance through the orders process on leaders engagements with customers, employees, 

and industry/suppliers.

OAR’s talking points to employees included the need to continue cost saving measures. As with 

the rest of the Agency, PAO had to cut training expenditures, a decision that prevented it from 

holding its annual conference. While the office searched for virtual training opportunities, the 

benefits gained from the annual assembling all the Agency’s public affairs professionals in one 

location for training did not happen.

The office also fell subject to travel limitations, with its Video Production Team experiencing 

this restriction most acutely. To film video, the production team needs visuals, and the only way 

to obtain visuals is to travel to where employees work. Despite restrictions, the team still 

managed to finish twenty-five recordings, to include a new command video for DLA Energy and 

several additions to its Logistics on Location series. In addition, Nutan Chada, the team lead, 

spent a week filming DLA Distribution’s Expeditionary Site Set Team dispose of excess 

property during Operation SABER GUARDIAN in Kosovo. Chada’s video will market the Site 

Team to combatant commands.

The Director remained the Agency’s key communicator in FY 19. Helped by speechwriter Chris 

Erbe, LTG Darrell K. Williams addressed industry partners, academic institutions, military units, 

and civic organizations throughout the fiscal year. In particular, he spoke at the National Industry 

for the Blind in November 2018, Gallaudet University in March 2019, the National Clothing and 

Textile Organization in March 2019, the Command and General Staff College graduation in 

April 2019, and the Central Florida Urban League in June 2019.
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To help leaders other than the Director interact with external audiences, Yoswa and Mackin 

established an enterprise-wide Engagement Working Group. As outlined in “DLA Outreach and 

Engagement Strategy” – still in draft form at the end of the fiscal year – the working group will 

optimize “the overall strategic impact” of the Agency’s “collective outreach efforts” by advising 

employees who communicate outside the Agency. As planned, the group will rely on a webbased platform to collect requests and display them on a calendar. Its goal is to shape, manage, 

and standardize engagements with academia, businesses, communities, and other entities.

Standardization is also important across DLA’s multiple public affairs offices. While public 

affairs offices at MSCs helped promulgate the Agency’s story, they also engaged local 

audiences. DLA Troop Support PAO, for example, served not only as a proponent of five supply 

chains but also as a conduit to veterans’ organizations and other resident groups in northern 

Philadelphia. In addition to taking the lead on stories regarding F-35 parts acquisition, DLA 

Aviation PAO publicized its installation’s unique history. DLA Energy, while collocated with 

DLA headquarters, concentrated on topics particular to its business operations, to include 

supplying rocket fuel to NASA and hosting the biannual Worldwide Energy Conference in May. 

Likewise, DLA Land and Maritime, DLA Disposition Services, and DLA Distribution all 

pursued public affairs portfolios that both reflected and differed from that of headquarters. 

Yoswa and Mackin synchronized these operations by lines of effort that aligned with the 

Director’s goals. By ensuring all entities sustained or improved DLA’s reputation among key 

stakeholders, they advanced the Director’s Strong Partnerships and Always Accountable efforts. 

By having all public affairs personnel grow in awareness of the Agency’s capabilities, they 

supported the his Whole of Government effort. Finally, Yoswa and Mackin promoted cohesion 

throughout the enterprise and supported the Director’s implementation guidance.
BLANK PAGE
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Defense Logistics Agency

DLA Chaplain (DH)

Fiscal Year 2019 (FY 19) Annual Historical Report
1. Introduction: 

a. Mission: 

Provide religious logistics support for Religious Affairs personnel, enabling the free 

exercise of religion across the DoD. Provide confidential pastoral care and support to DLA 

employees.

b. Vision:

World-class religious supply logistics in support of the spiritual wellbeing of the Armed 

Forces in peace and in war, around the clock, around the world

c. Values:

(1) Warfighter needs guide us 

(2) Integrity defines us 

(3) Diversity strengthens us 

(4) Excellence inspires us

2. Organization: 

3. Historical Narrative

In FY 19, the DLA Office of the Chaplain (DH) focused on building the team and improving 

sales. There are many projects that require multi-year effort and coordination with several 

organizations within and outside of DLA. These initiatives are to support the DLA Director’s 

Strategic Plan in the areas of Warfighter First, Global Posture, Whole of Government, Always 
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Accountable, and People and Culture. This effort has been ongoing even with the loss of the 

Individual Mobilized Augmentee Chaplain, CH (MAJ) Demetrius Walton at the end of the last 

FY, and the Command Chaplain and his NCO being new to the position. 

People and culture are “the secret sauce” and the Office of the Chaplain supports this fully. 

Chaplain provides prayers or helps locate people to prayer for events that included Marine Corps 

Birthday at DLA Aviation in Richmond, VA, to the change of command at Troop Support in 

Philadelphia, PA, while supporting local events like DLA Energy’s award ceremony and dozens 

of promotions and retirements throughout the McNamara Complex. We also made several site 

visits to get a pulse of the MSC, supported four open house/org days, and support spiritual 

resiliency throughout the command. 

Global Posture, Warfighter First, Whole of Government, and Always Accountable are on our 

minds in everything else we do. From visiting the Jewish Chaplains’ Conference to visiting 

individual VA Chiefs of Chaplains, we want to make the purchasing process easier with the right 

items. This means having a continuously updated Ecclesiastical Supply Catalog, getting WebFlis 

updated so data pulled to FedMall includes colloquial names to aid in search results. It also 

required that DH closely tracked all orders during holy days and help find solutions to unique 

issues that come up every year. The result has been continuous growth in purchases from DLA 

as the Warfighter learns that they can depend on DLA to provide the right gear when they need 

it!
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Defense Logistics Agency

DLA Transformation (DT)

Fiscal Year 2019 (FY 19) Annual Historical Report
1. Introduction:

DLA Transformation’s mission is to advise and assist the DLA Director, Vice Director, and 

Chief of Staff with formulating and executing the Agency’s strategy to meet and sustain logistics 

support capabilities for DoD and Whole of Government partners. The DLA Transformation 

Directorate develops the Agency strategic plan, executes governance, manages Agency policy, 

forms, and organizational alignment, and coordinates integration of special interest projects and 

improvements through Continuous Process Improvement and the Academia and Outreach 

Programs. 

2. Organization:

3. Historical Narrative

This historical record describes DLA DT’s FY 19 actions, accomplishments, and contributions 

that advanced the Agency’s governance, improved operational effectiveness and efficiency, its 

ability to comply with higher-level laws and regulations, as well as leading innovation in the way 

we conducted business now and in the future. 
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a. Strategic Management System: 

DLA DT made several improvements and accomplishments to the Agency’s governance 

process through a refined Strategic Management System. 

Process: Strategic Plan  Director’s Intent (Annual Guidance)  SPIG  Individual 

Dynamic Operating Plans  DOP Reviews  AFRs

(1) Strategic Plan

In November 2017, DLA published the DLA 2018-2026 Strategic Plan. The Plan 

promulgates the Agency’s future direction. A two-eight year plan that addresses the “What” 

DLA plans to do and the “Why.” In April 2019, DLA amended the Strategic Plan to preserve the 

Agency’s relevancy and alignment with OSD priorities. The amendment identifies the original 

five Lines of Effort (LOEs), two Critical Capabilities, three Cross-Cutting efforts, and delineates 

the 37 (including five new objectives) supporting strategic objectives. The new objectives are: 

(a) Space Enterprise

(b) Support to DoD Reforms

(c) Cybersecurity

(d) Demand Projections

(e) Transform Cost Structure to Reduce Rates and Improve Transparency

Cross-Cutting Efforts – There are three cross-cutting efforts: Auditability, DoD 

Reforms, and Supply Chain Security. These efforts support, impact, or significantly influence 

more than one LOE. They are recognized to ensure deliberate consideration, greater 

coordination, and synchronization during planning and execution, both within and external.
Critical Capabilities – There are two critical capabilities: People & Culture and 

Enterprise Enablers. They are crucial enablers to function as a center of gravity and, as such, 

essential to the accomplishment of the specified or assumed objective(s). 

The updates include changes to the Director’s Intent to clarify the five lines of 

effort, and to better-align our Strategic Plan with Joint Doctrine terminology; that is, Critical 

Capabilities and Cross-Cutting Efforts. 

There are two companion plans to the DLA Strategic Plan: People & Culture and 

Enterprise Enablers. These plans support the DLA LOEs and are essential for the DLA 

workforce to accomplish our strategic and operational environment. 

(2) Strategic Plan Implementation Guidance (SPIG)

SPIG is the product of focused planning efforts by the DLA Staff and MSCs to 

support execution of the DLA Strategic Plan. The SPIG is the Agency-level operating plan, 

which enables DLA to meet management and audit related requirements set forth in OMB 

Circulars Numbers A-11, A-123, and A-136. 

The SPIG serves several purposes. First, it sets Agency priorities, issues new 

Director’s Guidance, and identifies annual imperatives for the Agency to accomplish during the 

fiscal year. Second, it synchronizes planning and execution. DLA DT garners Agency-wide 

representation through a working group, then assigns OPR and OCR relationships for Initiatives 

in support of the Strategic Plan. Third, it provides a mechanism to adjust priorities or focus areas 

as necessary. Last, it is the source document for the Strategy Map.

(3) Dynamic Operating Plans (DOP)

The DOP is a two-year internal plan written at the individual MSC and J/D Code 

level. These plans are “dynamic” in nature; that is, they are refreshed as necessary based on new 

guidance, changing environments, J Code and MSC leadership turnover, etc.

(4) Dynamic Plan Reviews

The Director leads DOP Reviews and individual organizations facilitate them. 

DLA organizations conduct these comprehensive reviews twice each year, and analyze DLA’s 

effectiveness and efficiency as the Combat Logistics Support Agency for DoD. 

(5) DLA Strategy Map

The DLA Strategy Map provides an Agency-wide Strategy Common Operational 

Picture (COP). It is an automated communication tool; that is, a visual representation that 

displays performance status of LOEs and CCs, Objectives, and Imperatives/Initiatives. It 
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provides web-based visibility to oversee progress on Strategic Initiatives. In addition, it has a 

drill-down capability to supporting initiatives to view tasks, metrics, or measures, and progress 

towards completing the initiative. The status of select imperatives or initiatives is a topic at 

Executive Board meetings, along with DoD reform initiatives and special focus areas.

b. DLA Policy Letters

DLA DT maintains the Agency repository for all DLA policy and procedural documents. 

These documents are necessary for the effective and efficient operation of the Agency and 

compliance with higher-level laws and regulations. In FY 19, we added a new type of document 

– Agency Policy Letters. 

Policy Letters are concise, informative communication documents from the DLA 

Director, which clearly articulate his intent, expounds on initiatives and objectives important to 

the Agency, or add emphasis to established Agency policy.

The DT Director, the DLA Executive Officer, and the Strategic Initiatives Group (SIG) 

formed a working group on DLA Policy Letters and associated policy instructions, procedural 

documents, and organizational authorities with GS-15/O6-level representation that have broad 

knowledge of their organization to attend these special sessions, and the authority to speak on 

behalf of their Commander or Director. These meetings are in addition to the regular Policy 

Managers Working Group meetings sponsored by DT at the AO level. In accord with the 

Director’s guidance and intent, our goal is to:

(1) Cross-level enterprise policy and procedural documents. 

(2) Establish Director-level policy letters. 

(3) Identify the need for and write policy letters.

(4) Focus on policy letters to advance Agency initiatives, imperatives, decisions, 

and enterprise policies.

Examples of new policy letters include:

(1) “Director’s Commitment for Risk Management and Internal Control.” 

(2) “Policy Statement on Equal Employment Opportunity.”

This is an exceptional opportunity for DLA organizations to garner the Director’s support 

and highlight the organization’s critical policies, goals, and initiatives. We also made it easy to 

find and read Agency policy letters. DLA DT established a “Policy Letters” folder in the DLA 

Policy and Issuances Repository. DLA personnel can access policy letters through a prominent 

link on the official DLA Issuances website. 

c. Agreements (G-Invoicing (G-INV))

The way we buy and sell goods and services with our governmental trading partners will 

change soon. Currently, DLA conducts most reimbursable business using a funding document 

DD Form 448, “Military Interdepartmental Purchase Requests,” or MIPRs. In this legacy 
business process, reimbursable orders often have no official agreement between trading partners. 

Thus, there are no clear terms and conditions agreed on by both parties, and frequently key data 

elements are missing. 

An audit on the Federal government’s Intragovernmental Buy and Sell transactions 

uncovered a $26B accounting discrepancy. To resolve this discrepancy, the U.S. Treasury built 

the G-INV system – to establish a standard process within the Federal Government.

G-Invoicing is a software platform to conduct intra-governmental buy and sell 

transactions. It is a way to exchange information between trading partners, negotiate the general 

terms and conditions of the Agreement, broker funding (orders) against agreements, exchange 

billing information, and validate invoices. It will result in a standard process that everyone must 

follow within the government. It will ensure:

(1) Both parties agree with the terms and conditions up front. 

(2) Performance reporting (receipt and acceptance) is completed when goods or 

services are provided. 

(3) The buyer approves invoices in advance. 

(4) Effective processing of transactions without rejections. 

(5) Most important, it should eliminate many audit findings. 

DLA Transformation is leading the effort for DLA. Federal agencies and DOD must use 

G-INV by June 30, 2021. To prepare the Agency to accomplish this goal, DLA DT updated 

policy, processes, and procedures on agreements, built a centralized Agreements SharePoint 

repository to manage the DLA Agreements program, and trained more than 800 employees. 

 

d. Academia Engagement and Outreach Program

A new program for DLA, the Academia Engagement and Outreach Program was set up 

in FY 19, and links to DLA’s vision as the Nation’s Combat Logistics Support Agency: global, 

agile, and innovative; focused on the Warfighter first. To support this program, in 2019 we 

published Agency policy and provided outreach efforts to familiarize DLA personnel with the 

program’s mission, intent, and goals. 

The Agency recognizes that mission accomplishment requires close collaboration, 

partnerships, and strong relationships with critical stakeholders both inside and outside of the 

government. We must sustain these partnerships and synchronize efforts with these entities to 

help DoD and the Nation address immediate needs and long-term challenges. These 

engagements not only include academic institutions, but Research Organizations (for example, 

Federally Funded Research and Development Centers) and Think Tanks. The Academia 

Engagement and Outreach Program is pivotal to achieving this vision, and helps the Agency 

keep a strong strategic outlook on impacts affecting DLA’s lines of business, identifying 

innovations, and addressing gaps. 
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It is through these engagements that DLA will improve our support to the Warfighter and 

Whole of Government by addressing our immediate needs and long-term challenges.