Defense Logistics Agency

Fiscal Year 2022 Historical Report

The Nation’s Combat Logistics Support Agency

DLA History Program
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Defense Logistics Agency

Table of Contents

Fiscal Year 2022 Historical Report

Message from the Director 3

Agency Historians 4

Executive Summary 5

DLA Troop Support 13

DLA Land and Maritime 21

DLA Aviation 30

DLA Energy 41

DLA Disposition Services 54

DLA Distribution 68

DLA Human Resources (J1) 92

DLA Logistics Operations (J3) 102

DLA Information Operations (J6) 129

DLA Acquisition (J7) 143

DLA Finance (J8) 159

DLA Joint Reserve Force (J9) 168

DLA Inspector General (DA) 176

DLA Small Business Programs (DB) 183

DLA General Counsel (DG) 189

DLA Chaplain (DH) 195

DLA Intelligence (DI) 196

DLA Legislative Affairs (DL) 205

DLA Installation Management (DM) 216

DLA Equal Employment Opportunity (DO) 226

DLA Public Affairs (DP) 233

DLA Transformation (DT) 237
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Defense Logistics Agency

Message from the Director

Fiscal Year 2022 Historical Report
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Defense Logistics Agency

Agency Historians

Fiscal Year 2022 Historical Report

DLA Historian Dr. Colin Williams

DLA Troop Support Mr. Christian DeLuca, Ms. Janeen 

Hayes

DLA Land and Maritime Ms. Kristin Molinaro

DLA Aviation Ms. Natalie Skelton, Ms. Dominique 

Shelton, Ms. Amy Parker

DLA Energy Ms. Irene Smith

DLA Disposition Services Mr. Peter Gentry, Ms. Dana 

Thornbury

DLA Distribution Ms. Stacy Umstead

DLA Human Resources Ms. Kathy Rhem

DLA Logistics Operations Mr. Jacob Boyer, Ms. Helen Shansby

DLA Information Operations Ms. Pati Barnhart, Mr. Bill Dasch

DLA Acquisition Ms. Kim Villarreal

DLA Finance Ms. Natalie Hanrahan

DLA Joint Reserve Force Mr. Luis Carrion, Ms. Kris Kremer

DLA Inspector General Mr. Andrew “Dutch” Duszynski 

DLA Small Business Programs Ms. Vicki Hahn

DLA General Counsel Ms. Michele Pavlak 

DLA Chaplain COL Thomas Brooks

DLA Intelligence Ms. Linda Uehling 

DLA Legislative Affairs Dr. Cordell Francis 

DLA Installation Management Mr. Bill Carnegie, Mr. Shawn 

Carpenter

DLA Equal Employment 

Opportunity Diversity and Inclusion Ms. Le-Le Scott, Ms. Janice Samuel

DLA Public Affairs Dr. Colin Williams 

DLA Transformation Ms. Sabrina Dewalt

 
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Defense Logistics Agency

Executive Summary

Fiscal Year 2022 Historical Report

1. Introduction

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

Fort Belvoir, it conducts over $48 billion in wholesale and retail sales every year. DLA provides 

end-to-end management of eight supply chains and counts military services, federal departments, 

local governments, and international partners as customers.

2. Organization

a. The Defense Logistics Agency is the nation’s second largest defense agency. Its offices 

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

b. DLA 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 Office of the Inspector General (DA)

(2) DLA Small Business Programs (DB)

(3) DLA General Counsel (DG)

(4) DLA Chaplain (DH)

(5) DLA Intelligence (DI)

(6) DLA Legislative Affairs (DL)

(7) DLA Installation Management (DM)

(8) DLA Equal Employment Opportunity Diversity and Inclusion (DO)

(9) DLA Public Affairs (DP)

(10) DLA Transformation (DT)

e. Major Subordinate Commands include:

(1) DLA Troop Support, headquartered at Philadelphia, Pennsylvania.
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(2) DLA Land and Maritime, headquartered at Columbus, Ohio. 

(3) DLA Aviation, headquartered at Richmond, Virginia.

(4) DLA Energy, headquartered at Fort Belvoir, Virginia.

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

(6) DLA Distribution, headquartered at New Cumberland, Pennsylvania.

3. Key Personnel

a. The below chart depicts key leaders as of September 30, 2022.

b. Key Leadership Changes

(1) On December 20, 2021, Mr. John Muller assumed duties as DLA Legislative 

Affairs director. He replaced Mr. Roger Pena.

(2) On March 14, 2022, Ms. Ruth M.S. Vetter assumed duties of general counsel.

She replaced Mr. Matthew F. Pausch. 

(3) On June 1, 2022, Navy Captain Patrick Blake assumed duties as DLA IndoPacific commander. He replaced Navy Captain Jason Adams.
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(4) On June 23, 2022, Ms. Kris Kremer assumed duties as acting DLA Joint 

Reserve Force director. She replaced Navy Rear Adm. Grafton D. Chase.

(5) On June 24, 2022, Navy Rear Adm. Grafton D. Chase assumed duties as DLA 

Distribution commander. He replaced Marine Corps MajGen Keith D. Reventlow.

(6) On June 30, 2002, Air Force Brig Gen Sean Tyler assumed duties as DLA 

Aviation commander. He replaced Air Force Brig Gen David Sanford.

(7) On July 13, 2022, Army Lt. Col. (P) Thomas Brooks assumed duties as DLA 

Chaplain. He replaced Army Colonel Christopher Archer.

(8) On July 22, 2022, Army Brig. Gen. Gail Atkins assumed duties as DLA Land 

and Maritime commander. She replaced Navy Rear Adm. Kristen Fabry. 

4. Total Personnel

On September 30, 2019, DLA had 25,226 employees (24,045 civilian, 518 active-duty military, 

and 663 reservists).

5. Historical Narrative

The future cannot be predicted. Even a field as measurable as logistics is too vulnerable to the 

randomness of world events for requirements to be known with certainty ahead of time. 

Fortunately for America, the Defense Logistics Agency has been preparing for the likely, 

responding to the improbable, and shaping the unknown for 61 years. This experience has taught 

DLA that success, no matter the endeavor, depends on close internal coordination and good 

communication with vendors, customers, and Pentagon leaders.

Good communication pulled the agency through the previous year. After helping U.S. Central 

Command and U.S. Transportation Command withdraw forces from Afghanistan, DLA repeated 

the process for Afghans who had worked with Americans. It then assisted the Department of 

Homeland Security in resettling these allies. The mission carried over into FY 2022, with DLA 

Troop Support providing critical commodities and DLA Disposition Services clearing holding 

facilities. 

Also carrying over was COVID-19. When FY 2022 began, DLA had been at the forefront of the 

nation’s coronavirus response for eighteen months, providing lifesaving equipment, managing 

data for the federal government, and distributing vaccines to overseas service members and their 

families. Concerned with the omicron variant, the Biden administration decided to provide test 

kits to the American public. With production expected in the tens of millions, the White House 

needed an organization to forward packages to the U.S. Postal Service. DLA was its choice.

Other known threats came from nation states. In November, Russia began assembling forces 

along its border with Ukraine. Meanwhile, China was posturing in the Indo-Pacific, a similarly 

important region. As a partial counter, DLA Land and Maritime worked with Army PEO Missile 

and Space and Raytheon to devise an acquisition solution for $20.8 million in Patriot missile 

parts needed by the Taiwanese. 
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DLA Land and Maritime exceeded exceptions again in November when it acquired $361.1 

million in global positioning system modules, an impressive feat given the worldwide chip 

shortage. The command’s expertise in this field, a consequence of absorbing the Defense 

Electronics Supply Center in the 1990s, assured market conditions did not hinder readiness. 

DLA’s own readiness was tested by two unexpected events in first quarter. On December 14, a 

fuel spill at Red Hill, the Navy’s underground storage facility near Honolulu, Hawaii, 

contaminated the local aquifer. DLA continued uninterrupted supply while determining storage 

alternatives. Then, three days before 2021 ended, Congress passed the FY 2022 National 

Defense Authorization Act. Section 352 of this act addressed fuel provision in the same theater 

Red Hill supported. It made TRANSCOM responsible for global bulk fuel management and 

delivery, oversight that did not affect DLA’s material management, personnel, or assets.

Improvements in the Indo-Pacific focused on China. The agency began by redistributing items at 

DLA Distribution Korea, which it had stocked at great cost to its cash position when tensions 

escalated between North and South in 2017. Other parts of the theater received more support: 

DLA added personnel and capabilities to Guam and upgraded fuel facilities in the Northern 

Marianas. 

Focus on the Indo-Pacific continued second quarter. Immediate actions centered on Red Hill, 

where DLA Troop Support provided bottled water to residents unable to use Oahu’s aquifer and 

DLA Document Services distributed guides, flyers, and posters. Meanwhile, DLA Energy and 

TRANSCOM planned their response to Section 352. 

A more predictable event followed. Clothing & textiles was still suffering from challenges 

introduced by the pandemic. The supply chain had historically provided readiness through its 

recruit bag program, having added the U.S. Coast Guard Recruit Training Center at Cape May, 

New Jersey, as its ninth customer in November. Two months later, it learned it could no longer 

provide three uniforms to each Air Force recruit. DLA Finance responded by paying 301 small 

businesses – mostly clothing manufacturers – in 15 instead of the standard 30 days. The 

commodity area issued new maternity uniforms in January and the first ever Space Force 

physical fitness uniforms in March. 

Uniform deployment confirmed the agency’s combat support capabilities; so too did preparing 

for Russia’s possible invasion of Ukraine. In January, the Biden administration began planning 

troop deployments to Europe. DLA Logistics Operations analyzed Class I, Class III, and Class 

IX requirements and coordinated transportation routes. One concern was poultry, for which DLA 

considered signing a non-availability decision. Another was manpower in Europe, which the 

agency abated by attaching twenty-three stateside personnel to its command on the continent. 

DLA’s support increased in February after invasion became reality. Even before DoD authorized 

U.S. European Command to provide Ukraine humanitarian items, DLA Energy supplied the 

command with $35 million in JP8, JP5, F76, sulfur-free diesel, and unleaded gasoline. It would 

later add high pressure gaseous nitrogen, critical to artillery recoil systems. For its part, DLA 

Land & Maritime worked customer service representatives into meetings with four maneuver 
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divisions and directed land supplier operations to consult with Army Materiel Command, Army 

Sustainment Command, and 21st Theater Sustainment Command. 

DLA Land and Maritime responded to other known threats at the time. One involved a 

fundamental agency mission. Services often make original equipment manufacturers responsible 

for parts throughout the life of a program. Doing so is convenient for the service but expensive 

for the government, preventing standardization and limiting competition. DLA Land and 

Maritime used its longstanding relationship with the U.S. Army Tank-automotive and 

Armaments Command to buck this trend for the joint light tactical vehicle (JLTV). 

JLTV provisioning involved DLA Logistics Operations and DLA Distribution. DLA 

Distribution’s participation came on top of two contemporaneous missions. The first was 

transshipping at-home antigen test kits, which was proceeding smoothly despite the numbers 

involved. The second was ensuring the Defense Health Agency’s 97 treatment facilities received 

flu vaccines on time. 

Vaccine provision, Russian aggression, Chinese posturing, clothing and textile fragility, and 

COVID-19 were all known challenges by second quarter. One surprise was the unexpected 

closure of a supplier that manufactured over a third of DLA Land and Maritime’s transparent 

armor. Upon learning the company was going out of business, the command leveraged recently 

formed relationships to find alternative sources for more than 400 parts. 

The agency focused on customers as well as suppliers during second quarter. After a successful 

trial, DLA Human Resources made its servicing relationship with TRANSCOM permanent. 

Adding the combatant command was a win for both organizations, alleviating TRANSCOM 

from having to operate its own office while increasing DLA Human Resources’s professional-tocustomer ratio. Meanwhile, DLA Energy opened two new fuel points in the Indo-Pacific area of 

responsibility: Darwin, Austria, and North Pole, Alaska. DLA Troop Support, for its part, issued 

the first modular Class I battle packs for submarines in contested environments. Finally, DLA 

Aviation invoked an existing contract to have Boeing study alternative skins for the E-6B 

Mercury, a critical U.S. Strategic Command platform. 

DLA reacted to known than in second quarter, launching enterprise-wide development projects. 

Acquisition modernization involved the four buying commands, and, to a lesser extent, DLA 

Disposition Services and DLA Distribution. Likewise, the 238 research and development and 45 

modernization projects overseen by the project executive office affected every staff and 

command. Finally, the agency needed to pool data from the entire agency in order to forecast 

requirements using Advana, DoD’s analytical platform. 

Automations addressed long-term viability; Russia’s invasion of Ukraine was the here and now. 

DLA Distribution and DLA Troop Support were most involved. DLA Distribution processed 

material release orders at its theater consolidation and shipping point in Europe. DLA Troop 

Support identified subsistence prime vendors in Denmark, Northern Ireland, and Germany while 

suppling Class VIII medical items; refilling stockpiles; shipping construction items; and sending

litters, tourniquets, aid kits, and bandages directly to the Ukrainians. 
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Operations in Europe were complicated by customs issues blocking ration and subsistence prime 

vendor deliveries. Although resolved with Pentagon and State Department help, the situation 

showed how tenuous the transition between wholesale and retail responsibilities can be. It also 

confirmed the wisdom of having a State Department representative on staff.

Relationships are also important within the Defense Department. DLA Aviation scored a success 

in May when its depot-level reparables team in Huntsville responded to the Army’s request for a 

specialized warhead by granting a sole-source award to General Dynamics, reducing production 

lead time by three months. Unfortunately, the agency’s DLR partnership with the Navy was lessthan ideal. On June 16, the assistant secretary of defense for sustainment chaired a meeting to 

discuss the issue. Parties left with orders to provide more data. 

Communication is imperative with industry as well as customers. The agency strengthens the 

defense industrial base by offering contracts to as many vendors as possible. While solicitation 

occurs at the procurement technical assistance centers DLA Small Business runs for the 

Pentagon, outreach is greater at supplier conferences. The agency held one conference in third 

quarter, participated in another, and hosted a third. On April 6 and 7, DLA Land and Maritime 

welcomed 800 registrants from 200 companies to Columbus, Ohio. The day after, DLA Aviation 

took part in an Air & Space exposition at National Harbor, Maryland. Then, on June 28, the 

agency hosted its triannual industry association meeting at Fort Belvoir, Virginia. 

DLA needed new vendors for new tasks. Additions to DLA’s missions during third quarter 

included installing battery storage on Fort Detrick, Maryland; centralizing fuel provision in the 

Republic of Korea; upgrading the Air Force’s CV-22 Osprey flight simulator in Yokota, Japan; 

adding the Defense Finance and Accounting Service as a training platform customer; and 

working with the Air Force on maternity uniform exchange. Defueling Red Hill also required 

vendors. The Defense Department accepted DLA Energy’s plan, expected to cost $120 million.

New missions did not detract from established ones. DLA Logistics Operations upgraded 

FedMall’s user interface, security, data validation, and order tracking in April. In May, DLA 

Energy unveiled LOGFUEL, a new card for military and federal agencies to buy small quantities 

of specialty fuel. A month later, DLA Aviation contracted for a ceramic shot peening system at 

Tinker Air Base in Oklahoma to accelerate the repair of F-135, F-104, and CFM56 engines. 

The most significant advance in FY 2022 was the warehouse management system. WMS 

replaces the distribution standard system designed in the 1980s and released in the 1990s. Unlike 

its predecessor, WMS produces data for efficiency drives and financial audits. Installed 

successfully at DLA Distribution Corpus Christi, Texas, it will be deployed at other distribution 

centers, DLA Disposition Services sites, and DLR detachments over the next three years.

Improvements helped DLA customers prepare for challenges in the Indo-Pacific. DLA Aviation 

supported the Marine Corps’s Force Design 2030 in third quarter by planning the sustainment of 

fifty V-22 aircraft moving to “flyable storage.” DLA Disposition Services analyzed how best to 

dispose of 90,000 items the marines no longer wanted. The Battle Creek, Michigan, command 

also scrapped a cruiser and four frigates for the Navy and accepted 1,087 HMMWVs (Humvees)

from the Army. 
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DLA Disposition Services undertook these missions while rehearsing contingency support. 

Although an annual event, its contingency operations readiness exercise involved the DLA Joint 

Reserve Force for the first time. Other participants included DLA Distribution and DLA 

Information Operations.

Real-time support did not pause for rehearsals. The Biden administration was careful assisting 

Ukraine, offering material but not enough to trigger war with Russia. An opportunity to strike 

this balance became available when the eastern European country requested used military items. 

DLA Disposition Services responded through its foreign military sales program.

Back home, DLA Public Affairs publicized the agency’s response to a known challenge. The 

cyberattack on Colonial Pipeline in 2021 was just the latest example of hackers suspending 

digital operations for ransom. One way of making the agency safer was transferring automations 

to the cloud. By July, DLA Information Operations had uploaded 91% of its applications. 

While DLA Information Operations was uploading applications, DLA Troop Support was 

investing in customers. It met with the U.S. Coast Guard in mid-July to identify ways it could 

save the Department of Homeland Security money. It then held a similar meeting with the U.S. 

Army Corps of Engineers. Finally, the Philadelphia command inked a $28.9 billion 

pharmaceuticals deal with the Defense Health Agency in August. 

FY 2022 ended with natural disasters. Forest fires, once restricted to summer, now continue into 

autumn. DLA Land and Maritime provided over 255,000 battery packages to the U.S. Forest 

Service, staging 60% at a forward-positioned contractor and the remainder at DLA Distribution 

San Joaquin, California. The 2022 hurricane season was relatively mild until late September, 

when Hurricane Ian struck, devastating Florida. DLA Distribution deployed a 30-person 

expeditionary team to Maxwell Air Force Base, Alabama, where it processed 800 trailers filled 

with 13 million items. DLA Troop Support provided 10,000 cases of packaged meals and leased 

84 generators. DLA Energy dispersed 1,533 gallons of propane, 395,589 gallons of diesel, and 

224,048 gallons of gas. Local governments rescued stranded citizens using high-water vehicles 

obtained from DLA Disposition Services. 

In another impressive effort, DLA Distribution completed test kit transshipment in September 

after processing 731 million tests. It accomplished this White House-directed task while 

simultaneously shipping COVID-19 vaccines to deployed service and family members, raising 

its totals to 1.39 million doses and 35 countries.

DLA made progress with other missions by year’s end. While continuing to refine petroleum 

provision in the Indo-Pacific, it had already refurbished fuel points in the Marianas and South 

Korea and established new ones in Australia and Alaska. Likewise, the agency and TRANSCOM 

came to an agreement on Section 352 that fills a command and control void without fracturing 

relationships. At the same time, DLA helped counter Russian aggression in Europe, sending 

medical items directly to Ukraine, refilling continental stockpiles, and provisioning American 

units protecting NATO allies. 
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While prediction is important, there are limits to what can be known ahead of time. The likely 

happens in unsuspected ways and the unlikely when least expected. In addition to continuous 

process improvement, DLA addressed unknowns in FY 2022 by synchronizing actions and 

communicating with customers, vendors, Pentagon leadership, and congressional committees. 

This approach promises to serve the agency well in FY 2023. 
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Defense Logistics Agency

DLA Troop Support

Fiscal Year 2022 Historical Report
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1. Introduction

The Defense Logistics Agency (DLA) Troop Support FY 22 Annual Historical Report outlines 

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

Construction & Equipment, and Medical, as well as the Product Test Center Analytical during 

FY 22 to support the needs of our customers around the globe.

DLA Troop Support collaborates with the military services, combatant commanders, and a 

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

to meet Warfighter demands. In FY 22 Troop Support managed over 2.9 million items and 

processed 26 million orders for about 77,000 global customers from 3,700 suppliers.

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

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

and achieve audit readiness.

a. Mission

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

lethal Warfighters and our other valued partners.

b. Vision

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

fiscally sustainable supply chain solutions.

c. Values

Leadership, Professionalism, and Technical Knowledge through Dedication to Duty, 

Integrity, Ethics, Honor, Courage and Loyalty. 

2. Organization and Total Personnel

DLA Troop Support is one of six DLA major subordinate commands, and operates four distinct 

supply chains: Subsistence, Clothing & Textiles, Construction & Equipment and Medical. Sales 

for FY 22 totaled $19.2 billion, (Subsistence: $2.7 billion, Clothing & Textiles: $1.7 billion, 

Construction & Equipment: $5.2 billion, Medical: $9.6 billion). Staffing includes 2,174 civilians 

and 47 military personnel.

DLA Troop Support provides essential items to 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, 

lumber, targets, pharmaceuticals, medical surgical and medical equipment items, and medical 

capital equipment, to name a few.
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Using long-term contracts, tailored logistics support programs, prime vendor relationships, and 

traditional contracts, DLA Troop Support procures products for Warfighters around the globe. 

The Philadelphia-based MSC also oversees two forward-based commands, DLA Troop Support 

Europe & Africa and DLA Troop Support Indo-Pacific, headquartered in Kaiserslautern, 

Germany and Pearl Harbor, Hawaii, respectively, as well as forward-based offices throughout 

the continental United States. Through this forward presence, DLA Troop Support embeds 

employees in the continental U.S. and overseas with customers and key industry partners to 

ensure we meet or exceed the needs of our service members. 

3. Key Personnel

a. Headquarters

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

(2) Ms. Kishayra J. Lambert, Deputy Commander: July 2022-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

Capt. Timothy Griffin, USN Director: July 2022-present

Gary Shifton Deputy Director: August 2021-Present

Lourdes Valentin Supplier Operations Dir: November 2018-Present

John Sheehan Customer Operations Director: July 2016-Present

(2) Clothing & Textiles

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

Dave Johns Deputy Director: September 2021-Present

Steven Merch Supplier Operations Dir: August 2016-Present

Bruce Carson Customer Operations Director: July 2019-Present

(3) Construction & Equipment

CAPT John Montinola, USN Director: July 2022-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

Beth McMaster Deputy Director: August 2019-present
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Nora Steigerwalt Customer Operations Dir: August 2016-present

Dan Keefe Supplier Operations Director: May 2016-present

c. Key Staff Elements

(1) Procurement Process Support

Tina Piotrowski Director: July 2021-present

John Fafara Deputy Director: August 2018-present

(2) J3/J5 Operations and Plans

COL Erik Hilberg, USA Director: July 2022-present

Patrick Owens Deputy Director: December 2018-present

(3) Product Test Center Analytical

Jamie Hieber Director: July 2014-present

4. DLA Troop Support FY 2022 Command Accomplishments

a. Awards and other Recognition

(1) The Medical supply chain obtained the Office of Management and Budget 

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

Vendor.

(2) DLA Troop Support was honored with the Employer Support of the Guard 

and Reserve’s “Above and Beyond Award,” presented by ESGR Chair Emeritus retired Army 

Maj. Gen. Wesley Craig for its outstanding support of National Guard and reserve members 

employed by the organization.

(3) Two DLA Troop Support teams and three individuals were recognized for 

their efforts, bringing home gold, silver and bronze medals during the 2022 Philadelphia Federal 

Executive Board Excellence in Government Awards ceremony hosted at the William J. Green 

Federal Building May 4.

(a) The DLA Troop Support Medical supply chain team won a gold award 

in the “Outstanding Achievement in the COVID-19 Environment (team)” category for delivering 

medical material, to include 245 million gloves, 50 million COVID-19 at-home and point of care 

test kits, 25 million masks, 8 million N95 Respirators, 4.4 million gowns and other COVID-19 

related material valued at $3 billion.

(b) Surge Site Support Team (which includes DLA Troop Support, DLA 

Distribution, and the Department of Health and Human Services) won the bronze award in the 

“Collaboration Champions” category for successfully filling emergency orders to support states’ 

COVID-19 surge testing sites enabling 153 sites across 37 states to provide necessary personal 

protective equipment to provide testing to the general public.
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(c) Two individuals from the Medical supply chain and one from Clothing 

and Textile Europe and Africa won the silver award in the “Outstanding Mentor/Coach” 

category, the bronze award in the “Outstanding Achievement Supervisor/Manager” category, and 

the bronze award in “Outstanding Achievement in the COVID-19 Environment (individual).”

b. 2021 Troop Support Hall of Fame Inductees

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

Troop Support Hall of Fame for significant long-term contributions or outstanding customer 

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

the organization, and no more than ten years separated.

(1) Anthony D’Ambrosio culminated his nearly 33-year federal career as deputy 

director of the Construction and Equipment supply chain. Throughout his career, Mr. 

D’Ambrosio made significant contributions to agency-wide operations and Department of 

Defense readiness.

(2) Richard Faso served DLA Troop Support and its legacy organizations for 38 

years, retiring as deputy director of the Subsistence supply chain. Mr. Faso’s knowledge, skills, 

and leadership background helped DLA Troop Support exceed Warfighters’ needs.

(3) Patricia “Pat” Panzera dedicated 31 of federal service, retiring as director of 

the Medical supply chain’s supplier operations directorate. Ms. Panzera was an innovative leader 

of customer relations and process management whose exceptional acquisition knowledge and 

leadership skills greatly aided DLA’s customers.

(4) Garth McBride culminated his 33-year career as a customer support liaison in 

the Customer Operations/J3-5 directorate. Mr. McBride was a strong leader, mentor, and friend 

to many while providing outstanding support to DLA internal and external customers.

c. Community Relations

(1) Vietnam War Commemoration Program – Troop Support held a Vietnam War 

Commemoration Program March 29, 2022 at the Philadelphia Vietnam Veterans Memorial. 

Despite chilly weather we had approximately 100 attendees, including veterans and their families 

and media coverage from local ABC and CBS affiliates.

(2) Fill-A-Backpack Drive - Participants of Troop Support’s Innovative Success 

and Partnership in Reaching Excellence (InSPIRE) program teamed up with the nonprofit 

organization Cradles to Crayons for the Fill-A-Backpack drive where more than 2,000 school 

supply items were donated to kids in need in the Philadelphia area.

5. DLA Troop Support Supply Chain FY 2022 Accomplishments

a. Warfighter Always

(1) The end of FY 2021 marked the end of the longest war in U.S. history. As the 

drawdown in Afghanistan took place, President Biden declared the beginning of Operation 

ALLIES WELCOME. The operation was a coordinated effort across federal government agencies to 

relocate Afghan Nationals who had worked side-by-side with our military to the United States. 
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Troop Support was intricate in the operation, with the Clothing and Textile supply 

chain providing over 90 tents capable of holding up to ten people each, and 5,000 disaster 

blankets. Medical provided nearly 448,000 doses of 15 vaccines as well as 30-day supplies of 

infant care items. Subsistence provided over $142 million in food, collaborating with partners 

like the Army’s Joint Culinary Center of Excellence to expedite delivery of Halal proteins, as 

well as dried fruits and spices to give refugees a taste of home.

(2) Clothing and Textile continued to make customers comfortable by providing 

Army Green Service Uniforms to recruits at Army training centers and soldiers shopping at 

Army & Air Force Exchange Service stores. To create a smooth transition from Army contracts 

to DLA-provided contracts, C&T began planning with the Army in 2017. Diligence paid off as 

Troop Support now provides 17 end items in two fabrics, tailored by gender, and 270 insignias. 

With a limited industrial base, C&T reached out to new vendors which now make the majority of 

the AGSU products.

(3) C&T is spearheading a Congress-directed military maternity uniform pilot 

program to provide pregnant military members uniforms at no cost. Troop Support will make 

sure maternity uniforms are available to the military services, which will implement the program 

individually.

(4) In December, the Construction and Equipment supply chain delivered an $8 

million contract for 15,000 extreme cold weather sleep systems for India’s armed forces through 

U.S. Foreign Military Sales. The request came to the C&E Special Operations Equipment team 

from the U.S. Army’s Tank-automotive and Armaments Command with an initial delivery date 

of October 2021. Because of COVID-19-induced manufacturing delays and Hurricane Ida, the 

date was pushed to March 2022. C&E was informed in August that the delayed timeframe would 

not work for India’s military and began working with stakeholders to find a way to ramp up 

production and accelerate delivery. Working with manufacturers, vendors, and multiple Army 

Commands, they were able to improve the timeframe by three months providing warmth to our 

global partners, some who were stationed in North Kasmir where -20-degree temperatures and 5 

to 10 feet of snow are common. 

(5) At the beginning of the calendar year, as Russia was assembling forces to 

invade Ukraine, DLA Troop Support was preparing to support to European Command and our 

allies through the Ukraine Security Assistance Initiative and the Presidential Drawdown 

Authority. In January 2022 DLA Troop Support E&A created a Ukraine Contingency Working 

Group as all four supply chains became heavily involved in the effort. The group meets weekly 

with headquarters, supply chains, Air Support Operations Center, DLA’s U.S. Transportation 

Command division, and DLA Distribution to integrate information flow. As of October 3, Troop 

Support has provided $213.2 million in sales, about 55% to 60% of all DLA sales to EUCOM, 

NATO allies, and Ukraine. 

(a) Subsistence sales are approx. $50.5 million. Its focus has been on 

replenishing operational rations and filling prime vendor orders. Since February, the supply 

chain has delivered 156,000 Meals Ready to Eat cases valued at $19.5 million and 63,200 

Unified Group Rations Heat and Serve mods valued at $23.3 million.

(b) Clothing and Textile support fulfilled multiple tent, helmet, and 

tarpaulin orders for CONUS and OCONUS customers in support of Ukraine, with a total value 

of approximately $91.7 million. 
19

(c) Construction and Equipment focused on replenishing force protection 

and barrier materiel stock at the OCONUS depot and fulfilling customer direct special operations 

equipment orders with a value of $60.4 million.

(d) Medical support included filling Army Prepositioned Stocks-2 and 

U.S. Army Medical Materiel Command Europe orders. Five USAI orders of tourniquets, 

bandages, responder kits and warrior aid litter kits have been delivered in full to Poland, totaling 

$10.6 million. Troop Support continues to provide support to Warfighters and allies as they 

prepare for contingencies while the invasion stretches into the unforeseeable future.

b. Support to the Nation

(1) Troop Support continues its COVID-19 support to the nation and abroad. To 

date, Troop Support supply chains have provided items worth $1.2 billion to the strategic 

stockpile, $295 million for nursing home support, $93 million in cloth mask initiatives, $13.3 

million in surge test site support, and $14 million in international support. Additionally C&E,

through the DoD’s Humanitarian Assistance Program, has provided 76 mobile hospitals worth 

$237.9 million to countries throughout Central and South America and the Caribbean.

(2) In November of 2021, petroleum from the Red Hill Bulk Fuel Storage Facility 

leaked into the Red Hill Well and contaminated one of the Navy's sources for the Joint Base 

Pearl Harbor Hickam drinking water system. Approximately 93,000 people were affected. The 

Subsistence supply chain jumped into action by providing 1,712,735 gallons of drinking water 

from five vendors worth approximately $6 million.

c. Trusted Mission Partner

(1) The new AbilityOne Base Supply Center Tailored Logistics Support Program 

allows 16 nonprofit agencies under the National Industries for the Blind umbrella to compete for 

large purchase requests from customers throughout their 150 storefront shops on military 

installations and in federal buildings, a capability they did not previously have. The program, 

comprised of 16 contracts with a total $150 million maximum value, was created by the C&E 

supply chain to increase business for Base Supply Centers and improve job opportunities for 

individuals who are blind or visually impaired.

(2) Troop Support has increased its partnership with the Coast Guard by accepting 

nearly 1,200 national stock number-listed items from the service over the past two years and 

helping modernize its Cape May, N.J training center infrastructure. The center’s improved 

inventory model aligns with the support DLA currently provides to the Department of Defense 

recruit training centers, including radio frequency identification tagging on items and scanners at 

the training center to reduce issuance time and improve stock accountability for improved 

demand planning. A ribbon cutting for the modernized Uniform Distribution Center was held 

Feb. 23 that recognized the partnership between the two organizations.

d. Modernized Acquisition and Supply Chain Management

(1) DLA Troop Support hosted the DLA Headquarters National Account Manager 

team March 3 in Philadelphia where it was able to collaborate in-person and strengthen a 

customer-focused partnership.
20

National Account Manager teams for the Army, Marine Corps, Navy and Air 

Force stay in contact with logisticians and planners at the Defense Department-level to align 

DLA goals with those of service leaders. DLA customer and Warfighter support representatives 

are also co-located with customers at the tactical level to help solve everyday problems like 

supply shortages and last-minute requirements.

(2) On July 14 a team from the Medical supply chain awarded one of the largest 

single contracts in DLA history, valued at $28.9 billion. The next generation pharmaceuticals 

prime vendor contract, that supports the Defense Health Agency’s mail order pharmacy program, 

will provide additional benefits and cost avoidance to the customer.

e. Future of Work

(1) Leaders from DLA Troop Support’s Training Academy and DLA Information 

Operations started delivering an immersive educational experience to employees November 

2021. Instructors provide “on-the-job,” on-demand training to meet the needs of geographically 

distributed employees by using a newly available, open-source product called H5P, short for 

HTML-5-Package.

(2) In October Troop Support’s Product Test Center, in conjunction with DLA 

Information Operations Technology Accelerator team, tested a new 3D scanner as an early-stage 

investment toward 3D printing with multiple potential benefits across the agency. The 3D 

scanning technology will be used in conjunction with the Joint Additive Manufacturing Model 

Exchange platform, or JAMMEX, created by DLA for Department of Defense users to share 3D 

models in a secure, web-based environment. 

(3) The Continuous Process Improvement team has streamlined the onboarding 

phase of new employees from an average of a little over a month to about a week, an 83% 

improvement. The program is expected to save Troop Support $2.7 million over a three-year 

period and gain several weeks of productivity per new employee.
21

Defense Logistics Agency

DLA Land and Maritime

Fiscal Year 2022 Historical Report
22 

1. Introduction 

Defense Logistics Agency Land and Maritime navigated a turbulent down/up demand cycle 

during FY 2022 to deliver exceptional supply chain results despite prolonged COVID-19 surges, 

material shortages, and Russian aggression. Improved readiness and cost effectiveness were 

realized through aggressive cash conservation measures, short-notice surge support to U.S. 

European Command requirements, and acquisition solutions to counter Chinese posturing. 

Despite unexpected world events, DLA Land and Maritime remained steadfast as DLA’s supply 

chain manager for land and sea-based weapon systems. Daily operations encompassed 2,600 

associates at 30 locations worldwide, to include DLA depot level reparable detachments, Army 

and Marine Corps industrial sites, and U.S. Navy Shipyard detachments. Core functions included 

purchasing material, monitoring inventory levels, maintaining technical data, and assuring the 

conformance of approximately 2.5 million parts for more than 23,000 military units and federal 

and civil agencies. DLA Land and Maritime sales exceeded $3.7 billion in FY 2022. 

DLA Mission

Deliver readiness and lethality to the Warfighter Always and support our Nation through quality, 

proactive global logistics. 

DLA Vision

As the Nation’s Combat Logistics Support Agency and valued partner, we are innovative, 

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

DLA Why

To serve the Warfighter and our Nation! 

Core Values

Leadership, Professionalism, and Technical Knowledge through Dedication to Duty, 

Integrity, Ethics, Honor, Courage, and Loyalty. 

The DLA Land and Maritime Way

We provide Warfighter Logistics Excellence through Accountability, Teamwork, Urgency, 

Agility, and Innovation built upon a Commitment to Integrity, Diversity, and Mutual Trust and 

Respect.
23

2. Organization 
24

3. Key Personnel

a. Land and Maritime Commander: Army Brig. Gen. Gail Atkins, July 2022 – present. 

BG Atkins succeeded Navy Rear Adm. Kristen Fabry.

b. Deputy Commander: Mr. Kenneth Watson, SES, October 2019- present.

c. Acquisition Executive: Mr. Mark Brown, SES, March 2018- present.

d. Chief of Staff: Air Force Col. Craig Lowery, June 2022 – present. Col. Lowery 

succeeded Air Force Col. Christopher Tooman as chief of staff.

e. Director of Operations: Griff Warren, May 2018 – present.
25 

4. Total Personnel 

5. Historical Narrative

a. Warfighter Always

DLA Land and Maritime has established a strong reputation for service to the Warfighter

and value to our nation through tailored solutions that drive readiness and keep pace with today’s 

global logistics challenges. 

Despite fiscal constraints and limited obligation authority, DLA Land and Maritime 

remained focused on providing the highest level of support to operational forces around the 

world. The command executed over 360,000 contracts and obligated over $2.9 billion in FY 

2022. In the consumables sector, the Land team managed over 911,000 items with a spend of 

$1.48 billion. It executed 6.1 million requisitions worth $6.8 billion. The Maritime team 

managed 1.6 million items with a spend of $1.6 billion. It completed 3.2 million requisitions 

worth $4.4 billion. 

The year was marked by vigilant support to Army, Navy and Marine Corps industrial 

operations as well as crushing the NAVSEA goal for 95% stock on hand at shipyards two 

months prior to availability. 

DLA Land and Maritime supported 22 Army industrial programs with 6,595 active lines 

and 41 Marine Corps industrial programs with 91 active lines. Material availability (MA) was 

87.1% for the Army across 9,017 requisitions and 85.3% for Marine Corps across 19,619 

requisitions. DLA Land and Maritime supported 1,757 open requisitions and tracked 55 CAT1 

line-stopper critical parts across the projects. Vital coordination expedited procurement and 

delivery of critical materials to improve project support. Engagement with the supply chains 

continues to improve the command’s supply position and satisfy unfunded obligations. 

DLA Land and Maritime continues to manage material across modern, legacy, and 

enduring weapon variants. Proactive support of Army and Marine Corps customers as they 

replace the balance of the HMMWV fleet with the Joint Light Tactical Vehicle defines our 
26 

Warfighter commitment. Land and Maritime executed a long-term contract strategy for JLTV 

spares spanning approximately 6,500 NIINs valued at $84 million over five years. In addition to 

the JLTV, DLA Land and Maritime balances complex systems such as the Abrams M1A2

System Enhancement Program version 3 main battle tank, F35 Joint Strike Fighter, and the 

Columbia-class submarine. 

DLA Land and Maritime executed wholesale material support for fourteen Chief of 

Naval Operations (CNO) maintenance availabilities at the Navy’s four public shipyards and 

twenty-four CNO availabilities at the private shipyards. The team executed over 130,000 

requisitions valued at $226 million with a fill rate of 95.2% and maintained 85% MA for forward 

deployed, deployed, and pre-deployed maritime strike groups. Additionally, DLA Land and 

Maritime surpassed 109 consecutive months above the 85% MA requirement for aircraft launch 

and recovery equipment (ALRE) with an average MA of 94%. The ALRE team awarded 

multiple procurements aimed at critical support, including first-time NSN buys for the Ford-class 

electromagnetic aircraft launch system and advanced arresting gear.

Continuing our longstanding commitment to the nuclear enterprise, DLA Land and 

Maritime satisfied the Navy’s nuclear reactor program MA goals for 179 consecutive months. 

Targeted focus on industry partners and customers led to readiness improvements and 

cost effectiveness in FY 2022, with DLA Land and Maritime leveraging additional logistics 

capabilities by collaborating with industry. These efforts required the command and industrial 

partners to exercise creativity in developing procurement procedures and processes. These 

partnerships have proven beneficial for both, producing results that invigorate the nation’s 

industrial base while driving measurable improvements to our operating efficiency.

The greatest example of partnership building in FY 2022 was the return of the DLA Land 

and Maritime Supplier Conference and Exhibition after a four-year hiatus. The event provided 

in-person engagement opportunities for 800 military, government, and industry leaders from 

across the nation. Breakout sessions and discussion panels focused on communication and 

relationships, as well as identifying new opportunities to support the Warfighter. In one notable 

networking instance, Land Supplier Operations’ Transparent Armor team identified suppliers for 

more than 400 NIINs impacted by the sudden and unexpected closure of a critical supplier. 

Through candid and productive dialogue, engagements like the Supplier Conference fortified 

government/industry relations, enhanced readiness, and provided direct Warfighter support. 

In a similar vein, DLA Land and Maritime Office of Small Business Programs continues 

to forge relationships with small businesses and drive competition and innovation through 

expanded markets. In FY 2022, the Small Business team conducted 70 outreach events and 

awarded $1.9 billion – 55% of the total Land and Maritime award – to small businesses, handily 

exceeding socioeconomic goals. 

b. Support to the Nation 

DLA Land and Maritime helped the agency achieve its acquisition, storage, distribution, 

and surge goals for EUCOM requirements, U.S. Forest Service support, and Chinook helicopter 

O-ring provision. 

DLA Land and Maritime delivered excellent supply chain results, efficiently executing 

short-notice surge requirements to the EUCOM area of responsibility in alignment with DoD 

goals for deterring Russian aggression in Ukraine. The command awarded 831 contracts valued 
27

at over $26 million for 668 items in presidential drawdown directives. DLA Land and Maritime 

continues to provide EUCOM with world-class service through repair part support. 

DLA Land and Maritime plays a vital role fighting forest fires in the western region of 

the country by providing batteries to the U.S. Forest Service. Incorporating feedback from 

previous wildfire seasons, the command implemented a hybrid process whereby 60% of the 

critical reorder point (CROP) for batteries was stocked at a commercial warehouse in California 

for routine/standard requisitions and 40% was stored at DLA Distribution San Joaquin for

emergency orders. This creative solution ensures support is never compromised for the three 

types of batteries provided by DLA Land and Maritime. In FY 2022, the command issued over 

255,000 packages of these batteries to meet firefighting demand.

Demonstrating agile surge capabilities, DLA Land and Maritime supported the Army’s 

short-fuse need for O-rings necessary for Chinook helicopter flight. The command leveraged 

valuable partnerships with government and industry to award four purchase orders totaling 

18,000 rings to three suppliers for expedited delivery of over 5,700 rings which took place within 

40 days of notification, allowing the Army to resume Chinook fleet operations as quickly as 

possible. 

c. Trusted Mission Partner

Enhancing trust within the military services starts with understanding their priorities. As 

a trusted mission partner, DLA Land and Maritime embodies this next-generation customer 

service ethos through transparency, accountability, and collaboration. Implementation of 

customer-centric performance metrics and a predictive problem-solving culture rooted in 

continuous process improvement (CPI) allows for regular assessment of capabilities, reduction in 

single points of failure, and implementation of best practices. 

In FY 2022, DLA Land and Maritime’s commitment to this line of effort was evident in 

the stand-up of two Marine Corps industrial support activities, participation in CPI initiatives, 

and collaborative procurement solutions for Army, Navy, and Marine Corps customers. 

Retail support to Marine Corps industrial operations is becoming a reality. DLA Land 

and Maritime successfully implemented the first-ever support to the Marine Corps industrial 

initiatives at logistics bases in Albany, Georgia, and Barstow, California. The detachments will 

provide tailored supply support for Marine Corps customers. Eighteen personnel are now on 

board in Albany, and ten additional team members are located in Columbus, Ohio, as the 

detachment pursues full operating capability.

CPI is a hallmark of high-performing organizations. DLA Land and Maritime co-led the 

vendor notification for packaging and labeling discrepancies CPI initiative with DLA 

Distribution to reduce suspended stock. Five quick-win improvements with immediate benefit 

are currently underway to notify vendors of packaging and labeling issues. Successful 

implementation of this project is anticipated to save the command millions of dollars annually. 

Additionally, DLA Land and Maritime is participating in the enterprise-level supply discrepancy 

report (SDR) time reduction CPI initiative to improve SDR resolution time and provide

actionable disposition for stock shipments suspended and not ready for issue within fifty days. 

In a demonstration of ongoing collaborative customer support, DLA Land and Maritime 

solved the most backordered readiness driver in its Land supply chain and secured new sources 

for mitigating future disruption to Army and Marine Corps customers. After American suppliers 

exited the market, the batteries integrated supplier team worked to source lead-acid dry batteries 
28

powering more than 100 weapon systems from non-Chinese sources. The batteries have a shelflife extendable to nine years and give mission commanders great flexibility. The command

awarded contracts to three companies from different countries, reducing backorders by more 

than 30,000. Each supplier has the capacity to produce full demand, preventing future stock 

positions from being in jeopardy.

DLA Land and Maritime’s shipyard detachments worked closely with Navy customers 

throughout FY 2022. DLA Maritime Norfolk, Virginia, in collaboration with Code 500, DLA 

Land and Maritime, and NAVSUP N97 made significant headway on USS John Warner 

requirements. Collaboration continued with all stakeholders of the weekly strengths, weaknesses, 

opportunities, and threats team to identify material gaps in Virginia class Block III 

submarines. At DLA Maritime Detachment Pearl Harbor, Hawaii, the USS Mississippi 

conducted sea trials ahead of its September 2022 completion of availability (CA00). The 

detachment was instrumental in supporting the project’s path to CA00, processing over 34,712 

material requisitions. DLA Maritime Detachment Puget Sound, Washington, coordinated with 

Naval Surface Warfare Center Code 426, PMS-392A1, and NAVSUP Weapon Systems Support 

to preposition an additional sub-surface ballistic nuclear propeller in its Bangor, Washington,

laydown yard. Prepositioning has led to huge increases in Navy readiness. 

d. Modernized Acquisition and Supply Chain Management

As stewards of the financial support provided by America’s taxpayers, DLA is 

challenged by propositions involving results-driven fiscal practices that demonstrate a 

commitment to strategic resource management. Skillfully managing taxpayer resources 

throughout the procurement process promotes national readiness. Efficient procurement practices 

enhances the readiness of our military services, positioning them to achieve superior lethality 

against adversaries. 

Demonstrating adept financial stewardship and efficiency, DLA Land and Maritime 

implemented aggressive cash conservation measures via its “War Room” operation. This 

operation synched material expenditures to daily burn rates of allocated obligation authority. The 

program saved forty man-hours weekly by automating system of award management registration 

and exclusion verifications, reducing awards made to ineligible vendors and ensuring contract 

compliance.

DLA Land and Maritime spearheaded continuing engineering support activity (ESA) cost 

reduction efforts, limiting ESA contacts to only those deemed absolutely essential. FY 2022

engineering data requests decreased 13% overall, saving $2.3 million. 

DLA Land and Maritime fully integrated an audit compliance culture, meeting all audit 

and A-123 risk management objectives. The team worked at an accelerated pace to establish Ginvoicing agreements with our supporting government organizations and activities. 

e. Future of Work 

Creating a modern, safe, and secure work environment is vital to increasing workforce 

retention and accessing diverse pools of talent. DLA Land and Maritime continues to adapt and 

redefine work models that sustain a competitive workforce, build skillsets of the future, and 

increase productivity. 
29

DLA Land and Maritime continued implementing Future of Work initiatives across the 

organization. Most notably, it orchestrated a seamless return to the workplace after a multi-year 

max telework status. Extensive planning and coordination with local labor unions, safety 

officials, DLA, DoD, and the CDC ensured successful reentry. To ready the workforce – some of 

whom onboarded during max telework – training was presented on health protocols, workplace 

etiquette, resilience, and other topics. A reentry self-help guide addressing common IT topics and 

installation amenities was produced in-house and distributed to all employees. Telework

schedules were adjusted to ensure maximum daily occupancy levels, mitigating the impacts of 

COVID-19 on the DLA Land and Maritime mission. 

Work flexibilities remained in place to enhance safety while accomplishing the mission. 

A surge in local community COVID-19 transmission levels necessitated DLA Land and 

Maritime revert to a max telework for several weeks. The workforce demonstrated flexibility 

responding to changing conditions. Once conditions improved, associates were successfully 

brought back to the office with protocols in place as determined by CDC guidance and 

community infection.

As DLA Land and Maritime navigated COVID-19, it simultaneously focused on building 

the skillsets of the future through a reenergized Pathways to Career Excellence (PaCE) program. 

The command hired about 100 PaCErs, doubling the historical amount. PaCEr positions were 

targeted at future staffing requirements. This extra-large class of new associates will enable us to 

fill critical positions and build our leaders of tomorrow.

6. Conclusion

To maintain our track record of improving Warfighter readiness and providing best value to the

customer, DLA Land and Maritime must continue to accept, incorporate, and grow from change. 

We did so superbly in FY 2022 in the face of unpredictable and innumerable challenges. As 

world events evolve and shape FY23 operations, we remain steadfast in our commitment to 

keeping the nation ready for armed conflict, natural disasters, and other national emergencies. 
30

Defense Logistics Agency

DLA Aviation

Fiscal Year 2022 Historical Report
31 

1. Introduction 

A proven performer, DLA Aviation had $5 billion in demand value, processed 3.8 million 

orders, bought from 3,352 suppliers, and supported 12,733 customers during fiscal 2022. 

We provided aviation weapons systems and environmental logistics support to the DoD aviation 

community, other federal agencies and partners, and allied nations, delivering targeted weapons 

systems solutions and environmental support to soldiers, marines, sailors, airmen, guardians, 

coast guardsmen and other customers. 

Headquartered in Richmond, Virginia, DLA Aviation operates 18 geographically separated sites 

across the U.S. The team consists of more than 4,000 civilian, military, and contract personnel 

supporting more than 1,879 weapons systems as the U.S. military's integrated material manager 

for more than 1.7 million national stock number items, industrial retail supply, and depot-level 

reparable acquisitions. DLA Aviation is responsible for supply at six Air Force and Navy 

maintenance, repair, and overhaul facilities, and for storage at three of those sites. 

DLA Aviation also operates the federal government’s only industrial plant equipment 

maintenance, repair, and overhaul facility at Mechanicsburg, Pennsylvania. 

Our major product lines and services are: 

Turbine engine components Cables

Airframe structural parts Hardware

Flight safety equipment Maps (digital, and print)

Electrical components Green products

Aviation lighting Chemicals, and petroleum products

Bearings Industrial gases

Commodities Industrial plant equipment

DLA Aviation - a proud member of the nation’s combat logistics support agency. 
32

2. Organization

a. Command team

(1) Commander: Air Force Brig Gen Sean Tyler

(2) Deputy commander: Mr. Charlie Lilli

(3) Acquisition Executive: Ms. Cathy Contreras

(4) Chief of Staff: Ms. Tanya Hill

b. Office directors

(1) Strategic Acquisition Programs: Mr. Christopher Davis

(2) Business Process Support: Mr. Spencer Shaffer

(3) Procurement Process Support: Ms. Martha Tuck

(4) Supplier Operations Commodities: Ms. Daniele Kurze

(5) Supplier Operations OEM: Mr. Travis Beasley

(6) Audit and Process Compliance: Mr. Steve Mason

(7) Planning Programs: Mr. Kent Ennis

(8) Engineering: Mr. Floyd Moore

(9) Customer Operations: Col Daniel Willison

c. Operationalized support

(1) DHRS Customer Account Manager: Theresa Wolfe

(2) J6 BRM: Mr. Martin Steiner

(3) J8R: Mr. Jason Buys

(4) Counsel: Mr. Steven Davis

(5) Installation Operations: Mr. David Gibson

d. Industrialized support activity commanders

(1) Warner Robins, GA: Col Brian Myer

(2) Oklahoma City, OK: Col Robert Magee

(3) Ogden, UT: Col Jason Okumura

(4) North Island, CA: CDR Fred Albesa

(5) Jacksonville, FL: CDR Brandon Palmer

(6) Cherry Point, NC: LCDR David Odom

e. Depot-level reparable procurement directors

(1) Huntsville, AL: Mr. George Scheers

(2) Oklahoma City, OK and Warner Robins, GA: Ms. Sharita Culp

(3) Philadelphia, PA: Mr. Chris Mosher

(4) Ogden, UT: Mr. Mark Strawn
33

3. Key Personnel, and Organizational Changes 

a. Air Force Brig Gen Sean Tyler became commander of DLA Aviation and Defense 

Supply Center Richmond June 30, 2022. He replaced Air Force Brig Gen David Sanford.

b. Aviation General Order No. 01-22 was signed in January, disestablishing Industrial 

Preparedness Branch (GA-ASC) and establishing the Industrial Preparedness Branch (GA-VED). 

This general order updated DLA Aviation Strategic Acquisition Programs Directorate and DLA 

Aviation Engineering Directorate. It established new divisions and profit centers for Strategic 

Contracting Integrated Supplier Team (IST) Division IV (GA-AE), Strategic Contracting IST 

Division V (GA-AF), Programs Management IST Division (GA-AG), Strategic Contracting IST 

Division VI (GA-AI), Supplier Relationship Management IST Division (GA-AJ), and Industrial 

Preparedness Branch (GA-VED). Also, the Oversight Relationship with Supplier Support 

Division II (GA-FAU) was discontinued with the Program Management Branch (GA-ASB). 

c. Navy Commander Fred Albesa assumed command of DLA Aviation at San Diego,

California, April 22, 2022. He replaced Navy Commander Maxine Gardner.

d. Navy Commander Brandon Palmer assumed command of DLA Aviation at 

Jacksonville, Florida, June 1, 2022. He replaced Navy Commander Curtis Ceaser.

e. Air Force Col Jason Okumura assumed command of DLA Aviation at Ogden, Utah, 

June 27, 2022. He replaced Air Force Col. Christopher Carmichael.

f. Navy Lieutenant Commander David Odom assumed command of DLA Aviation at 

Cherry Point, North Carolina, July 20, 2022. He replaced Navy Commander Benjamin “Isaac” 

May.

g. Air Force Col Robert Magee assumed command of DLA Aviation at Oklahoma City, 

Oklahoma, July 26, 2022. He replaced Air Force Col Jason Kalin.

h. Nancy Calvao became the new deputy chief of staff in September 2021. 

i. Air Force Col John Waggoner retired as Director of Customer Operations October 

2021. Air Force Col Daniel Willison, Jr. is the new director.

j. In 2020, Defense Supply Center Richmond awarded a $98 million Phase 2 military 

construction project to modernize installation infrastructure. Building 33 was demolished last 

summer as part of Phase 2. During this reporting period, approximately (220) five-hundred feet 

deep geothermal wells were drilled to heat and cool the structure. Most of the concrete 

foundation and the external steel framework for the 5-storied building has been completed. The 

building, when finished, will be 281,064 square feet, which is almost a mirror image of Phase 1. 

Completion is planned for December 2023.

4. Total Personnel 

a. DLA Aviation total workforce: 4,145 civilians, 68 active-duty military, 27 Reservists, 

and 166 contractors

b. Aviation employees at Richmond, Virginia: 2,134 civilians, 56 active-duty military, 

and 77 contractors

c. Aviation employees at 18 geographically separated sites: 2,011 civilians, 12 activeduty military, and 89 contractors
34

5. Historical Narrative

Over the past two years, the COVID-19 pandemic had little impact on the support DLA Aviation 

provided its military and non-military customers. Employees and leaders alike embraced new 

methods for providing weapons systems support while working from remote locations, often 

while having to balance the multiple responsibilities of homelife.

From continuous monitoring of daily trends, to utilizing the DLA COVID-19 Reentry and Safety 

Plan, DLA Aviation maneuvered through the pandemic – all while sustaining our workforce’s 

health, maintaining mission readiness, and supporting our nation’s Warfighters.

In May, the agency began transitioning toward full reentry. Many people who had been on 

extended situational telework ventured into DLA workspaces, some for the first time in two 

years. During this transition, employee safety remained paramount. Leaders make decisions 

based on how best to protect employee health while maintaining mission effectiveness.

a. Modernized Acquisition and Supply Chain Management

Supply chain logistics is a rapidly evolving environment, and we work closely with our 

industry partners and military customers to streamline acquisitions and business processes to 

increase readiness. We continually analyze data to make informed, risk-based decisions and 

develop actionable solutions.

(1) This past year, we focused our modernized efforts on inventory optimization 

at DLA Aviation at Jacksonville, Florida. The effort allowed the use of excess and dormant retail 

stock to fill DLA enterprise unfilled orders while reducing the DLA distribution storage 

footprint. The initiative, now shared among all DLA Aviation Navy industrial support activities, 

validated 26,453 national item identification numbers, resulting in 307 unique NIINs, valued at 

$2.4 million, set aside to fill DLA enterprise UFOs furthering Warfighter readiness. 

(2) DLA Aviation at Ogden, Utah, Supply Integration Council (O-SIC) 

Charter/Business Rules were officially signed, and O-SIC official kickoff was initiated with key 

stakeholders (748th Supply Chain Management Group, Ogden Air Logistics Center Business 

Operations, and DLA Aviation at Ogden). Initiatives and working groups concentrated efforts on 

Acquisition Advice Codes V (terminal item in stock when future procurement is not authorized) 

& Y (terminal item non-stocked when future procurement is not authorized) brown-coded 

national stock numbers (NSNs). When an item is coded brown, it is considered obsolete and 

must have a suitable NSN substitution in order to requisition. These efforts were initially piloted 

in the 309th Electronics Maintenance Group and are now flowing to each Maintenance Group. 

The O-SIC led to a DLA Aviation effort to produce training with regard to DLA processes to 

both Supply Chain and Ogden Air Logistics Complex personnel. The O-SIC has been beneficial 

to all stakeholders, with the biggest impact seen in communication.

(3) Our Business Process Directorate developed 19 automated dashboards within 

Qlik, a data and analytics integration software designed to quicken decision making and reduce 

research lag time. These applications provided near real-time research capability for Materiel 

Availability, unfilled order (UFO), and delinquent Purchase Order (PO) reduction; purchase 
35

request (PR) productivity; retail support enhancements; and critical Aviation focus areas such as 

United States European Command’s support for Ukraine.

(4) DLA Aviation conducted Robotic Process Automation (RPA), or BOTs. To 

date, Business Process Support and Procurement Process Support have automated six manual 

processes, with expected savings of 23,000 manhours annually. There are another four 

automations in development with potential savings of 14,000 manhours annually, and 29 in 

queue with potential savings of 12,000 manhours.

(5) DLA Aviation Procurement Process Support Directorate continues to partner 

with the enterprise RPA program to improve business processes, increase responsiveness, and 

manage costs. The team of two procurement analysts and an automation developer has put five 

BOTs (automated processes) in place this fiscal year. The team worked with the Supplier 

Operations Directorate, coordinating with the Procurement Process Owner and other MSCs, to 

release two BOTs that benefit the post-award process and three that support pre-award efforts. 

The first BOT emails a “report card” to suppliers with summaries of their performance. 

Supervisors and team-leads benefit from the second BOT that generates a report of Post-Award 

Requests and pulls the notes for each one, a process that previously was entirely manual. The 

three BOTs on the pre-award side email suppliers on behalf of acquisition specialists when 

certain criteria are met. Suppliers receive automated emails asking for surplus material 

certifications, trace documents to validate the manufacturer if they are a dealer or requesting that 

the supplier fill out a survey if they do not have a Supplier Performance Risk System score. Each 

BOT idea was submitted by users who worked with the development team. DLA Aviation 

analysts are exploring agencywide applications with members of the enterprise RPA program.

(6) DLA and the Air Force’s Hill Commodity Council jointly entered into a 

Performance Bases Logistics (PBL) contract with Parker Aerospace (Parker) to improve actuator 

support for F-16, F-15, E-3, A-10 and KC-135 aircraft. This contract pays Parker per flight hour 

to meet specified availability metric in support of the Hill Air Force Base Depot. Previously, 

these weapon systems were supported through tactical, one-time purchases for depot-level 

repairables or component repairs that resulted in just 22% material availability. Parker entered 

public private partnerships (PPP) with DoD to: a) streamline the repair process and introduce 

efficiencies, equipment and personnel to drive availability to 85% and b) lease warehouse space 

from DLA Distribution at Hill AFB to store PBL material.

(7) Engineering Support to Captains of Industry (COI) Contracts Team and 

Engineering Technical Managers (ETMs) re-wrote the technical language within the COI 

contracts, updating Critical Safety Item (CSI) and Product Quality Deficiency Report (PQDR) 

requirements. The team successfully negotiated approval of standardized technical language for 

the F-15 COI Statement of Work (SOW) which was awarded May 2022. Standardized language 

has also been negotiated for COI projects with cognizant Air Force and Navy ESAs, to include 

the C-130, F/A-18, and V-22. This updated language will reduce overall PQDR submissions by 

20%, currently 18% for 2022, ensuring contractors are using government supplied technical data 

for spares configurations.

b. Warfighter Always 

(1) DLA Aviation Engineering Directorate assumed responsibility from DLA 

Troop Support for vendor qualification in the Qualified Supplier List (QSL) Program. The 

Engineering team also collaborated with the DLA Aviation Business Process Support Directorate 
36

to ensure enterprise-wide understanding of NIIN management by the TQ community. The QSL 

program was originally established by Troop Support’s Industrial Hardware supply chain to 

combat quality and counterfeit issues within consumable hardware commodities by auditing and 

qualifying hardware vendors’ Quality Management Systems. The QSL vendor qualification 

program has been proven to reduce quality issues and PQDRs. As of July 2022, there were 

approximately 290 vendors qualified under the program. 

(2) The Business Process Support Directorate (BA) facilitated the Productivity 

Campaign by focusing on purchase request quality. After analyzing PR impediments and 

exploring different options, BA established several cross-process working groups targeting

reductions in PRs and technical data workload as a result of Industrial Hardware (IH) NIIN 

transfers. Since December 2021, multiple DLA Direct PRs have decreased by 19% for Supplier 

Operations Commodities Directorate (FA) and Supplier Operations Original Equipment 

Manufacturer Directorate (FM). The team is developing a Multiple PR Root Cause Monitoring 

Dashboard to track trends and changes in root causes. Another team is exploring automated 

means to work the backlog of tech issues associated with the IH transfer items. 

(3) The Army Customer Facing Division within the Customer Operations 

Directorate continued the Virtual Army Support Team (VAST), a collaborative DLA Aviation 

team focused on improving supportability of NIINs with high Army market share. During FY22, 

VAST went from 1,117 NIINs to 984 NIINs.

(4) The Internal Supportability Review (ISR) business rules were completed in 

December 2021. The 309th Electronics Maintenance Group was selected for the ISR Pilot in 

January 2022. The initial pilot, which began the same month, encountered several constraints 

which required business rules to be modified. Constraints included Depot Supply Chain 

Management Automated Tool (DSCM-AT) and forecasting errors, which resulted in a White 

Paper being written on the DSCM-AT system. Additionally, the ISR showed indicators for a full 

demand planning standard operating procedure review/update which is currently being processed 

by business analysts. DLA Aviation at Ogden is currently in the middle of Phase 2 of the ISR, 

with a full production review completed August 15.

(5) DLA Aviation at San Diego improved E-2D Advanced Hawkeye aircraft 

support turnaround time to 220 days. We estimated the turnaround time to be 319 days but, by 

refining processes and clearing aged work-in-process, reduced the target by 99 days. 

(6) DLA Aviation Nuclear Enterprise Support Office, in coordination with the 

DLA Headquarters Nuclear Support Office, drafted, staffed, and gained approval of a United 

States Space Force and DLA Memorandum of Agreement, as well as a United States Space 

Command and DLA MOA. The USSF/DLA MOA became effective May 22, 2022, and the 

SPACECOM/DLA MOA became effective May 19, 2022.

(7) Fleet Readiness Center Southeast (FRCSE) assumed Planned Depot 

Maintenance (PDM) on the F5 aircraft November 2019. Originally, DLA was not required to 

provide 9B (consumables) material support. In June 2021, DLA Aviation at Jacksonville was 

asked to assume responsibility for 100% of the F5 9B material. DLA Aviation at Jacksonville 

Retail Operation immediately engaged local expertise from the Planning and Order Fulfillment 

sections, procurement, business and process analysts, the Beiring Straits contracting team along 

with dedicated continuous leadership oversight. Despite being inserted nineteen months after the 

initial PDM start date, Jacksonville orchestrated collaborative sessions, both improving Repair 

Bill of Materials (R-BOMs) and Pre-Expended Bin (PEB) populations and generating a massive 

Material Support Analysis (MSA) campaign where 2591 NIINs were analyzed for Stock on 
37

Hand and pipeline health. At the onset of the Jacksonville team involvement in June 2021, only 

1,949 NIINs were accounted for on F5 R-BOMs. As of August 2022, 2,591 NIINs are reflected 

across 92 F5 R-BOMs as DLA managed items. The Jacksonville team conducted MSAs on every

NIIN, quickly initiating PRs and Safety Stock for hundreds of items. The PEB population grew 

from 513 to an astounding 1246 bins in only eight months. NIINs forecasting, through Gross 

Demand Plans, grew from 202 to 526. Most importantly, of the 2,591 items currently in the F-5 

Program, 98% are now quantifiably supportable by DLA.

c. Support to the Nation

DLA Aviation’s Engineering Directorate’s Hazardous Information Programs Division 

continued its world-class support for hazardous material handling across the DoD by entering 

5,374 Safety Data Sheet records into the DoD repository, also known as the Hazardous Material 

Information Resource System (HMIRS); 104,283 delivery orders into HMIRS for hazmat items 

procured via long-term contracts at DLA Aviation and DLA Troop Support. In addition, the 

Hazardous Information Programs Division answered 925 customer technical inquiries and 

reviewed 1,700 HMIRS records for quality assurance and quality control. 

d. Trusted Mission Partner

(1) The Customer Operations Directorate’s Army Customer Facing Division 

(QAE), in conjunction with the Engineering Directorate, continued supporting U.S. Army 

Aviation and Missile Command’s (AMCOM’s) additive manufacturing efforts. In addition to 

attending AMCOM Advanced Manufacturing (AdvM) Forums, QAE hosted a one-day hybrid 

Joint AdvM Workshop on DSCR in January 2022, bringing together AdvM engineers and 

contacts from across DLA and the military services.

(2) The Army Customer Facing Division restarted outreach efforts as COVID-19 

restrictions were eased. QAE military and civilian customer account specialists visited multiple 

Active Army Combat Aviation Brigades, Army National Guard Theater Aviation Sustainment 

Maintenance Groups, and Army commands, educating them about DLA and assisting them with 

readiness concerns. QAE leadership also conducted unit and small business outreach at three 

Army Aviation Association of America readiness forums and the AMCOM 101 Forum.

(3) DLA Industrial Plant Equipment (IPE) Repair and Rebuild operations made 

34 repair trips to 11 different locations for the Army, Navy shipyards, afloat ships, and Marine 

and Air Force maintenance facilities worldwide. The repair depot in Mechanicsburg, 

Pennsylvania, completed 12 machine rebuilds and associated installations at customer locations. 

It also made facility and capability improvements, including a new $15M Gantry Uni-Mil.

e. DLA Critical Capabilities 

(1) People and Culture

(a) The Wheel program granted new supervisors exposure to processes 

outside of their areas of expertise and showed them how their technical areas affected other areas 

in DLA Aviation. There were four offerings in fiscal 2022. To date, 38 new supervisors have 

completed the training. During fiscal 2021, The Wheel was changed from a two week in-person 
38

training session to a three-day virtual program because of social distancing restrictions associated 

with the global pandemic. The Wheel shows new supervisors how the disciplines (the spokes) 

are attached to the strategic plan (the hub) and supported by Command Support, Business, and 

Procurement Process Support Directorates, and Human Resources (the tires).

(b) Our Flash Mentoring Program offered an opportunity for junior or 

apprentice employees to discuss career goals, plan developmental opportunities, and receive 

guidance from more senior employees. Flash mentoring was held once a quarter during fiscal 

2022. This fiscal year Flash Mentoring was expanded to include all the Aviation sites for the first 

time. Employees participated via government Zoom. 

(c) DLA Aviation held ten New Employee Orientations (NEO) for more 

than 380 employees in fiscal 2022. The course gave employees DLA and DLA Aviation 

overviews, frames-of-reference, and real time information regarding DLA policies, plans, and 

programs. NEO expanded to capture new employees from several Aviation sites.

(d) DLA Aviation Executive Mentoring Programs - grades GS-11/12 (Tier 

II), and GS-13/14 (Tier III) helped develop leadership traits. Mentee-driven, they teach 

individuals how to collaborate effectively, with mentors benefiting just as much as the mentees. 

Despite continuing challenges with the global pandemic, 22 mentees graduated from Tier II this 

year, and there are currently 12 mentees in the Tier III program. All participants agreed the 

program facilitated professional growth and development. They reported the program gave them 

more exposure and put them in touch with people they would not have met otherwise.

(2) Community Relations

(a) The global pandemic, mandatory telework, and social distancing 

associated with COVID-19 required out of the box thinking to support our communities and 

employees inside and outside of the gates of Defense Supply Center Richmond. DLA Aviation 

Public Affairs worked with DLA Installation Management Richmond’s Fire Department and 

DLA Information Operations Richmond to host a Virtual Angel Tree for the second year. 

Employees on DSCR sponsored 123 angels from local Chesterfield County and Richmond City 

elementary and high schools.

(b) In May, DLA Installation Management Richmond, along with 

Chesterfield County and the United States Postal Service, successfully updated its address. The 

change comes after Virginia mandated the renaming of Jefferson Davis Highway by each 

municipality. The new address coincides with the installation’s North Gate, located off of 

Strathmore Road in Chesterfield County. The North Gate is also the installation’s delivery gate 

and the location of the Visitor Center, where non-DoD identification card holders must report. 

The new address is 6090 Strathmore Road, Richmond, Virginia 23237.

(c) Defense Supply Center Richmond’s Bellwood Manor was built 

between 1797 and 1804. It is characteristic of the wooden Georgian architecture favored by 

Virginia planters of the time. When The War Department (now the Department of Defense) 

bought the property in 1941, it made significant changes to its external appearance. A secondfloor balcony was removed, as were several columns that supported the manor’s portico. In May 

2022, a multi-million-dollar renovation was completed. The newer portions of the structure were 

updated while the original portion was returned to its original 1804 appearance. 

(d) On August 24, 2021, the DLA Aviation commander signed a letter of 

support to the Secretary of Veterans and Defense Affairs, Richmond, Virginia office joining 
39

DLA Aviation and DLA Installation Management Richmond in the Virginia Security Corridor 

Sentinel. There are areas on Defense Supply Center Richmond that fall within the Virginia 

Security Corridor Sentinel Landscape, and within their/our environmental programs such as: 

maintaining/enhancing the visual buffer between the North Gate and Strathmore Road, 

minimizing/restricting disturbance along the eastern edge of No-Name Creek where we currently 

have an easement outside of the installation to test for groundwater contamination, and 

minimizing/restricting development along the southern bank of Kingsland Creek, which serves 

as the southern boundary of the installation.

Both of our creeks eventually drain into our tributaries to the James 

River. This means that they fall under regulations governing the Chesapeake Bay Preservation 

Act. Development in any of these areas would not constrain our ability to carry out training and 

testing activities, but would support environmental objectives to have a visual and physical 

buffer. 

(3) The Equal Employment Opportunity, and Diversity (EEOD)

(a) The EEOD conducted training with the Aviation Sexual Assault 

Coordinator for annual Sexual Assault and Prevention of Sexual Harassment Annual First 

Responder Training for 62 employees and 8 supervisors of DLA Installation Management 

Richmond’s Police and Fire Department. This mandated training covers differentiating between 

sexual harassment and sexual assault, points of contact, sexual assault response policies, and 

critical issues, the possible flow of sexual assault investigations, and jurisdictional authority. It 

focuses on outcomes assault and how to properly respond to victims of sexual assault. 

(b) EEOD personnel conducted Employment Learning Innovations (ELI) 

Civil Treatment for Leaders training for DLA Aviation locations at Cherry Point (12), DLA San 

Diego (10), and DLA Aviation at Richmond Supplier Operations (8). Civil Treatment Training 

was conducted for DLA Aviation at Warner Robins for 38 employees and 9 supervisors.

(c) EEOD personnel coordinated ELI Inclusion NOW training for 

Aviation senior leadership. This pilot addressed inclusivity in the workplace and leveraging 

personal characteristics, cultural backgrounds, and the unique experiences to promote an 

inclusive environment across the organization.

(4) EEOD participated in DLA Pathways to Career Excellence Intern Program; 

New Employee Orientations; and Prevention of Sexual Harassment, Workplace Harassment, and 

Hostile Work Environment training along with Reasonable Accommodations for employees. 

(5) EEOD personnel conducted diversity, equity and inclusion training entitled 

Recognizing and Addressing How Implicit Biases Impact the Workplace for eight supervisors 

and 48 non-supervisors at the request of the Engineering Directorate leadership.

(6) EEOD personnel conducted Communication and Sensitivity Training for 

employees in Richmond and Cherry Point. This training focused on how the workforce is 

affected by people basis in how people communicate with each other, as well as how to 

overcome obstacles and build productive teams.

(7) The EEOD Reasonable Accommodation Manager conducted a Supervisory 

RA brief for DLA San Diego leadership.
40

6. Summary: statement with eye toward the future

In May, the agency began transitioning toward full reentry after more than two years of 

restrictions due to the global pandemic, which included social distancing and teleworking to the 

fullest extent possible at many DLA Aviation locations. Brig Gen Tyler’s one priority during this 

transition period is employee safety. The MSC will incorporate lessons learned going forward.

DLA Aviation will also continue to promote a more diversified senior workforce through 

training and promoting awareness of opportunities.

Budget constraints will be a challenge moving forward, but we will continue to look for 

opportunities to lower costs while minimizing impacts to readiness.
41

Defense Logistics Agency

DLA Energy

Fiscal Year 2022 Historical Report
42

1. Introduction

This past year saw a perfect storm: Russia weaponizing fuel costs in Europe, our 

administration’s recent climate efforts, the 2022 National Defense Authorization Act (NDAA), 

and, finally, Red Hill. DLA Energy stayed in touch with our regional office, DLA Energy 

Europe & Africa, as it supported direct delivery to sites in Poland and Romania as part of the 

Ukraine mission. Since the war began, DLA Energy has provided over 54.2 million U.S. gallons 

(USG) of JP8/F76/JP5/DF/ULG to these locations. Additionally, the team developed short-term 

solutions to mitigate fuel truck shortages in Romania, Germany, and Lithuania. We have stood 

up an operational process team to assist in implementing Section 352 of the 2022 NDAA. This 

team has been working with a similar team from U.S. Transportation Command (TRANSCOM). 

Red Hill is an underground fuel storage facility on Oahu, Hawaii, completed in 1943 which 

holds DLA fuel for Defense Fuel Support Point (DFSP) Joint Base Pearl Harbor, Hawaii. A 

November 2021 spill contaminated the Oahu aquifer, leaving residents without potable drinking 

water. DLA Energy helped an Office of the Secretary of Defense (OSD) Cost Assessment and 

Program Evaluation team examine the facility, resulting in the Defense Secretary’s 7 March 

memo directing its defueling and closure. Thanks to tireless efforts, the Defense Department 

accepted our defueling plan.

The Energy workforce continued to make great progress regarding renewable energy and climate 

change. In particular, it requested information on the geothermal energy capabilities of DoD 

installations on behalf of the Army, Air Force, and Navy and discussed electric vehicle charging 

stations for the Air Force. Our Installation Energy team continues to support the Air Force’s 

small micro-reactor pilot, an example of its dedication to helping customers meet their clean 

energy goals. 

Finally, after carefully considering the current global environment and health and well-being of 

the workforce, DLA Energy postponed its Worldwide Energy Conference until 2024. We will 

continue to search for an earlier date if time and conditions permit. As always, we are proud of 

our workforce's commitment to providing globally resilient energy solutions to the Warfighter

and whole of government. No matter what curveball is thrown our way, the team continues to 

provide uninterrupted support.
43

2. Organization 

3. Key Personnel

a. Commander: Brig Gen Jimmy R. Canlas, USAF

b. Deputy Commander: Mr. David Kless, SES

c. Chief of Staff: Col Keith Mecham, USAF

d. Commander’s Action Group: Mr. Bruce Blank

e. Director, Customer Operations: Col Eric Haler, USAF

f. Director, Facility Sustainment Directorate: CAPT Tim Bellot, USN

g. Director, Business Process Support: Mr. Tom Turets 

h. Director, Procurement Process Support: Mr. Jake Moser

i. Director, Strategic Programs & Initiatives: Ms. Regina Gray

j. Military Director, Strategic Programs & Initiatives: Col Robert (Scott) Neiper, USAF

k. Director, Quality Technical Directorate: Ms. Patricia Wilkins

l. Director, Supplier Operations: Ms. Gabriella Earhardt

m. Commander, DLA Energy Americas: COL Josiel Carrasquillo, USA

n. Commander, DLA Energy Americas East: LTC Christopher Masson, USA

o. Commander, DLA Energy Americas West: CDR Anas Maazouzi, USN

p. Commander, DLA Energy Americas North: Maj Barton Land, USAF

WARFIGHTER ALWAYS

CUI

CUI 5

DLA Energy Organization
44 

q. Commander, DLA Energy Middle East: LTC Albert Cordova, USA

r. Commander, DLA Energy Europe & Africa: LTC Benverren Fortune, USA 

s. Commander, DLA Energy South-West Pacific: CDR Christopher Radke, USN

t. Commander, DLA Energy Hawaii: CDR William M. Jakubowicz, USN 

u. Commander, DLA Energy Japan: Lt Col James Smith, USAF

v. Commander, DLA Energy Korea: LTC Dennis Han, USA 

w. Commander, DLA Energy Okinawa: Maj Anthony S. Anderson, USAF 

4. Total Personnel 

As of September 30, 2022, DLA Energy had 1,101 personnel (1,085 civilians and 67 military). 

5. Historical Narrative

DLA began reentry to official duty locations on Monday, May 9, 2022. Energy employees at the 

Lorton, Virginia, facility successfully transitioned to the HQC between May and July as part of 

this process. 

In regards to Ukraine, DLA Energy continues to support U.S. European Command (USEUCOM) 

with CLIII (B). DLA Energy Europe & Africa is fully engaged in planning with the combatant 

command and theater service components (U.S. Air Force Europe, U.S. Navy Europe, and U.S. 

Army Europe). It is also embedded with the 21st Theater Sustainment Command (Title X lead). 

DLA Energy has utilized multiple direct delivery contracts, multiple one-time-buys, and intoplane/into-truck contracts to fill urgent aviation and ground fuel requirements in Poland, 

Romania, Latvia, and Slovakia. The team has utilized the new logistics card to purchase AVGAS 

for unmanned aerial operations in theater. Since the war began, direct delivery vendors have 

delivered over 3.5 million USG of JP8 and 1.3 million USG of DF2 (all non-capitalized). Over 

41 million gallons of JP8, JP5, F76, SFD, ULD (capitalized) has supported air, land, and sea 

assets in Germany, Italy, Spain, Greece, United Kingdom, and Turkey. 

Section 352 of NDAA 2022 makes TRANSCOM the “element responsible for bulk fuel 

management and delivery” for DoD on a global basis. TRANSCOM, OSD, the joint staff, 

services, and DLA have devised a course of action that leverages core competencies to provide a 

comprehensive solution. On October 1, 2022, the TRANSCOM commander will submit a 

strategy to develop infrastructure and programs necessary to support globally optimized bulk fuel 

management.

6. DLA Lines of Effort

DLA Energy’s mission is to enable readiness by providing globally resilient energy solutions to 

the Warfighter and whole of government and to be the trusted leader in innovative energy 

solutions. DLA Energy’s goals are aligned with DLA Strategic Plan lines of effort, which are:

a. Warfighter Always

The Air Force and DLA Energy, in response to the FY 2019 NDAA, requested a proposal 

for the Eielson Air Force Base, Alaska, micro-reactor pilot on September 26. This is an 
45 

important first step toward developing the technology needed to achieve energy resilience at 

military installations. 

Micro-reactors are small nuclear reactors that can produce clean energy and are equipped 

with built-in safety features that prevent overheating. The technology’s ability to operate 

independent from the commercial grid makes it ideal for remote domestic installations critical to 

national security. The micro-reactor will be licensed by the U.S. Nuclear Regulatory 

Commission and be commercially owned and operated. 

The Facility Sustainment Directorate (FSD)’s Sustainment, Restoration and 

Modernization (SRM) and Military Construction directorate obligated $836 million for Army, 

Navy, Air Force, and Marine Corps fixed fuels infrastructure at 391 installations and 563 fueling 

sites across the globe. This equated to funding 1,082 large SRM projects and 5,517 minor repair 

service orders. The FSD Recurring Maintenance and Minor Repair program executed 1,861 site 

visits (550 Air Force, 786 Army, 363 Navy and 162 USMC). The directorate’s focus on 

proactive maintenance enables the military services to maintain their fixed fuels infrastructure in 

high operational readiness. 

The FSD Environmental branch provided over $83 million for compliance and 

restoration actions at DFSPs across the globe. The FSD Fuels automation team supported 

contract actions worth $52.8 million for automatic tank gauging, automated fuels handling 

equipment, and other automation associated with the inventory and distribution of DLA fuel. 

The FSD Property branch worked with the military services to oversee 486 DFSPs, a 

process involving 17,000 property records. It managed a program that accounts for 80% of DLAmanaged real property with a replacement value of $16.3 million. The branch reconciled 5,900 

property records. In addition, it closed $53.5 million in-progress financials for military 

construction. The team worked four host tenant agreements with military departments to ensure 

DLA Energy’s rights and obligations for $398 million in property were documented. 

Accountable property officers are responsible for 1,400 pieces of equipment worth $152.9 

million. 

DLA Energy Middle East customer operations provided 48 million USGs of fuel worth 

$153 million to twenty-nine direct delivery sites across eleven countries in support of Operations 

INHERENT RESOLVE and SPARTAN SHIELD. 

DLA Energy Middle East Supplier Operations facilitated the sale of 160 million USG of 

fuel products, worth $564 million, to DoD service components, NATO, and other allied foreign 

militaries in seven countries throughout the U.S. Central Command (CENTCOM) area of 

responsibility. 

DLA Energy Americas North celebrated the operation of its newest DFSP at the North 

Pole, Alaska, with a ribbon cutting July 26. The contractor-owned, contractor-operated fuel 

storage facility was completed in February 2022, five months ahead of schedule. The new DFSP 

is strategically located to support Eielson with a direct pipeline and has the capability to support 

Fort Wainwright and Fort Greely by truck if required. Operated by four employees, it can handle 

21 million gallons with receipt and distribution capability of pipeline, truck, and rail. 

Two consolidated cargo capable commercial tankers, the SLNC GOODWILL and 

MAERSK PEARY, supported Rim of the Pacific CL-IIIB customer requirements through sea 

replenishment with secondary re-supply from DFSP Pearl Harbor in June 2022. The ships 

performed eight deliveries of F76 and JP5. 

DLA Energy Americas supported Quartermaster Liquid Logistics Exercise 22 June 10-

22, 2022, so U.S. Army Reserve units could exercise their wartime skills. Participating reserve 
46 

units delivered 940,000 USG of jet fuel to customers in Americas East. Training included 

proficiency in bulk storage handling, mobile lab operations for field testing fuel, and tactical 

truck loading. 

In June 2022, DLA Energy, in coordination with Naval Facilities Engineering Systems 

Command, awarded a contract to privatize the wastewater utility system for Naval Station 

Mayport, Florida. The contract will upgrade the system and comply with National Pollutant 

Discharge Elimination System and Clean Water Act regulations, while realizing a cost avoidance 

of approximately $65 million over the life of the contract. As of August 2022, DLA Energy has 

awarded 101 new and continued utilities privatization contracts for 172 systems at 71 

installations. The Navy and DLA Energy are planning on two more awards in FY 2023.

DLA Energy Japan supported the III Marine Expeditionary Force during Exercise 

Resolute Dragon (RD21) in December 2021. RD21 is a combined and joint tilt rotor wing 

training event that aims to demonstrate the reach and readiness of the III MEF, Japanese Self 

Defense Force partners, and the 7th Fleet in a contested environment within a “simulated island 

chain” on mainland Japan. This year’s evolution was the largest ever bilateral field training 

exercise conducted by the USMC and the Japanese Ground Self Defense Force. 

DLA Energy Japan commissioned a $45.6 million fuel wharf modernization project at 

DFSP Yokose which allows for more efficient loading and offloading of fuel. 

DFSP Guam completed its fourth and final scheduled outage to connect existing 

infrastructure to new hardened facilities in November 2021. The combined $30 million 

MILCON project built a new hardened tie-in facility at Delta/Echo piers as well as a new 

hardened pumphouse and bypass loop at the Tenjo Vista tank farm. The project fortifies critical 

fuel infrastructure and provides resilient options during conflict. 

DLA Energy Europe & Africa, in conjunction with Military Sealift Command, continued 

its annual support of Operation DEEP FREEZE at McMurdo Station, Antarctica, for the National 

Science Foundation November 2021. A contract provided JP5, MOGAS, and AN8 fuel. AN8 is 

specially formulated to have a freezing point of -58 degrees Celsius or lower so it can be used by 

aircraft and generators in remote and extreme locations.

b. Support to the Nation

In FY 2022, DLA provided $52.3 million for the Navy to defuel and close the Joint Base 

Pearl Harbor-Hickam Red Hill Bulk Storage Facility. The funding supported $19.3 million in 

infrastructure integrity assessments and project development, $29.6 million in infrastructure 

maintenance and repairs, and $3.4 million in environmental response requirements. 

DLA Energy entered a fuel purchase agreement with the National Highway Traffic 

Safety Administration to establish roles and responsibilities regarding DLA Energy-managed 

commodities and related services in accordance with mandatory government sources, Federal 

Acquisition Regulation § 8.002, and 41 CFR 101-26.602-3. The agreement was signed June 9, 

2022. 

Six incoming and outgoing DLA Energy regional military commanders participated in a 

two-day course at the McNamara Headquarters Complex in Fort Belvoir, Virginia, May 16-18, 

to prepare them for their roles and responsibilities as fuel providers to combatant commands. 

Installation Energy issued a request for information on behalf of the Army, Air Force, 

and Navy for geothermal energy capabilities on DoD installations March 2022. The request will 
47 

gather market information for developing and supplying geothermal energy to 23 DoD 

installations located in AK, AZ, CA, CO, FL, GA, ID, LA, NC, ND, NM, TX, and UT. 

In March 2022, DLA Energy and the Deputy Assistant Secretary of Defense for 

Environment and Energy Resilience (DASD (E&ER)) began working on a carbon pollution-free 

electricity pilot. DASD E&ER and DLA Energy are identifying funding for these efforts. 

The DLA Energy commander and DASD (E&ER) discussed long-term contract 

authorities for procuring carbon-free electricity. Discussion included the limitations of industry 

approaches and appropriateness of FAR Part 41 utility service authority. 

The DLA Energy commander and the DLA Energy Aerospace Energy Helium team 

visited the tethered aerostat radar system site at El Indio, Texas, Sept. 29. The aerostats are 

operated by U.S. Customs and Border Protection (CBP) and equipped with high-powered 

surveillance and communications equipment. Aerospace Energy has an enduring partnership 

with CBP and supplies helium to multiple aerostats along the U.S.-Mexico border. 

DLA Energy Americas attended the 23rd World Petroleum Congress in Houston, Texas, 

December 2021. The congress focused on the “energy transition” to a more decarbonized society 

and the oil and gas industry working towards net-zero carbon emissions by 2050. Attendance 

included 300+ expert speakers, 50+ chief executive officers, and 16 government/ministerial 

delegations (to include the U.S. undersecretary for economics and deputy undersecretary for 

energy). 

Installation Energy awarded a 24-year energy savings performance contract (ESPC) to 

Ameresco, Inc. for Joint Base McGuire Dix Lakehurst, New Jersey, to provide onsite generation 

on all three installations in Oct. 2021. The ESPC will provide annual savings of 21,961,096 kWh 

and $1,950,794. The contract is valued at $46.2 million and will provide $34 million in 

renewable energy credits from New Jersey.

DLA Energy Americas East customer account specialist (CAS) provided mission support 

to Fort Lee for Afghan refugees from October to November 2021. CAS personnel reviewed 

requests and coordinated deliveries, with many coming in less than thirty-six hours. 

c. Trusted Mission Partner

During FY 2022, Israel Combatant Command transitioned from EUCOM to CENTCOM. 

DLA Energy Middle East seamlessly transitioned regional support and operational planning 

responsibilities. DLA Energy Middle East and the joint petroleum officer engaged with the Israel 

Defense Force’s JPO via the combined logistics committee to ensure lines of communication and 

continuity of effort. 

DLA Energy and the Social Security Administration signed a fuel purchase agreement for 

DLA Energy-managed commodities and/or services in accordance with Federal Acquisition 

Regulation § 8.002 and 41 CFR 101-26.602-3. The agreement was signed June 24, 2022. 

DLA Energy will provide fuel to Russian Federation aircraft when the joint staff and the 

Defense Threat Reduction Agency inspect U.S. facilities with inspectors from the Russian 

Federation at Travis Air Force Base, California – the west coast point of entry for Russian 

Federation aircraft under New START. 

DLA Energy Aerospace Energy supported a Space Force mission when a United Launch 

Alliance Atlas V rocket launched from Cape Canaveral Space Force Station, Florida, in June. 

DLA Energy Aerospace provided 340 pounds of high-purity hydrazine (HPH) and 26,000 USG 

of rocket propellant-1 for the launch, and 959 pounds of HPH for the spacecraft. 
48 

Three 10,000-gallon fuel tanks were installed at Defense Supply Center Columbus, Ohio, 

June 2022, marking the beginning of a long-term project to replace aging underground fuel 

storage tanks with above-ground tanks at the installation’s fuel point. The tanks are an interim 

solution for providing MOGAS, E-85, and diesel fuel while work begins on a permanent fuel 

point replacement. The project is expected to be complete in FY 2023. 

DLA Energy Aerospace supported an Atlas V launch in May 2022 from Cape Canaveral 

Space Force Station, Florida, carrying the Boeing Company Crew Space Transport-100. The 

Starliner is designed to transport crews to the International Space Station and other low orbit 

destinations. DLA Energy Aerospace provided 340 pounds of HPH and 26,000 gallons of rocket 

propellant-1 for the launch, and 112 pounds of HPH, 1,790 pounds of Monomethyl Hydrazine 

(MMH), and 2,950 pounds of Nitrogen Tetroxide (MON3) for the spacecraft. 

DLA Energy hosted the two-day joint petroleum seminar for the military petroleum 

community to plan current, future, and emerging energy needs, February 7-8. Participants 

received briefings on petroleum initiatives across the globe; engaged in discussions on 

forecasting, inventory management, and equipment sustainment and modernization; and learned 

about worldwide petroleum capabilities and resources. 

DLA Energy’s Recurring Maintenance and Minor Repair program performed 103 

maintenance trips (37 Air Force, 43 Army, 23 Navy) worldwide. It also completed 499 repairs 

(167 Air force, 121 Army, 194 Navy). 

The DLA Energy Bulk Petroleum directorate awarded contracts to supply 827 million 

USG of turbine aviation fuel (JAA, JP5, and JA1) and 120.67 million USG of distillate, naval 

(F76) to over 100 military CONUS locations west of the Rocky Mountains, Alaska, and Hawaii 

in January 2022. The period of performance is October 1, 2022 - September 30, 2023, plus a 30-

day carry over period. The estimated dollar value of is $2.19 million. 

DLA Energy Aerospace Energy completed a contract modification adding three fill 

points to the gaseous nitrogen pipeline contract at Vandenberg Space Force Base, California, in 

January 2022. Additional fill points will ensure an uninterrupted supply of liquid nitrogen to 

meet Vandenberg Space Force launch requirements.

DLA Energy Aerospace supported a U.S. Space Force Atlas V launch from Cape 

Canaveral Space Force Station, Florida in January 2022. DLA Energy Aerospace supported with 

337 pounds of HPH and 26,000 USG of rocket propellant-1 for the launch, and 416 pounds of 

HPH and 172 pounds of Nitrogen Tetroxide (MON3) for the spacecrafts. 

The logistics fuel card, known as the LOGFUEL card, was launched January 2022. The 

new card will allow military and federal agencies to buy small quantities of specialty fuel. DLA 

Energy added the card to its commercial fuel card solutions so customers can fill storage tanks 

from commercial sources when short-notice requirements arise. The card will join four other 

DLA Energy customer card purchasing tools, which include the Aviation Into plane 

Reimbursement Card®, Ships’ Bunkers Easy Acquisition Card Order Management System®, 

Swipe SEA Card® and the DoD Fleet Card. 

About 65 military and civilian officials from 15 countries met in person for the first time 

in two years to talk fuel infrastructure, future operations, and increased partnership opportunities 

during the 16th annual DLA Fuel Exchange Agreements Forum in Garmisch-Partenkirchen, 

Germany, September 16-18. The forum allowed partners to explore ways to strengthen 

interoperability, discuss mutual fuel support efforts, and troubleshoot challenges. DLA Energy 

has 43 fuel agreements with allies around the world. In the past year, DLA Energy has signed 

new fuel exchange agreements with Lithuania, India, Romania, Estonia, and the United 
49 

Kingdom. DLA Energy’s International Fuel Agreements team is responsible for establishing and 

maintaining long-term Defense Department fuel agreements with foreign militaries.

DLA Energy awarded its first ESPC with TRACEN Petaluma, the Coast Guard’s largest 

West Coast training center, in October 2021. The $46.9 million contract will build a 5-megawatt 

solar photovoltaic array and 5.6-megawatt battery energy storage system and implement building 

controls, lighting improvements, low voltage transformers and kitchen HVAC equipment 

upgrades. ESPCs are used for reducing energy consumption at installations by improving 

infrastructure, facilities, and facility systems. ESPCs can replace inefficient energy and waterconsuming equipment, including HVAC, lighting, electrical power generation, and renewable 

energy. 

d. Modernized Acquisition and Supply Chain Management

DLA Energy Direct Delivery Fuels awarded Aviation Into-Plane Reimbursement (AIR) 

Card® Contract Support Award for transaction processing services for the AIR Card® Program 

in support of both Defense Department and federal government agencies June 2022. This award 

will ensure that AIR Card® transactional services for contract and non-contract fuel 

requirements, and ancillary services will continue once the current AIR Card® contract expires. 

The General Accounting Office (GAO), in coordination with DLA Energy, conducted the 

engagement on DoD Bulk Fuel Purchase Program and Accounting Practices at Marine Corp 

Base, Quantico, Virginia, June 2022. As part of the engagement, GAO requested information to 

understand how selected DoD components record, reconcile, and report fuel purchases from the 

DLA Energy. The visit helped GOA personnel understand the difference between the Defense 

Working Capital Fund and military service roles and responsibilities. 

DLA Energy Korea officially closed DFSP West Pyeongtaek May 31, 2022, saving 

approximately $600,000 in contractor fees. The drawdown and closing of DFSP W. Pyeongtaek 

marked a significant milestone in consolidating fuel networks on the peninsula. Efforts are 

ongoing to build DFSP Camp Humphreys as the northern distribution hub. 

DLA Energy approved the publication of DLA Energy P-8 fuel card program in March 

2022. The guidance establishes responsibilities and procedures for administering DoD Fleet Card 

and Swipe Ships' Easy Acquisition (SEA) Card® task orders under the General Services 

Administration (GSA) SmartPay® Contract, the Ships' Easy Acquisition (SEA) Card®, and U.S. 

Government Aviation Into-Plane Reimbursement (AIR) Card® contracts for commercial 

locations only. 

DLA Energy implemented the new Electronic Point of Sale (EPoS) state-of-the-art 

system. EPoS replaces the Automated Fuel Service Station system used at more than 600 DFSPs 

with a more secure automated system that reduces paper documents and rework of transactions 

while enhancing the agency’s ability to respond to auditors in a timely manner. It was tested at 

fourteen locations January thru October 2022 and is targeted for deployment FY 2025. This 

rollout makes a significant contribution to DLA strategic plan objective 3.3, improve customer 

service.

DLA Energy completed a contracting action for the new fuel depot system inventory 

management and asset visibility applications September 2022 to replace the current base-level 

accounting and inventory management systems. When implemented, the new system will 

provide end-to-end management of fuel inventory accounts, reduce DLA Energy’s footprint on 
50 

base networks, cut supportability costs, decrease incompatibility issues, and improve 

cybersecurity posture. Full implementation is targeted for FY 2026. 

In November 2021, DLA Energy launched the enterprise external business portal (EEBP) 

material receipt acceptance (MRA) functionality for customer direct energy products. This 

functionality enhances user experience by providing a single order fulfillment system for both 

ordering and acceptance tasks. The MRA is designed to reduce errors caused by customer 

acceptance wide-area workflow, aged orders, and manual goods receipt postings. Access to the 

MRA eliminates firewall issues discovered in some whole of government agencies. 

Beginning December 2021, the DLA Energy Business Process Support directive in 

collaboration with the DLA Analytics Center of Excellence and ADVANA developed an Energy 

common operating picture for the combatant commands and military services to fulfill ASD(S) 

Strategic Plan Objective 4.2: build supply chain transparency, accountability, and customercentricity and DLA Line of Effort 3: Trusted Mission Partner, Objective 3.1. This ongoing 

initiative enables commanders at all levels to make decisions that improve readiness and ensure 

America’s success during peacetime and contingency operations. It combines interface feeds 

such as sales, inventory, shipment movements, and contract data. 

DLA Energy Japan, DLA Energy Finance, and Japan Maritime Self Defense Force 

(JMSDF) partners reconciled outstanding fuel exchange balances between January 1, 2021 and 

June 30, 2021. JMSDF has agreed to make pay DLA Energy cash for excesses of 8,600 USG of 

JP5 and 650,000 USG of F76. 

DLA Energy Middle East Customer Operations processed 1,929 invoices in wide-area 

workflow to support vendor transactions, which ensured audit readiness and allowed the 

command to de-obligate $41 million back to the defense working capital fund to be used against 

future orders.

DLA Energy Middle East oversaw the inventory, reconciliation, and management of 

more than 250 million USG of petroleum products worth $1.03 billion at fifteen DFSPs 

throughout the CENTCOM area of responsibility. 

DLA Energy and GSA are working together to supply 100% carbon pollution-free 

electricity, including 50% hourly matching, to the federal government. The announcement is part 

of the whole-of-government approach to addressing the climate crisis. The Defense Department 

is the largest energy user in the federal government and one of the largest electricity purchasers 

in the country. 

An operations center opened on Joint Base San Antonio-Lackland, Texas, in January 

2022 that provides DLA Energy Aerospace and Finance employees a well-equipped space to 

manage the worldwide acquisition of missile fuels, liquid propellants, and other bulk industrial 

chemicals and gases. The new 22,135 square foot facility was coordinated with an installation 

physical security plan including all physical security, antiterrorism, and cyber-security measures.

A new video about Defense Logistics Agency Energy’s Utilities Privatization supporting 

Fort Hood, Texas, highlights the successes of a DLA Energy program to help military 

installations with utilities privatization and energy resiliency. The video was released in January 

2022 by the DLA video team, part of DLA Public Affairs.

e. Future of Work 

The DLA Energy space management pilot coordinated the move of fourteen directorates 

and support offices from the Lorton, Virginia, annex to the McNamara headquarters building 
51 

from May – July 2022. J6 provided a standardized desk compliment for all offices and cubicles 

(monitor, zero client, keyboard, mouse, and phone) since 75% of over 900 Energy employees at 

the HQC will be sharing desks. DLA Installation Management provided approximately 83 file 

cabinets to help the command store long-term contracts transported from Lorton. 

f. Commander’s Action Group 

The Strategic Communication Group transformed into the Commander’s Action Group in 

June 2022 to provide more comprehensive support to the DLA Energy commander and deputy 

commander. Focus areas include strategic integration, public affairs, and talent management. The 

CAG tries to identify gaps, potential process efficiencies, and opportunities for centralization. 

g. DLA Critical Capabilities: People and Culture 

A permanent DLA Energy Indo-Pacific integrator was hired to facilitate DLA Energy 

operations throughout the Pacific in April 2022. 

DLA Energy led agency recruitment efforts and improved the quality of new hires by 

leveraging underutilized hiring authorities in 42 virtual/hybrid outreach/recruitment events. DLA 

Energy was the only major subordinate command using the Department of Defense College 

Acquisition Internship Program. DLA Energy also expanded use of the Pathways to Career 

Excellence (PAcE) program. In doing so, the scope of recruitment under these programs were 

expanded to include additional job series. DLA Energy currently has 29 individuals in the 

program. 

Our communication efforts have been outstanding with the introduction of a biweekly 

DLA Energy Connection newsletter and the release of a new DLA Energy command video and 

three DLA Energy Americas regional videos produced by a DLA videographer. The Americas 

East, Americas North, and Americas West videos will advance the Americas mission for DLA 

Energy. 

Recognized for their exceptional leadership and hard work, four DLA Energy employees 

were selected for the agency’s prestigious 54th Annual Employee Recognition Awards for the 

CY 2021. The DLA Energy recipients are Sloane Struse, DLA Leader of the Year, Air Force 

Maj. Charles Morton III, DLA Field Grade Officer of the Year, William Kennedy, Top 10 

Outstanding DLA Personnel of the Year and Jaron Tyner, DLA Employee of the Quarter. 

During a November 2021 ceremony, the State of Texas House of Representatives 

adopted Resolution No. 140 to “commend Staff Sergeant Calvin Williams for his service during 

Hurricane Ida and extend to him sincere best wishes for continued success in his important 

work.” Williams is a civilian resolution specialist and an Army Reserve staff sergeant with DLA

Energy Americas East. His experience and skills played a crucial part in deploying with DLA 

Energy Task Force Americas to help the citizens of Texas following the landfall of Hurricane Ida 

in the fall of 2021. 

DLA Energy Commander Air Force Brigadier General Jimmy Canlas was recognized at a 

Veterans Day event at the Philippine Consulate in New York City, November 1, 2022. Philippine 

Consul General Elmer Cato, accompanied by the Under Secretary of the Air Force Hon. Gina 

Ortiz-Jones, presented Canlas with a recognition plaque for his achievements. Canlas and his 

wife are from Pampanga in the Philippines, a province northwest of Manila. Canlas’s grandfather 
52 

was a World War II Army veteran who survived the Bataan death march, and his father, a Navy 

Seabee and Vietnam veteran.

A first-of-its-kind memorandum of understanding was signed between DLA Energy 

and Benedict College in November 2022. Benedict College is a private historically black, liberal 

arts college in Columbia, South Carolina. A similar MOU was signed between DLA Energy and 

George Mason University in January 2020. 

After a two year pause due to COVID-19, four former employees were inducted into 

DLA Energy Hall of Fame in a ceremony at McNamara Headquarters Complex, Fort Belvoir, 

Virginia, March 22. Michael Broderick, former Business Process Support Directorate director, 

and Lula Manley, former Small Business associate director, were inducted into the class of 2020. 

Former DLA Energy Counsel Martin Harty and former DLA Energy Quality Technical Deputy 

Director Lee Oppenheim were inducted into the class of 2021. 

DLA Energy employees earned excellence in federal government awards during a 

ceremony at the 66th Annual Honolulu-Pacific Federal Executive Board EXPO at Joint Base 

Pearl Harbor-Hickam officer’s club in May 2022. DLA Energy East Pacific received the team 

excellence award and DLA Energy Okinawa’s Christine Pamplona was the federal employee of 

the year in the professional, administrative, and technical category.

The U.S. Department of Energy recognized the DLA Energy Installation Energy ESPC 

team with the 2021 Federal Energy and Water Management Award for its outstanding 

contributions related to energy and water cost savings, optimized both energy and water use, 

and/or the use of advanced and distributed energy technologies at federal facilities in FY 2020. 

The team’s accomplishments included the acceptance of projects valued at more than $1.4 billion 

that include energy and water measures that will result in annual energy and water savings of 

1,098,650 MBTUs and 108,622 gallons of water for installations in South Korea, Japan, North 

Carolina, South Carolina, Florida, Georgia, Oklahoma, and New Mexico. 

Kathryn Fantasia, former head of direct delivery fuels for DL Agency Energy, was 

inducted into the 2022 DLA Hall of Fame at the McNamara Headquarters Complex August 17. 

As a young mother re-entering the workforce, Kathryn Fantasia worked her way up from a GS-3 

clerk typist to the leading senior GS-15 in the command. 

7. Key Leader Engagements 

DLA Energy hosted a Spring Festival at Fort Hunt Park for its personnel including regional 

commanders/deputies attending the pre-command orientation and the DLA Energy strategic 

offsite in May. This was a tremendous opportunity to bring a large portion of the workforce 

together to have fun and relax in person, building some Energy espirit de corps after a long 

hiatus due to the pandemic. 

The DLA Energy pre-command orientation was held May 17-18. We were able to bring some 

sitting regional commanders and deputies to the orientation to promote knowledge sharing 

through in-person interaction. 

For the DLA Energy senior leader offsite, held May 19-20, we transitioned from in-person to 

hybrid format. Drawing inspiration from the DLA 60th Anniversary slogan “Forged by History, 

Focused on the Future,” the theme was “Are We Ready for the Future?” During the offsite, we 
53

hit some heavy topics such as command and communications in the Indo Pacific, the NDAA, 

and management of human capital. 

The DLA director, VADM Skubic, visited DLA Energy in April 2022 and coined several 

employees for outstanding Warfighter support. The director was briefed on leadership, 

organization, regional, financial, business unit, G-Invoicing, auditability and sustainment, Lorton 

move, and personnel topics during her visit. 

DLA Energy hosted its annual Joint Petroleum Week February 2022. The three-day unclassified 

seminar brings together senior non-commissioned officers, warrant officers, mid-grade officers, 

and civilian equivalents from across the community and exposes them to high-level briefings, 

discussions, and system demonstrations to expand their knowledge in the joint petroleum arena.

The Joint Region Marianas hosted the Governor of Guam in February 2022 for a tour of fuel 

facilities on island, including Andersen Air Force Base tank farms, Sasa Valley tank farms, and 

the Delta and Echo refueling piers. The tour showed the governor our facilities are safe and an 

incident like the one in Red Hill is unlikely due to differences in design with the ultimate 

purpose of making her an advocate for our facilities in the event of negative political pressure. 
54

Defense Logistics Agency

DLA Disposition Services

Fiscal Year 2022 Historical Report
55

1. Introduction

DLA Disposition Services serves Warfighters from more than 60 locations around the world, 

supported by leadership and a support team in Battle Creek, Michigan. Field sites receive,

account for, classify, segregate, demilitarize, and dispose excess materiel from the Defense 

Department and other government customers. Reuse is a cost avoidance method that enables 

customers to acquire serviceable excess equipment in lieu of purchasing it new. 

In FY22, material with an estimated acquisition value of $30.23 billion was turned in to DLA 

Disposition Services. From that stock, there were 121,600 requisitions for 5.02 million usable 

items worth $1.53 billion in original acquisition value. Items were reused by military services, 

transferred to other federal agencies, or donated to state or local governments and eligible nonprofit agencies.

Public sales conducted by DLA Disposition Services in FY22 generated $89.43 million. Revenue 

generated by sales offsets service-level billing for the uniformed services. 

Disposition Services employees took time to reflect upon the command’s history in FY22. 

September marked the 50th anniversary of the creation of Defense Property Disposal Service 

(DPDS), the organization that would become DLA Disposition Services. 

2. Organization 

3. Key Personnel Changes

DLA Disposition Services experienced substantial leadership change in FY22, to include: 

a. U.S. Army COL Andre Toussaint assumed the role of DLA Disposition Services 

Deputy Director as U.S. Army COL Franyate Taylor departed. 
56

b. Christopher Judd was selected Director of Resource Management as Stacey Pilling 

assumed the role of Chief of Staff for DLA Logistics Operations.

c. Becky Watson became the Director of DSD Southeast as Omar Khlifi departed DLA 

Disposition Services to further his career with the U.S. Navy.

d. Jessie Parisano transitioned from the Deputy Director of DSD Mid-America to become 

the Director of DSD Europe and Africa as Tina Maier retired from the agency.

e. U.S. Air Force Lt Col Ralph Piper was selected as chief of the Warfighter Support and 

Planning Division as Lt Col Harold Hobgood retired. 

4. Total Personnel 

DLA Disposition Services is authorized 1,532 civilians, 13 active-duty military, 102 local 

nationals, and 6 military reserve units manned by 203 service members – all led by one 

appointed Senior Executive Service member. These numbers do not include the 25 members of 

the Law Enforcement Support Office funded by DoD.

5. Historical Narrative

a. Warfighter Support

(1) Start .21 Revision

Beginning in FY22, DLA Disposition Services contributed to the review and 

rewrite of the Defense Materiel Disposition Manual, DoD 4160.21. This manual is the 

overarching authority for the disposal of DoD personal property and is utilized by the uniformed 

services as well as DLA. DLA Disposition Services, in collaboration with DLA HQ, has 

committed a full-time employee for two years to this project. This rewrite will restructure the 

existing manual and incorporate both new and upcoming policy changes. Additionally, the 

process will separate mandatory procedures from discretionary practices. The assessment will 

require coordination and communication from various DoD entities and the Office of the 

Secretary of Defense.

This first major review and restructure since 2015 will include guidance for all 

new property types. It is also intended to minimize the length and complexity of the existing 

manual. The proposed document will consist of three sections: an administrative volume that will 

require coordination with DoD entities and OSD when changes are requested, a policy volume 

containing regulation that requires coordination outside of DoD, and a DoD technical website for 

procedural information concerning property requiring instructions for special handling. DLA will 

maintain the website and update it as new information becomes available.

(2) Stop AFFF Incineration

Aqueous Film Forming Foam (AFFF) is a fire suppressant used to extinguish 

flammable liquid fires. AFFF suppressants generally contain per- and polyfluoroalkyl substances 

(PFAS). These compounds are considered “forever chemicals” as they do not break down 

naturally in the environment and cause health problems. One of the most common disposal 

methods for PFAS waste is high temperature chemical breakdown, or incineration. 
57

The FY22 National Defense Authorization Act issued a 90-day warning for a 

moratorium incinerating DoD AFFF containing PFAS materials effective April 26, 2022. DLA 

HQ, DLA Disposition Services Operations Directorate Environmental Support Branch, and J7 

Contracting Directorate Requirements Branch proactively took steps to prevent further 

processing of turn-in documents requesting AFFF/PFAS waste incineration. The J7 

Requirements Branch modified contracts to add PFAS landfill options to all impacted hazardous 

waste disposal contracts in the U.S. and its territories. Additionally, the Environmental Support 

Branch ran data reports to ensure all open task orders were completed prior to the April 26 

deadline. 

On February 17, 2022, DLA HQ provided written communication to the RCRA 

MILSVCS Steering Committee to inform DoD customers that DLA was pausing acceptance of 

PFAS materials in the U.S., and that this action impacted only DOD installations in the United 

States and its territories, that disposal of materials containing PFAS in a RCRA landfill remained 

an alternative. The communication stated the pause would remain in effect until DoD publishes 

policy implementing Section 343 of the Fiscal Year 2022 National Defense Authorization Act.

(3) Divestiture Assistance

In an effort to combat excessive expenditures, Army Materiel Command and 

Tank-Automotive and Armaments Command sought to reduce the rolling stock storage costs at 

Defense Distribution Red River Texas (DDRT). 

DLA Disposition Services and DLA Distribution at Defense Distribution Red 

River Texas (DDRT) have aggressively explored possible disposal solutions for the divestiture of 

1,974 M998, M1038 and M1097 variants of HMMWVS. Additionally, the Army parts pull 

program will potentially source 489 HMMWVs along with 1,254 M1151 variants and will 

require DEMIL-Prep prior to turn-in. 

Army partners within AMC and TACOM have acquired the necessary DEMILPrep funding for the M1151s is obligated by the end of FY22.

(4) F-35 Support

The F-35 program is one of the largest and most complex programs undertaken by 

DoD. DLA Disposition Services continues to provide demilitarization and disposal services for 

property the F-35 Enterprise. This includes support during production, sustainment, and followon development of the F-35 Program and its fielded air system. 

In 2021, the F-35 Lightning II Joint Program Office made DLA Disposition 

Services its demilitarization and disposal Product Support Provider. Since that time, a five-year 

services level agreement between the F-35 JPO and DLA Disposition Services was written to 

define roles, responsibilities, performance requirements, and service levels. 

(5) Ship Recycling

Naval Sea Systems Command requested DLA Disposition Services sales 

contracting support for five additional ships and is currently in the pre-award phase for a 

recycling contract for the ex-Yorktown, ex-John L. Hall, ex-Nicholas, ex-Samuel B. Roberts, and 
58

ex-Underwood. The contractor will tow ships from the Philadelphia Navy Yard, Pennsylvania, to 

its facility in Brownsville, Texas.

(6) Major Exercises Supported

In July, DLA Disposition Services hosted its largest Contingency Operations 

Readiness Exercise to-date. COREX is the annual expeditionary disposal operations exercise that 

simulates standing-up a new DLA Disposition Services site in a contingency environment. 

DLA Disposition Services planners arranged, hosted, and executed an operation 

that included personnel from DLA Disposition Services, DLA Distribution, DLA Information 

Operations, and the DLA Joint Reserve Force – a first for this event. Expeditionary capabilities 

from these MSCs were fully displayed, with expeditionary site sets, DLA Distribution 

Expeditionary, and the Mobile Emergency Response Center all employed. The exercise included 

two distinct operating locations in Michigan – one each at Battle Creek Air National Guard Base 

and Fort Custer Army National Guard Base. COREX 22 ensured each person could operate in a 

DLA-serviced location. Each team member played a role in the process.

In addition to COREX 22, DLA Disposition Services supported exercises in the 

INDO-PACOM area of responsibility during PACIFIC SENTRY 22, at Camp Smith, Hawaii, 

and Combined Command Post Training at Camp Humphreys, South Korea. During the CCPT 

evolution, DLA Disposition Services deployed a planner and property disposal specialist to 

provide training, validate existing support agreements, develop lessons learned, and help achieve 

exercise objectives.

(7) Niamey Niger Assessment

DLA Disposition Services Europe and Africa Operations Chief, U.S. Air Force 

Maj Patricia Osborn and the 435th AEW sent a team to Niamey, Niger, from 18-21 January to 

assess the large volume of excess property accumulated over the past nine years. During the 

visit, the assessment team identified there were procedures in place to turn-in property through 

the local supply office. DLA Disposition Services continues to provide technical property review 

and advice on abandonment, donation, and property transfer supporting West Africa Joint 

Logistics Enterprise partners.

b. Global Posture

(1) Field Office Realignment

DLA Disposition Services closed 35 of its property disposal field offices and 

realigned their support into existing field activities. Expected benefits are the continued 

reduction of customer wait time by nearly a full business day, an increase in capacity by an 

estimated 126,000 receipts, and a potential cost avoidance of $1.83 million over two years.

Customer support and outreach conducted by Disposal Service Representatives 

will remain a central focal point for customers needing to consult DLA Disposition Services 

offerings. The Digital DSR remains a one-stop, online location for property searches, item turnin tools and disposal scheduling.
59

DLA employees and equipment impacted by this restructure were offered national 

placement options, including permanent change of station for those willing to transfer to an 

alternate location.

DLA Installation Management worked the real property portion, to include 

environmental assessments and the overall return packages. DLA Disposition Services 

Headquarters monitored closure sites systems to ensure all accountable property had attritted. 

(2) Hill AFB Site Closure

Due to an expansion of Air Force infrastructure capabilities and no suitable 

alternate locations, DLA Disposition Services decided to close its location at Hill Air Force 

Base, Utah. 

Disposal operations at Hill AFB were gradually stood down. Employees and 

equipment were absorbed into the rest of the agency and transitioned to new duty stations. 

Customer support was realigned to other regional locations. Three Environmental Protection 

Specialists remained at Hill AFB to provide environmental assistance to local customers. 

DLA’s responsibilities to customers of the greater Hill AFB region will remain 

unchanged and DSRs will continue to provide standardized services to receive property in place, 

and assistance with turn-in transportation scheduling.

(3) Field Site Improvements and Expansions

In FY21 and FY22, the facilities program was heavily affected by the COVID-19 

pandemic. Supply chain constraints and contractor employment challenges slowed construction 

processes considerably. Additionally, construction costs rose dramatically during this time which 

placed additional pressure on the overall facilities budget and the number of projects available 

for execution. Despite these setbacks, the facilities Sustainment, Restoration, and Modernization 

program has continued to move forward successfully.

A new property location at Camp Pendleton, California, at the San Onofre 

Nuclear Generating Station (SONGS) Mesa, was successfully negotiated by the facilities team. 

The new property increased the available warehousing space from 40,000 to 100,000 sq. ft. The 

property will be shared with Marine Corps Logistics Command and the negotiations led to the

beginning of a strategic partnership to provide unified logistics centers to help support the 

Warfighter.

A construction project at the new warehouse in San Joaquin, California, was 

completed in July 2022. It included an updated warehouse reflow design and moved the 

operation from an outdated wooden structure into a more desirable metal structure. The area also 

included a consolidated outside storage area that replaced multiple outside storage areas 

separated from each other.

A new warehouse was acquired at the DLA Disposition Services site in Barstow, 

California, that doubled space from less than 60,000 sq. ft. to 130,000 sq. ft. The additional space 

will provide the opportunity to process more material and a better overall work environment.

Construction at Fort Hood, Texas, expected to start late FY22, will upgrade the 

site and provide greater throughput and storage capacity.

The site in Columbus, Ohio, is scheduled to become “super-sized,” and the United 

States Army Corps of Engineers is close to completing the 15% construction design for 
60

Buildings 30 and 44. The construction project will reflow both warehouses to increase efficiency

and the ability to process large quantities of property. The final design is expected early FY23,

with construction to immediately follow.

(4) Afghanistan HW Close Out

After the closure of all DLA Disposition Services sites and the departure of all 

agency personnel from Afghanistan in June 2021, there was no available oversight for the 

disposal of hazardous waste (HW) in the country. 

In April 2021, the Hazardous Waste Disposal Contracting Division awarded a 

contract to Sud Mull GMBH for removal and disposal of military-generated hazardous waste in 

Afghanistan in support of the troop drawdown. In June 2021, the contractor removed 32 shipping 

containers with approximately 970,000 pounds of waste from Bagram Airfield for transport to a 

commercial interim storage facility in Kabul. The following month, these containers were seized 

by the Taliban and removed from the contractor’s custody. In January 2022 the contractor found 

five empty hazardous waste shipping containers. The remaining 27 were never found. In August 

2022, the contract was terminated for convenience as the contractor could not complete the HW 

disposal due to the nature of events that were outside the parameters of the contract. 

(5) CENTCOM AOR HW Removal

In February 2022, the Department of State at the Iraqi Embassy sent documents to 

obtain export consent from Iraq Ministry of Environment (MOE) for potential removal of over 

488K KG of HW. HW within the nation of Iraq has been consolidated at Al Assad Air Base. 

Erbil is obtaining shipping containers for air movement.

(6) Ukraine Operational Overview

In support of the NATO efforts to increase its military presence in Eastern 

Europe, DOD has deployed an additional 20,000 troops to the region. To assist with this new 

deployment, DLA Disposition Services has sourced 446 requisitions valued at $9.24M. Items 

included cots, bedding materials, camouflage systems, forklifts, tentage, floodlights, medical 

equipment, organizational clothing, and individual items. Additionally, an environmentalist team 

continues to provide outstanding HW disposal services to the Warfighters in the EUCOM AOR. 

During the month of April, this team performed contract oversight of over 40 HW removals 

totaling 1,192,877 lbs. 

c. Accountability

(1) WMS Update

In FY22, DLA Disposition Services made extensive progress in moving forward 

with Warehousing Management System (WMS) testing and design. WMS is SAP software that 

will replace Distribution Standard System (DSS) and help modernize system processes that DLA 

Disposition Services uses to conduct warehousing and transportation functions. WMS was 

designed and created with the specific needs and usages that DLA Disposition Services requires. 
61

The extended project management team has worked holistically on the design and 

testing with J6 and contractor partners on this project. Members of the team visited Columbus, 

Ohio, and San Antonio, Texas, to give the developers clarity on our process. To date, 36 

Functional Requirement Specifications (FRSs) have been captured and submitted. These FRSs 

have enabled the team to successfully complete design reviews and testing for waves 1 and 2 

with no open defects. Design reviews for waves 3, 4 and 5 have also been successful. The close 

collaboration of the extended team ensured that necessary course corrections were made during 

these reviews. The team also developed the yard management and transportation management 

component FRSs. Functional testing for waves 3, 4 and 5, was accomplished with the expanded 

team members present in Battle Creek, Michigan, at the Training and Operations Simulation 

Center (TOSC) before the end of the fiscal year. 

The extended team, which includes representation from J1, J3, J6, DLA 

Disposition Services Battle Creek team, and field representatives, have worked diligently to 

develop a deployment plan with detailed pre-deployment requirements for all the sites to ensure 

successful rollout and transition from DSS to WMS. 

To date, communication has been key to the success of the project. This has been 

achieved through weekly team meetings, news articles, internal emails, town halls, and internal 

employee notifications.

WMS will continue its design and testing process this year, with rollout planned 

for beginning of FY23. 

(2) Sales Metrics By Category

The Public Sales division generated $89.43 million in FY22, ultimately offsetting 

a significant portion of service-level billing. The Public Sales division sells surplus property as 

well as scrap at both CONUS and OCONUS locations. 

Commodity QTY ($)

Surplus Property Sales 278,040 DTIDS $55.3 million

Traditional Sales 686 DTIDs $1.83 million

Scrap 288 million lbs. $15.9 million 

Electronic Scrap 25.2 million lbs. $16.4 million

(3) Audit Readiness

In FY22, the foundation for the A-123 effort was developed with an 

implementation date set for the beginning of FY23. DLA Disposition Services made progress in 

the DOD audit readiness journey, primarily in the areas of process control memorandum (PCM) 

development, initiation of the DLA Disposition Services ombudsman circular A-123, 

Management's Responsibility for Enterprise Risk Management program, the implementation of 

standard operation procedures (SOP) process walk-throughs and coordination with WMS 

implementation. 
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In the beginning of the fiscal year, the Process Excellence team undertook the 

multi-year effort of documenting DLA Disposition Services’ business cycle through process 

control memorandums. This effort, mutually aligned with the development of the Excess to 

Disposal (E2D) business cycle, ensured that DLA Disposition Services’s business operations and 

processes are fully documented, to include flow charts and internal controls. The PCM effort also 

assisted the further maturation of the organization’s OMB circular A-123 as the newly built team 

utilized the PCMs as they conduct risk assessments of the organization’s accessible units, 

identify internal controls, and conduct testing of those internal controls to assess their 

effectiveness and efficiency.

Another effort made in FY22 was the initiation of SOP process walk-throughs. 

This effort was developed to ensure that operating procedures are not only effective, but they 

include properly designed internal controls within business processes. Finally, in FY22 the 

Process Excellence team has been highly involved with the new WMS implementation. Through 

coordination with the Enterprise Service Division, the PE team worked to help improve audit 

readiness capabilities that would ultimately be added to the system requirements prior to roll-out. 

Additionally, team members assisted in the documentation of SOPs for the new system. 

d. Strong Partnerships 

(1) Reutilization, Transfer and Donation 

In FY22, 121,628 requisitions were made by qualified customers for over 5 

million usable items worth $1.538 million in original acquisition value. The items were provided 

for reuse by the military services, transfers to other federal agencies or donations to state and 

local governments and eligible non-profit agencies. Reuse by the armed services and other 

entities is broken out in the following graphs. 

FY22 RTD Data

Requisitions Monthly Average 

Requisitions

Individual 

Quanitities Initial Acquisition Value

Army 12,229 1,019 432,501 $ 201,822,421.43

Navy 12,156 1,013 468,673 $ 93,058,907.43

Air Force 7,556 630 193,997 $ 416,833,187.73

Marines 3,739 312 92,708 $ 29,587,956.41

Coast Guard 21 2 176 $ 417,397.38

DLA 42,024 3,502 1,979,050 $ 108,297,251.11

Transfer 5,503 459 548,974 $ 63,017,053.92

Donation 15,711 1,309 566,481 $ 272,782,369.34

LESO 12,582 1,049 226,497 $ 154,226,273.76

Fire Fighter 3,062 255 46,828 $ 98,434,988.11

CFL 182 15 3,192 $ 1,374,933.38

FMS 2,083 174 128,143 $ 76,512,054.66

CAP 2 - 33 $ 45,375.00

VA 3,500 292 292,201 $ 10,176,587.07

HAP 645 54 40,630 $ 7,639,278.44

Other DOD Agencies 633 53 3,161 $ 3,896,158.58

FY Total 121,628 5,023,245 $ 1,538,122,193.75

(2) Institute of Scrap Recycling Industries (ISRI) Convention and Exposition 
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In March 2022, Sales and Marketing specialists from DLA Disposition Services 

attended the ISRI Convention and Exposition 2022. This provided an increased visibility of what 

DLA Disposition Services offers to the public, and potentially sourced over 30 additional sales 

contracts. Team members shared advice with potential new partners on how to bid for various 

contracts, including ferrous/non-ferrous, fired brass/ESACCs, and electronic scrap. This set the 

stage for an Industry Day at Battle Creek occurring the first quarter FY23.

(3) Boron Carbide Recovery Project

DLA oversees the management and strategic resource stockpiles in support of the 

greater needs for DOD. DLA Disposition Services has directly assisted in abating the needs of an 

uncommon strategic material, namely boron carbide (B4C). B4C is the main component required 

for the manufacturing of ballistic armor plates and is only produced in China and Ukraine. 

DLA Disposition Services is a key partner in the B4C Recovery Project, which is 

a collaborative effort between DLA Strategic Materials, US Army PEO Soldier, and DLA 

Disposition Services. The B4C Recovery Project has set goals that look forward to determining 

if B4C can be extracted from demilitarized body armor. Isolated and extracted B4C can be 

remanufactured into new body armor plates that meets ballistic specifications. Collaboration 

between these three entities has resulted in DLA Strategic Materials hiring a contractor to 

perform research and development to determine the feasibility of extracting B4C during body 

armor demanufacturing. DLA Disposition Services has been accumulating body armor turned-in, 

while US Army PEO Soldier has stored armor destined for disposal. 

In 2020, DLA Disposition Services demilitarized over 500K lbs of body armor, 

which was ultimately destined for landfills. Since April 2021, DLA Disposition Services has 

accumulated and transferred unserviceable body armor to PEO Solder for storage and processing 

thereby keeping significant quantities of material out of landfills. PEO Soldier will work with the 

Strategic Materials Contractor to manufacture a new body armor plate from recycled material.

e. Whole of Government

(1) Border Wall

DLA Disposition Services has supported US Army Corps of Engineers on the 

divestiture of $375 million of excess border wall material. To date, 611 line-items, with 282,000 

pieces, valued at $32.5 million have been turned into DLA Disposition Services. There have 

been 245 Material Release Orders (MROs) issued, with 43,000 pieces, valued at $23 million. 

(2) Operation Allies Welcome Support (OAW)

On August 29, 2021, President Biden directed several efforts across the federal 

government to support vulnerable Afghans as they resettle in the United States. Under the 

auspices of OAW, DOD provided temporary housing for these allies at eight installations.

While at these safe havens, Afghans received full medical screening and a variety 

of services before moving onto their next destinations. In early 2022, these safe havens began 

descoping and demobilizing. They began identifying and turning-in excess property for disposal. 
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As of May 2021, DLA Disposition Services has received turn-ins at Colorado Springs, Red 

River, Riley, San Antonio, and Tucson. 

DLA Disposition Services received 2,052 line items of property and successfully 

reutilized 926 line items valued at $2.3 million. Examples include blankets, boots, and gloves, 

medical supplies (hand sanitizer, surgical gowns and masks), and personal toiletry items. 

Property not requisitioned was eligible for sales, and over 500 line items of property was sold 

with original acquisition value of $1.3 million.

(3) G-Invoicing

Contributing to the DLA Disposition Services Strategic Initiative 2.X.1, 

Transition Whole of Government/DOD Agreements into Government Invoicing (G-Invoicing) 

Standard, the Agreements Team developed an aggressive timeline to meet DLA and Department 

of Treasury mandates. This initiative, in addition to the development of agreement templates and 

packages to assist customers, has evolved into a valuable tool that postured DLA Disposition 

Services to meet the Oct. 1, 2022, mandate well in advance. The Funds Team developed a 

procedure to continue the billing process outside G-Invoicing to ensure funding was available 

and fully utilized until the G-Invoicing system is fully operational.

(4) LESO Year in Review

In support of state, local and federal law enforcement, the DLA Disposition 

Services 1033 Program approved more than 13,000 requisitions from over 500 different LEAs 

for more than 255,000 individual items with an original acquisition value of $161 million.

Currently, there are over 7,200 LEAs in 49 states and 4 territories; 6,100 agencies have property 

in a loan status. DLA supports 13 HQ Federal Agencies which obtains title to all property 

received through the Program. Federal agencies have acquired nearly 1 million items with a 

value over $700 million.

Since the beginning of the fiscal year, LESO has performed a Program 

Compliance Review (PCR) on 15 states and has visited 324 individual LEAs. During these PCRs 

the LESO PCR teams have inventoried 9,279 small arms, 226 high profile vehicles, 29 aircraft 

and 23,097 pieces of general property from a total of 598 separate LEAs. During FY22, 26 PCRs 

were completed visiting 24 states and 2 US Territories.

This year also marked the return of the in-person annual LESO conference. 

Previous years were held virtually, but as positive COVID rates continued to decrease around the 

United States, the LESO program was fortunate to host its first in-person annual conference in 

August in Battle Creek, Michigan. This year’s conference boasted 95 participants attending inperson. A main topic for this year’s conference was Executive Order 14074 – Advancing 

Effective, Accountable Policing and Criminal Justice Practices to Enhance Public Trust and 

Public Safety, and how it affects the LESO program.

LESO has worked closely with DLA J345 and DLA Counsel to implement the 

new requirements of Section 12 of Executive Order 14074. The recall of the suppressors from 

LEAs was completed and resulted in 246 being returned to DoD custody. DLA has received 52 

of the 53 signed State and US Territory MOA Addendums with the sole remaining unsigned 

MOA being the State of Vermont. DLA continues to remain on track for full compliance with 
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Section 12 of the EO by Jan 2023. Finally, all states completed their annual inventory except for 

Puerto Rico.

f. People and Culture

(1) Workforce Safety Focus Efforts

In a constant and continuous effort to improve employee physical wellbeing, DLA

Disposition Services Safety has initiated a safety process modernization effort. Local efforts 

have been collaborated with DLA HQ on issues related to the Safety Modernization. These 

efforts have implemented an overall plan assuring that Disposition Services Safety and 

Occupational Health can meet the Agency and MSC requirements to maintain a successful 

Safety Program for DLA Disposition Services.

A main line of effort within the Safety Modernization incorporates the effective 

placement of DLA Safety Personnel. An assessment of DLA Safety and Occupational Health 

personnel has been performed to ensure that there is a fair distribution of these personnel to 

accomplish the Safety Mission for Disposition Services.

Material handling equipment (MHE) mishaps and over-exertion injuries have 

remained a consistent focus for industrial operations in field sites. Additionally slips, trips, and 

falls remain a concerted area of improvement for administrative areas.

The MHE Safety Working Group has reviewed several technology-based 

initiatives for field sites to pilot, to include sensors, cameras, and forklift guidance systems.

Highlights include the assignment of Regional Safety Advisors to DSDs, which 

have improved the timeliness of assessments and reporting. Additionally, the Safety team has 

lead efforts in a VPP self-assessment to ensure that Star status is maintained at the HDIFC. As 

part of the self-assessment the team has been responsible for advocating examples of best 

practices throughout the MSC. In August, the HDIFC underwent a recertification process for 

VPP which decertified the buildings VPP Star status.

(2) Back To Basics Training

Improved foundational training has been identified as a possible goal of the 

People and Culture line of effort in the redesigned DLA Disposition Services strategic plan. To 

achieve this goal, the command in creating three distinct blocks of training. This is intended to 

foster an improved sense of identity within the greater DLA Disposition Services workforce, as 

well as increased technical proficiency and understanding among employees. 

Reconstitute training by specialization focuses on developing and implementing

three blocks of progressive training. Block One presents the foundational curriculum for all new 

employees during their on-boarding process. The pilot session took place September 2022 with 

full implementation between November 2022 and January 2023. Block Two will facilitate 

training specific to functions of most job series/specialties within Disposition Services. Training, 

verbal and practical, focused on positional duties will be packaged and delivered in Block Three.
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(3) Updated Return to Work

The MSC headquarters at the Hart-Dole-Inouye Federal Center in Battle Creek, 

Michigan, conducted regular meetings of the Return to Work Working Group, comprised of 

representatives from all HDIFC tenants to include DLA Disposition Services headquarters 

leadership. 

During these meetings, Centers for Disease Control and State of Michigan 

COVID data was discussed. Each week a report of current data including Stay at Home Orders, 

14-Day COVID trends, hospital medical care capabilities and total positive COVID cases were 

presented. The status of cleaning and disinfecting supplies on hand was also regularly reported. 

Discussions included mitigating the threat of people contracting the virus on or 

off-site and an emphasizing safety measures, wearing of cloth face coverings as directed by local 

policies, social distancing, and hand washing. 

(4) Culture Year in Review

For 2022, the culture theme for DLA Disposition Services has been “I am not the 

same person I was two years ago.” This effort has highlighted the dramatic changes that the 

COVID-19 pandemic has made within the DLA workforce. As more and more employees have 

been reconstituted back into the worksite for the first time in over two years, the cultural impacts 

have been pronounced.

DLA Disposition Services senior leaders have performed site visits as part of an 

ongoing effort to meet DLA employees and understand their needs. Additionally, recorded town 

halls and virtual brown bag engagements have been vital to communicating to the workforce. 

DSDs and Directorates have also provided mentoring opportunities for employees 

to help further their careers. This includes one-on-one shadowing with Cannon. Employees have 

opportunities for internal rotations as well as enterprise level rotations. Leadership has continued 

to focus on employee skillset enhancements, knowledge transfer and knowledge management. 

(5) 50th Anniversary

Sept. 12, 2022, marked the 50th anniversary for the foundation of the Defense 

Property Disposal Service (DPDS), the forerunner of DLA Disposition Services. Over the course 

of 2022, this historic milestone has been celebrated by the entirety of DLA Disposition Services. 

A total of 115 stories were published and 134 social posts were posted highlighting agency 

history and our workforce. Additional content included an historical webpage, a minidocumentary titled “DLA Disposition Services: Reflecting on our past to build our future,” and 

historical booklet that outlined the MSC history.

Highlights from regional Disposal Service Directorates (DSD) were shared, 

showcasing local leaders and employees’ backgrounds and contributions to the workforce. This 

helped increase esprit-de-corps both within the DSD and in the agency at large. 

In August, a community day celebration was scheduled in partnership with 

Morale Welfare and Recreation (MWR), complete with a 5k run, sponsored booths, vendors, and 

guided tours. However, due to increased COVID-19 transmission levels, the event was cancelled 

the week prior to its scheduled date. 
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Formally commemorating the day of the 50th anniversary, a stand-down day was 

held agency-wide with employees encouraged to recount roles and participation in the 

organization’s history. A reflection ceremony was held at all sites including the Hart-DoleInouye Federal Center on Sept. 12, 2022. 

HDIFC attendees were recounted with a proclamation from Battle Creek Mayor 

Mark Behnke, a recitation of the orders that founded the agency that DLA Disposition Services 

originated from, and all viewed videos that highlighted DLA Disposition Services longest 

serving employees and its unique history that has spanned the past 50 years. Additionally tours 

of the historic HDIFC and many of our sites were provided. 
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Defense Logistics Agency

DLA Distribution

Fiscal Year 2022 Historical Report
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1. Introduction

DLA Distribution, a Major Subordinate Command (MSC) within the Defense Logistics Agency, 

is the Department of Defense’s storage and distribution provider. Services include receiving, 

storing, and issuing supplies as well as providing tailored services to increase Warfighter

readiness. DLA Distribution offers best value supply chain solutions through a broad range of 

services including storage, distribution customized kits, specialized packaging, and 

transportation support. DLA Distribution’s customers include the U.S. Army, Marine Corps, 

Navy, Air Force, Space Force, and other agency and whole of government partners. 

a. Quick Facts

(1) Employs over 10,000 logistics professionals (federal government civilian and 

military, contractors and foreign nationals) worldwide. 

(2) Supports over 46,000 customers globally

(3) Carries over 2.4 million items worth over $137 billion

(4) Occupies 539 buildings and 24 million gross square feet

(5) United States Transportation Command (USTRANSCOM)’s largest shipping 

customer 

(6) FY 2022 Total Shipments: 5,965,653

(7) FY 2022 Scheduled Truck Cost Avoidance: $30.1 million

(8) FY 2022 Total Wholesale and Retail Transactions (receipts/issues): 15 million
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b. Distribution Core & Unique Capabilities:
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2. Organization:

With a global network, DLA Distribution has over 50 locations aligned across 20 states and even 

countries throughout the combatant commands. Additionally, the organization has a deployable 

capability known as the expeditionary team (distribution center in a box), which provides an intheater, agile and flexible distribution option while reducing reliance on strategic airlift. 
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3. Personnel:

a. DLA Distribution Headquarters Senior Leaders and Staff: 

(1) Commander: MajGen Keith D. Reventlow, USMC (July 21, 2020 to June 24, 

2022)

(2) Commander: RADM Grafton D. Chase, SC, USN (arrived June 24, 2022) 

(3) Deputy Commander: Mr. Perry L. Knight, SES 

(4) Chief of Staff: Mr. Gene S. Surmacz

(5) Deputy Chief of Staff: Ms. Stacy L. Umstead

(6) Director, Current Operations (J3): Mr. Brad Bellis (acting)

(7) Director, Distribution Future Operations (J4): Mr. Paul Abel

(8) Director, Future Plans (J5): Mr. Joe Faris (acting)

(9) Director, Acquisition Operations (J7): Ms. Meg Ross 

(10) Director, Organization Management (J9): Ms. Polly Charbonneau (acting) 

(11) Director, Business Development (BD): Mr. Joe Faris

(12) Equal Employment Opportunity Officer (EEO): Mr. Zachary Currier

(13) Public Affairs Officer: Ms. Dawn Bonsell 

(14) Financial Operations (J8): Mr. Charlton Albright

(15) General Counsel: Mr. John Karns

(16) Human Resources Services: Mr. Michael Pier, Customer Account Manager

(17) Information Operations (J6): Mr. Michael Kochera

(18) Installation Support for Distribution: Mr. Victor Montefour
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(19) Sexual Assault & Prevention Coordinator: Ms. Majeeda Gathers

b. DLA Distribution Center Senior Leaders: 

4. Distribution Implementation Plan:

In FY 2022, the DLA Distribution Office of Strategic Plans led a cross-staff group to update the 

two-year FY 2022-23 Distribution Implementation Plan (DIP) using the DLA Strategic Plan 

2021-2026 as higher-level guidance and Distribution’s FY 2030 Campaign Plan (CP30) as a 

foundational document. The ten-year CP30 provides a long-term path forward for DLA 

Distribution. In order to track progress and facilitate communication, the distribution commander 

oversees weekly governance briefs providing status on key initiatives and programs. These

governance briefs are a recurring forum in which to update the network on DIP efforts and 

ensure the command is on track to achieve its goals.

The DLA Distribution commanding officer’s guidance communicates expectations for the fiscal 

year. It propagates the philosophy of “One Team, One Mission, One Heading, One Standard.” 

DLA Distribution operated in a fiscally constrained environment resulting from a reduction in 

workload and increasing rates, all while having to defend against COVID-19. The decline in 

workload led to a net operating loss which requires DLA Distribution to meet the customer 

requirements with fewer resources and find savings. Our obligation remains to lead Department 
74

of Defense (DoD) global distribution into the future and leverage modernized capability, agile 

organization, highly skilled workforce, and compelling innovation in support of the Warfighter. 

DLA Distribution will achieve FY 2023 goals through active leadership and unity of effort. The 

organization’s objectives are to focus on the customer and align products and services to DoD 

and Whole of Government (WoG) requirements. DLA Distribution’s transition to the Warehouse 

Management System (WMS) and overall modernization will simplify processes, reduce costs, 

and improve performance. DLA Distribution’s modernization will also improve materiel 

accountability, control, and visibility. The PBR24 Playbook provides the first response to the 

rate/workload problem; implementation is essential to achieving cost reduction goals and 

improving DLA Distribution’s overall financial posture. Network optimization will drive the 

command’s transformation to a more efficient, competitive, and agile network. 

5. DLA Strategic Plan

The following are significant FY 2022 accomplishments in support of the DLA Strategic Plan 

and the DLA Distribution DIP: 

a. Warfighter Always

(1) COVID 19: 

DLA Distribution continued its COVID-19 support to the Warfighter and the 

nation by: 

(a) Processing over 558 shipments of COVID-19 vaccine from four 

different suppliers, shipping 559,818 to 37 countries.

(b) Completing the White House COVID-19 test kit mission processing 

3,500 receipts/shipments with 731 million kits shipped to the United States Postal Service for 

delivery to U.S. households.

(c) Fulfilling 6,523 orders for Cue, Ellume and other COVID-19 test kits 

for DoD and other customers totaling 16,115,807 kits.

(2) Overall Performance: 

In FY 2022, DLA Distribution tightened receipt induction standards to support 

audit, measuring all inductions to an average 24-hour goal. Even with more stringent goals for 

induction metrics, DLA Distribution met or exceeded performance goals for 13 of 14 core 

wholesale issue, receipt, and denial metrics. The one metric that didn’t meet goal, customer 

return induction, just missed the 24-hour goal at 26 hours. Eleven of the 14 metrics either 

improved or remained consistent relative to FY 2021 performance. 

(3) Plans 

(a) US European Command Plans: 
75

In FY 2022, the DLA Distribution J5 USEUCOM team monitored the 

Ukraine Crisis and enabled DLA Distribution to provide real-time analysis of current situations 

and future operations. Strategic planners ensured synchronization with DLA HQ, DLA Troop 

Support EUCOM J4, 21st Theater Support Command, US Army Europe, US Naval Forces 

Europe, US Army Materiel Command, DLA Europe and Africa, and other members of the joint 

logistics enterprise. 

The EUCOM team supported Line of Effort 1.1 by participating in 

integrated planning to improve DLA business processes and contingency plans. Initiatives 

included refining regional expeditionary augments and capabilities and completing a globallyintegrated manpower surge estimate in support. To support contingency planning, planners 

provided insight into synchronizing DLA Distribution expeditionary capabilities and identified

required coordination between the theater sustainment and DLA Distribution. 

Planners assisted in writing DLA Distribution’s European regional vision 

plan to identify ways to build redundancy and increase capacity. The plan analyzed DLA 

Distribution’s theater infrastructure and provided recommendations to fill gaps. It will be an 

umbrella document guiding the organization’s area development plan process at Distribution 

Europe, Distribution Sigonella, and Sigonella’s detachment in Djibouti, Africa.

(b) US Central Command plans:

In support of Network Optimization (NETOPS), DLA Distribution J5 

planners coordinated reduction of DLA inventories at the Bahrain Distribution Center (DDNB). 

Dormant, not-planned, and small parcel eligible Class IX inventories located in Bahrain were 

redistributed across the network to support CONUS-based customers, precluding the need for 

procuring additional stock at those locations. DDNB’s footprint reduction supported pending 

contract negotiations for recompete of the contractor-owned/contractor-operated site, allowing 

DLA Distribution J7 to remain within budget. These actions tied in with planning efforts to

support CENTCOM’s western access network (WAN). The WAN will need follow-on DLA 

Distribution transportation contract for surface transportation, allowing DLA to leverage the 

ARCENT common user land transportation network.

(c) Indo-Pacific Command Plans: 

In May 2021, United States Forces Korea (USFK) J4 notified DLA that 

USFK did not wish to pursue funding for the Busan, Korea warehouse or purchase any materiel 

stored there. As a result, stakeholders were notified of DLA’s intent to decommission operations

and redistribute stock. The distribution team executed a six-month phased decommissioning and 

redistribution plan starting July 1, 2021, and ending December 1, 2021, ahead of the initial 

closure timeline of January 10, 2022. 

(d) Global Posture Plan

DLA Distribution supported HQ DLA planners in initiating DLA global 

posture plan (GPP) development, aligning DLA efforts with the national defense strategy (NDS). 

The GPP considers current and projected threats, the implications of contested environments, and

fiscal limitations. The intent is to have a document ready second quarter of FY 2023. 
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(4) Exercises/Operational Training Events:

(a) EAGLE RISING 2.0

DLA Distribution ensured readiness in FY 2022 by participating in 

numerous exercises. The organization’s expeditionary team (DDXX) participated in the FEMA 

Eagle Rising 2.0 (ER 2.0) disaster recovery field exercise at Joint Base McGuire-Dix-Lakehurst 

from April 18-20, 2022. ER 2.0 practiced all aspects of an incident support base (ISB) mission –

opening, receipt, commodity shipping, delivery, records management, closeout, and retrograde –

while following FEMA SOP. 

(b) COREX 22

DDXX deployed a 34-person team and tailored equipment to Battle Creek, 

Michigan, for COREX 22, July 16-29, 2022. The team integrated with DLA Disposition 

Services, DLA Joint Reserve Force, and a J6 contingency IT team to exercise interoperability 

and expeditionary capabilities. DDXX operated a theater consolidation and shipping point 

(TCSP) and simulated a material processing center (MPC), simulating an OCONUS contingency 

mission. COREX 22 identified strengths, weaknesses, redundancies, and gaps essential to 

distribution integration and interoperability.

(c) Combined Command Post Training (CCPT) (22-1 & 22-2)

CCPT events were key as DLA Distribution coordinated staff 

augmentation for USINDO-PACOM training in the Republic of Korea (ROK). These events 

have been the backbone of joint and combined training for decades. FY 2022 CCPT events 

returned to pre-pandemic execution. Participants were able to travel to ROK, augment DLA 

INDO-PACOM staff, and train with USFK and ROK staff. Both evolutions emphasized plans, 

procedures, and concepts for defending the ROK. DLA Distribution continues to work focus 

areas in coordination with DLA INDO-PACOM, USFK, Eighth U.S. Army, and 19th 

Expeditionary Support Command.

(d) AUSTERE CHALLENGE 22 (AC22)

AC22 was a DLA HQ-directed senior leadership seminar (SLS) to support 

a USEUCOM Tier I command post exercise (CPX) advancing JFC and component staff 

convergence with NATO, allies, and partner nations. It utilized a progressive scenario from 

competition, through crisis recognition, and to preparation for and response to aggression. The 

DLA Distribution commander participated in the Joint U.S.–NATO SLS September 19, 2022.

(e) Planning events for operations in congested logistics environments:

DLA Distribution supported service-level planning events for operations 

in contested logistics environments in FY 2022. The organization participated in the U.S. Army 

Future Study Program 22 at the Army War College by helping refine the Army’s Operating 
77

Concept 2035 and Beyond, cross-functional annexes, and capabilities. Representatives also 

supported the naval contested logistics wargame at the Naval War College, focused on 

sustainment concepts in INDOPACOM. 

(5) Support to the F-35:

When DLA was named product support provider (PSP) in 2019, there were ~300 

F-35 aircraft in the fleet. That figure surpassed 800 during FY 2022. The growth of the program 

was reflected in virtually every one of DLA Distribution’s seven supporting sites gaining 

accountability and control of over $3 billion of F-35 government-owned sustainment inventory. 

DLA Distribution established transportation booking processes to leverage 

USTRANSCOM commercial and organic capability to ship materiel to Air Force, Navy, and 

Marine Corps units operating the F-35 (~63K shipments in FY 2022).

DLA Distribution San Joaquin’s wholesale inventory footprint continued to grow 

as it received Lockheed Martin-managed material from a third-party warehouse in Fort Worth, 

Texas, while concurrent plans were made to relocate the F-35 transportation office from Hill Air 

Force Base, Utah, to San Joaquin, California. The wholesale transfer highlighted F-35 process 

improvement within the Joint Program Office (JPO) and the Defense Contract Management 

Agency (DCMA), especially the DD250 process for direct vendor delivery beginning CY 2023. 

At Oklahoma City, Oklahoma, which has the largest F-35 footprint, plans were made to relocate 

warehouse operations to a larger space unavailable at the time of the PSP. At Cherry Point, North 

Carolina, the first Rolls-Royce material was processed to support maintenance at Fleet Readiness 

Center East. At Jacksonville, Florida, preparations continued for a propulsion-related warehouse 

standup in FY 2023 to support maintenance at Fleet Readiness Center Southeast. The team at 

Hill leveraged its organic packaging capability, producing custom crates to fit the F-35 canopy 

and landing gear upon receipt from maintenance. Meanwhile, Warner Robins, Georgia, received 

its first F-35 material. FY 2022 also saw transportation support activation for U.S. Forces in 

Guam, Japan, Alaska, Hawaii, and the United Kingdom, as well as DLA/USTRANSCOM global 

transportation and distribution foreign partner test shipments to Japan, Norway and Denmark, 

furthering the path forward for the transition of F-35 global sustainment from primes to 

government. More test shipments are planned in FY 2023 for remaining F-35 partner nations and 

foreign military sales (FMS) customers. 

Numerous deployments were supported in FY 2022 including for U.S. forces 

aboard the HMS Queen Elizabeth. Throughout FY 2022, F-35 transportation PSP requirements 

continued to expand to include classified and HAZMAT material, shipments from OCONUS to 

CONUS (U.S. Forces), CONUS to OCONUS (U.S. Forces), and to/from afloat locations. These 

will be implemented in January 2023. The Business Development (BD) team continued to lead 

multiple cross functional working group meetings, site surveys, and IPTs with key government 

(JPO, DLA HQ, USTRANSCOM) and industry (Lockheed Martin, Pratt & Whitney, RollsRoyce) stakeholders. Additionally, BD team members contributed materially to higher level F-35 

working groups (e.g. IT, Finance) led by other stakeholders while continuing to advocate for 

DLA equities at senior meetings, many of which were at the GO/Flag/SES level.

(6) Operation Pacer Goose
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DLA Distribution Norfolk, Virginia (DDNV) received and sorted freight and 

stuffed/unstuffed containers in support of Pacer Goose 2022 at Thule, Greenland. A total of 116 

pieces were staged for shipment, including refrigerators, dish washers, ice coring and drilling 

equipment, generators, metal strapping, shoe covers, alcohol-thinner, epoxy coat, water, oil, 

cleaning compound, frozen foods, and dry foods. The ship was the Ocean Gladiator.

(7) Support for United States Marine Corps (USMC) industrial supply integration

DLA Distribution supported the DLA-USMC industrial supply integration (ISI) 

initiative at Albany, Georgia, and Barstow, California, ahead of initial operating capability 

October 1, 2022. DLA Distribution processed 60,000 disposals for USMC divestment in 

preparation for DLA Land and Maritime taking over supply functions. The command continues 

to be active in the joint working group, collaborating with other stakeholders on implementing

full WMS operation in FY 2023. 

(8) DLA Distribution kitting

DLA Distribution kitting consists of medical, organic, and subsistence kits, which 

are comprised of DLA and/or service components. Kitting offers tailored logistics with 

automated and integrated systems that transform customer requirements into a single, useable 

end item. This enables customers to order multiples of a single NSN with a single requisition. 

Kitting functions are performed at 12 Distribution sites; 5 in the eastern U.S., 5 in the Western 

U.S., and 2 OCONUS. In FY 2022, DLA Distribution kitting at DLA Aviation, DLA Land and

Maritime, DLA Troop Support, and the USA Medical Material Development Activity consisted 

of 616 build directive numbers totaling 222,368 kits in 26,685 lines, worth $22.7 million.

(9) Fuel additive kits

DLA Distribution partnered with DLA Energy and DLA Aviation to produce fuel 

additive kits for U.S. Marine Corps training missions in the Indo-Pacific. These kits convert 

commercial grade (neat fuel) into MILSPEC fuel for Marine Corps aircraft. Kitting operations 

were established at DLA Distribution sites in Yokosuka, Japan and Pearl Harbor, Hawaii.

(10) Refuel on the Move (ROM) kits

DLA Distribution, DLA Land and Maritime, and U.S. Army Tank-automotive 

and Armaments Command partnered to produce Refuel on the Move kits. These kits provide

refueling to military forces. Their production is a multi-year project through FY 2025. DLA

Distribution has assembled and shipped 25 of the approximately 152 kits requested.

(11) Seasonal flu vaccines

DLA Distribution delivered 3.4 million seasonal influenza vaccines to service 

members, their dependents, and veterans for the 2021/2022 season. 

(12) Public Private Partnerships (PPP)
79

(a) Executed PPP with Parker Aerospace at DLA Distribution Hill, Utah,

to support DLA Aviation’s performance-based logistics (PBL) for 5 legacy aircraft (July 1, 

2022).

(b) In May 2022, the Government Accountability Office (GAO) began its 

legislatively mandated review of the program. A FY 2023 NDAA legislative proposal, approved 

through OSD and sent to the House Armed Services Committee (HASC) and Senate Armed 

Services Committee (SASC), would make the PPP program permanent.

(13) Ability One Transfer

DLA Distribution transferred two Ability One / National Industries of the Blind 

contractor storage and distribution sites from DLA Land and Maritime to DLA Distribution 

effective October 1, 2022. Arizona Industries for the Blind (AIB) in Phoenix, Arizona, stores 

approximately 6,700 FSC 5360 Springs SKUs in 15,000 square feet of warehouse space. The 

average annual production equates to 21,000 material release orders. AIB exceeded 99% 

inventory accuracy in its August wall-to-wall inventory. Industries Of the Blind (IOB) in 

Greensboro, North Carolina, stores approximately 10,000 FSC 5360 springs SKUs in 42,000 

square feet of warehouse space. The average annual production equates to 38,000 material 

release orders. IOB exceeded 99% inventory accuracy in its August wall-to-wall inventory.

(14) Deployable Medical Assistance Team (DMAT) cache storage

In summer 2022, DLA Distribution Oklahoma City, Oklahoma, (DDOO) began 

storing DMAT cache items for the HHS, assistant secretary for preparedness and response (HHS, 

ASPR). DMAT teams provide high-quality rapid-response medical care when public health and 

medical emergencies overwhelm state, local, tribal, or territorial resources. HHS (ASPR) 

requested DLA's support to preposition DMAT medical supplies with FEMA Region 6, which 

includes Louisiana, Arkansas, Texas, Oklahoma, and New Mexico. DDOO’s capabilities and 

location align well with the DMAT mission. HHS (ASPR) is also interested in placing a DMAT 

cache at DLA Distribution Pearl Harbor, Hawaii. Coordination is underway. 

(15) Distribution Expeditionary Manpower 2022:

DLA Distribution has several resources available to support exercises, 

deployments, operational support, surges, contractor-to-contractor transitions, and other 

initiatives. Once notified of a requirement, the Distribution J9 team ensures deployers are 

medically qualified, trained, and sent to the desired location. DLA Distribution resources 

provided 19,884 man-days of support to critical missions in FY 2022.
80

(16) Joint Reserve Force (JRF):

The Joint Reserve Force assigned to DLA Distribution consists of five Navy 

units, one Army reserve element, 22 Air Force personnel, and three Marine Corps individual 

mobilization augmentees. During FY 2022, the JRF personnel provided 14,260 man-days of 

support through deployments, training, and sustainment to twelve distribution centers and five 

COCOMs. This equated to 72% of all mission support to DLA Distribution.

DLA Distribution had 19 Reservists support mobilizations in FY 2022. Reservists 

from Norfolk, Virginia; Susquehanna, Pennsylvania; the Army reserve element; and non-organic 

personnel supported operations in Kuwait, Djibouti, Qatar, Germany, Poland, and Italy. 

Additionally, 9 Reservists supported exercises throughout the year, including Keen Edge 22, 

CCPT 22-1, CCPT 22-2, COOREX, located in Hawaii, Korea, and Fort Custer, Michigan,

respectively.

DLA Distribution Reservists manned the Hurricane Watch with 6 personnel from 

the Navy, Army, and Air Force, in Red River, Texas; New Cumberland, Pennsylvania; and 

Norfolk, Virginia. Three went on to support the Hurricane Ian efforts at Maxwell AFB, Alabama. 

During FY 2022, Distribution Reservists supported many distribution centers to 

include Norfolk, Virginia; Red River, Texas; and Tobyhanna, Pennsylvania. The 51 reservists 

WARFIGHTER ALWAYS WARFIGHTER ALWAYS 1 *Non – Or ganic Reser ve suppor t accounted for 

50% of all Reser ve suppor t

FY 22 Mission Accomplishments

FY22 Total Mission Support:

413 Personnel (Reserve, Civilian, AD)

19,884 Man days of support

5 of 6 COCOMs Supported in FY22 *Mission support, Does not include monthly drill support

*Reserve Support 

14,260 Man days, 217 Reserves

•Anniston, AL (Weapons Mission)

•DLOC Support (COVID Tracing)

•Norfolk, VA (MPC, Pacer Goose)

•Tobyhanna, PA (Re-Warehousing)

•Susquehanna, PA ( Warehousing)

•Red River, TX (COSIS, Re-Warehousing)

•Warner Robins, GA (Special Project)

•Chambersburg, PA (COVID Test Kits)

•FT Belvoir, VA (RDT Support – EUCOM)

•San Joaquin, CA (Warehousing)

•Lakehurst, NJ (EAGLE RISING)

•FT Custer, MI (COOREX)

•J9 Support (Admin)

•Reserve Hurricane Watch (SP, NV, RT)

•Maxwell AFB ISB (Hurricane Support)

NORTHCOM Support

AFRICOM Support

•Djibou� (QAE, Site 

Lead/TPOC, Accountable 

Officer)

CENTCOM Support

•Kuwait (DST, CDDOC, 

Disposi�on)

•Qatar (Disposi�on)

INDO-PACOM Support

•Pearl Harbor (Warehouse, ESOC, 

Water Mission, RIMPAC)

•Keen Edge 22

•CCPT 22-1

•CCPT 22-2

•Yokosuka (Deputy CDR, Admin)

•Sasebo (Warehousing)

•Okinawa (Warehousing)

*As of 27 Sep 22

EUCOM Support

•Germany (TCSP, Escort, 

DST, Ops Officer)

•Poland (DST)

•Italy (DST, MPC)
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supporting Norfolk provided 1,700-man days and reduce backlog. The reservists also assisted 

with medical operations. 

In addition to CONUS sites, DLA Distribution reservists supported OCONUS 

sites, to include Yokosuka, Sasebo, and Okinawa, Japan; Sigonella, Italy; and Pearl Harbor, 

Hawaii. Of mention was the yearlong support to Pearl Harbor. This support included seventeen

reservists providing over 5,000-man days. Additionally, the team supported wholesale and retail 

operations, providing critical manning for the FY 2023 wall-to-wall inventory, end of year 

closeouts, and Pearl Harbor operations. Reservists also supported the bi-annual RIMPAC 

exercise.

(17) Expeditionary Civilians (EC)

Expeditionary civilians supporting DLA Distribution consisted of 220 capabilitybased volunteers (CBV) in several grades and series. Additionally, the command has deployable 

depot (DDXX) teams at San Joaquin, California, and Susquehanna, Pennsylvania. Each team 

consists of forty-nine members. 

DDXX civilians supported several exercises throughout the year, including 

COOREX and Eagle Rising. They also supported Hurricane Ian efforts at Maxwell AFB, 

Alabama, and the COVID-19 test kit mission at Chambersburg, Pennsylvania. In addition to 

exercise and hurricane support, DDXX civilians supported distribution centers at Norfolk, 

Virginia; Anniston, Alabama; Red River, Texas; Europe; and Pearl Harbor, Hawaii. In FY 2022, 

six DLA Distribution CBVs reduced backlog at DLA Distribution Sigonella, Italy, by providing 

over 400-man days of support.

(18) Expeditionary Training

Throughout the year, DLA Distribution J9 coordinates tailored training for JRF 

members supporting distribution centers. This training is coordinated prior to putting reservist 

boots on ground. It allows J9 to assure reservists hit the ground with knowledge and access. 

b. Support to the Nation

(1) Wildfire Support

During FY 2022, DLA Distribution San Joaquin, California (DDJC) shipped 

22,755 line items in support of the wildfire mission with high-priority performance at 0.68 

average days and routine performance at 1.32 average days, well within the goals for hi-pri (1-

day) and routine (3-days) shipments. Of note, DDJC expedited 965 fire shelters to the U.S. 

Forest Service.

(2) Department of Veterans Affairs (VA)

VA support is transitioning to two main locations, RRC-East (at DLA 

Distribution Susquehanna, Pennsylvania) and RRC-West (at DDJC). The RCCs will support 

contingencies with ~2,500 pallet positions at each location. RRC-East will also continue support 

for the high-priority mission of fast-moving blood tubes and over-the-counter COVID-19 test 
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kits. The transfer will be complete November 1, 2022. East Coast contractor-owned/contractoroperated closure expected December 2022. 

(3) United States Coast Guard (USCG) recruit training center (RTC)

DLA Distribution added the USCG RTC in Cape May, New Jersey, to the sites it

operates its warehouse management system (DSS) and maintains inventory over forwardpositioned DLA-owned items. This business model, wherein DLA ownership of clothing-related 

items transfers to the USCG when the items are issued to the recruits, makes the USCG RTC on 

par with the same model already used at other military RTCs. There are over 1,100 lines of DLA 

inventory at the USCG RTC in Cape May valued in excess of $1.5 million.

c. Trusted Mission Partner

(1) FY 2022 savings

DLA Distribution achieved projected savings of $75 million and 548 FTE in FY 

2022 through modernization initiatives and targeted productivity improvements.

(2) Physical inventory counts

In FY 2022, physical inventory counts were completed on 2,313,223 NIINs/items. 

Book-to-floor accuracy at NIIN level was 95% and 99% at eaches (supply availability) level.

(3) Audit response teams

In FY 2022, DLA Distribution’s audit response team provided evidential matter

equating to ~9,000 files or reports to military service audit teams. The organization supported 17 

site visits for physical counts, business process walk-throughs, and testing. Site visits had the 

independent public accountant on site and, in some cases, DoD IG observed counts or processes.

(4) Public-private partnerships

The PPP program progressed steadily in FY 2022. In July, a previously negotiated 

PPP (the program’s fourth) with Parker Aerospace began operations at DLA Distribution Hill, 

Utah. This PPP supports actuator and brake maintenance for five legacy aircraft. The four PPPs 

executed to date represent $4.9 million in actual or projected revenue, cost avoidance, and cost 

reduction. That this comes at a cost of just $74,000 highlights a superior return on investment for 

OSD and taxpayers. FY 2022 concluded with DLA Distribution and Northrop Grumman 

negotiating a PPP (the program’s fifth and final pilot) in support of B-1 bomber radar system 

maintenance at the Oklahoma City ALC. In May 2022, the GAO began its legislatively 

mandated review of the program. As the agency’s lead, DLA Distribution was sought by HQ, 

DLA J3, and OIG. GAO’s draft findings were unpublished when FY 2022 concluded. Also 

pending was the FY 2023 NDAA legislative proposal making the PPP program permanent.

(5) Audit closeout
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DLA Distribution completed its FY 2022 annual physical inventory and has 

begun its FY 2023 annual physical inventory. For FY 2023, opening population for DSS 

operations is 2,233,310 NIINs and for WMS at DLA Distribution Corpus Christi, Texas, the

count is 37,176. 

(6) Unified group rations (UGR) audit

On September 20-22, 2022, DLA Distribution San Joaquin, California, hosted the 

annual UGR audit, the first audit in three years due to COVID-19. Participants included San 

Joaquin leadership, DLA HQ, DLA Distribution, DLA Troop Support, the Joint Culinary Center 

of Excellence (JCCoE), U.S. Army DEVCOM, Public Health Activity (San Diego, Travis, 

Tracy) and the U.S. Army Medical Center of Excellence. No deficiencies were found at San 

Joaquin.

(7) Operating Materials & Supplies (OM&S) inventory

DLA Distribution is conducting a 100% wall-to-wall inventory of OM&S 

material at the Navy Shipyards at Puget Sound, Washington; Pearl Harbor, Hawaii; and Norfolk, 

Virginia. These inventories include over 376,000 inventories and are on track to be 100% 

complete by the March 31, 2023 deadline. Distribution was 50% complete at end of FY 2022.

(8) Nuclear inventory

DLA Distribution is supporting Norfolk Naval Shipyard’s inventory by 

performing a 100% count of material at thesite under nuclear custody. The scope of the April 

2022 - March 2023 inventory is 10,000 NSNs and 431,000 eaches. Distribution was 50% 

complete at end of FY 2022.

(9) Supply Discrepancy Reports / Storage Quality Control Reports

DLA Distribution centers closed over 100,000 supply discrepancy reports and a 

storage quality control report with a $7.1 billion value and 13.5 million eaches.

(10) Packaging storage and containerization center (PSCC) / DLA inspections

FY 2022 welcomed back a full schedule of PSCC and DLA joint inspections of 

DLA Distribution facilities and the care of supplies in storage (COSIS) programs. Observations 

have been positive. While errors remain stable, their scope has been limited to a narrow subset of 

the total population, which is easily remediable. 

d. Modernization acquisition and supply chain management

(1) Contract awards/small business goals
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In FY 2022, acquisition operations (contracting) awarded 2,832 actions at $360 

million. Of note, two government-owned/contractor-operated storage and distribution contracts 

were recompeted and awarded in FY 2022: DLA Distribution Hill, Utah, and DLA Distribution 

Barstow, California. Transition activities for each center were completed in FY 2022 and full 

performance began October 1, 2022. Additionally, Distribution J7 awarded contracts for the 

storage and distribution of meals ready to eat, DLA Distribution San Joaquin, California,

installation support services, and professional support for the business development office.

The small business program exceeded its overall goal, obligating 73% of contracts 

to small business against a 60% goal. All socioeconomic goals were met. The competition goal

was met in FY 2022; the office competed 91% of awarded dollars against an 88% goal. 

(2) Acquisition assistance – audit readiness

DLA Distribution acquisition operations continues evolving programs for 

contractor-operated distribution centers (and other similar service contracts) to ensure contracts 

contain – and the vendors meet – requirements for audit readiness (AR), standardization, and 

process excellence. In coordination with DLA Distribution’s audit readiness/compliance team 

and Future Operations directorate, a strategy is used to incorporate standard process changes and 

AR requirements with a better-defined warehousing practice, along with trend analysis on 

performance. In FY 2022, service providers at contracted distribution sites were required to 

assume responsibilities for annual inventory, pre-adjustment research, and causative research. 

(3) Acquisition planning and assistance team

In FY 2022, DLA Distribution’s J7 acquisition planning and assistance team 

completed 266 assistance projects and worked five distribution center contract re-competes

(DLA Distribution Guam, Marianas; DLA Distribution Richmond, Virginia; DLA Distribution 

Navy, Bahrain; DLA Distribution Barstow, California; and DLA Distribution Hill, Utah).

Additionally, the team worked 69 source selection boards, conducted 22 market research 

projects, and completed 122 requests for contract modifications. The team also provided 

contracting officer representative (COR)/Alternate COR duties for the global distribution 

expeditionary contract (GDEC) which executed 11 task orders. 

(4) Quality Assurance Program

The quality management program office (QMPO) maintains quality assurance 

(QA) and quality control (QC) programs at all contractor-operated distribution centers. The 

QMPO manages recurring QA and compliance tasks, as directed by the J3-OC audit compliance 

staff, for government-operated locations. It maintains near-daily interaction with over 200 

assigned quality assurance team (QAT) and DLA Distribution leaders to ensure a standardized 

approach to oversight. During FY 2022, QAT members completed over 13,909 operational 

performance surveillance activities, over 142,980 compliance checks, and approximately 1,500

oversight reviews. The QMPO manages the quality management tool (QMT) which offers a 

platform for implementing workflows. The QA program is continually revised to satisfy contract 

oversight, DLA Distribution compliance requirements, and financial and operational controls for 

audit readiness. As these processes evolve, so to do QA, QC, and compliance checks.
85

(5) Government purchase card (GPC)

In FY 2022, DLA Distribution completed 7,156 GPC transactions and reviewed

1,894. Of the 1,894 transactions reviewed, 92 had documented findings for a 98% compliance 

rating. GPC program coordinators conducted virtual and face-to-face training for billing officials 

and cardholders across the enterprise. Compliant transactions increased from 89% in FY 2018, to 

95% in FY 2019 and FY 2020, to 96% in FY 2021 and 98% in FY 2022. 

The annual DLA HQ GPC program management review (PMR) was conducted 

February 2022, during which DLA Distribution received a compliance score of 85%. Most 

findings were associated with Section 889 provision requirements. In the past year, Distribution 

J7 GPC program coordinators trained GPC billing officials and cardholders on Section 889 

requirements; they also conducted a 100% review of appointments and training certificates as 

well as increased the transactions reviewed. These efforts resulted in DLA Distribution receiving 

a compliance score of 97% on the FY 2022 PMR – a 12% increase from the previous year.

(6) Centralized ordering process – PR creation team

The purchase request (PR) creation team at DLA Distribution acquisition 

operations (J7) was formed in 2015 to migrate the processing of all orders (local procurement 

and MILSTRIP) from distribution center level to DLA Distribution J7. This team has proven as 

effective intermediary between customers and J7 contracting, improving processing times by 

adding performance goals in enterprise business systems (EBS). Centralized input facilitates 

ordering like items using unique material numbers. The PR creation team monitors, prioritizes, 

and works incoming requirements; answers customer questions; develops submission policies; 

and ensures customer compliance. In FY 2022, the team generated 4,018 orders.

(7) Accountable property

The DLA Distribution acquisitions operations (J7) accountable property program 

manages 7,500 general equipment assets at 26 distribution centers worth nearly $500 million. 

Two DLA Distribution accountable property managers oversaw all distribution sites, ensuring 

data accuracy and working with site accountable property officers to complete monthly and 

annual inventories, prepare for inspections and audits, and provide training. In FY 2022, DLA 

Distribution completed 100% of the monthly inventories on all assets. 

(8) Global Distribution Expeditionary Contract (GDEC)

In FY 2022, seven GDEC task orders were issued for DLA Distribution 

requirements. Support included rewarehousing, augmentation, and whole of government 

assistance. Notably, the service provider established a contractor-owned, contractor-operated

distribution center for the White House test kit mission. Additionally, the vendor sunset the 

distribution center in Busan, Korea. 

(9) Warehouse management system (WMS)
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DLA is poised to transform the way it does business with the warehouse 

management system. WMS will refresh the distribution standard system (DSS) by streamlining 

storage, distribution, and transportation processes to align with industry standards, creating a 

single system for all of DLA. WMS will provide greater visibility and control, real time logic for 

inventory tracking, cross-docking, and order fulfillment. It is a commercial off-the-shelf, SAPbased product that aligns inventory management and transportation to a single platform, reducing 

complexities and streamlining processes. The transportation management module will 

complement DLA’s 21st century capabilities in transportation planning, optimization, and freight 

tendering. It covers the full range of transportation modes: air, ocean, rail, and motor. Full 

operational capability at Corpus Christi occurred July 2022. DLA is poised to implement WMS 

at additional distribution centers in FY 2023. It will interface with enterprise business systems. 

(10) Voice pick technology

The momentum gained deploying voice pick technology in FY 2021 continued in

FY 2022 with deployments at seven more sites (Cherry Point, North Carolina; San Diego,

California; Guam, Marianas; Richmond, Virginia; Puget Sound, Washington; Germany; and 

Pearl Harbor, Hawaii). 

(11) R&D projects 

(a) Augmented reality

Augmented reality Phase II was completed 2nd Quarter 2022. This 

included all technical readiness reviews/levels, system function requirements development, and 

functionality testing for inventory. Phase IIB will include receipt to stow with embedded optical 

character recognition.

(b) Predictive analytics – audit readiness requirements (NFR 82)

Predictive analytics were explored to address audit readiness requirements 

(NFR 82) and assist distribution centers with identifying inbound material. The organization 

explored using artificial intelligence, partnered with NAVAIR on a blockchain feasibility study,

and entered into a partnership with the Navy Post Graduate School to develop a program to 

predict inbound material. Additionally, the organization awarded an inventory feasibility study to 

account for material stored outdoors. 

(c) 5G

The 5G test lab at Albany, Georgia, stood up fourth quarter, FY 2022. The 

5G smart warehouse will create a 5G backbone to increase connectivity, information throughput, 

and reliability.

(d) Wireless printers & tablets
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Phase I of the rugged tablet/mobile printer close out was completed, 

concluding the initial enterprise-wide deployment.

(12) Eastern Distribution Center (EDC) modernization

DLA Distribution Susquehanna’s Eastern Distribution Center is DoD’s largest 

warehouse complex with 1.8 million square feet under one roof. As a result of an in-depth study, 

a $200 million modernization effort is under way that will change how material is handled and 

stored. This project has a four-year implementation schedule that includes new automation by an 

industry-leading warehouse execution system. This solution provides goods-to-person 

technology that will support current and surge workloads (268% of median). Once fully 

modernized, the EDC will have a 139% increase in systemic throughput, 239% increase in pickrates, 20% labor production improvement, 100% materiel location accuracy, and 70% increase in 

order verification. 

(13) Seven site study (ADP and equipment)

The seven-site study is a two-year project lead by industry consultants and a 

government team focusing on DLA Distribution’s seven largest sites (after Distribution 

Susquehanna, Pennsylvania, and San Joaquin, California). This effort provides an approach to 

optimize our network, reduce footprint, and work toward consolidating fast-moving goods into 

centralized and automated-efficient buildings while updating our ADPs at the respected sites. 

Sites studied were DLA Distribution Oklahoma City, Oklahoma; DLA Distribution Hill, Utah; 

DLA Distribution Warner Robins, Georgia; DLA Distribution Red River, Texas; DLA 

Distribution Corpus Christi, Texas; DLA Distribution Norfolk, Virginia; and DLA Distribution 

Susquehanna, Pennsylvania (excluding the Eastern Distribution Center). Project period of 

performance was complete end of FY 2022.

(14) Location identification (LIP)

In FY 2022, DLA Distribution J3 infrastructure optimization division (J3 OI)

transitioned to a LIP community of excellence, improving reporting accuracy and frequency, and 

ensuring LIP compliance of all distribution centers ahead of their transition from DSS to WMS. 

An MS Teams and SharePoint site were established to facilitate communications between 

stakeholders and provide a repository for program information. Distribution’s J3 OI surpassed 

expectations for LIP reporting. Capability to provide reports increased from monthly to daily 

with impeccable accuracy, providing confidence to leadership at site and headquarters level. The 

J3 OI team conducted monthly deep dives with center leadership and other distribution staff to 

clarify program requirements, ensure accurate reporting, and reinforce implementation of 

compliance requirements. During FY 2022, J3 OI facilitated 245 site requests for mass updates 

of over 700,000 locations with the J62D.

(15) Stock readiness – suspended stock

Suspended stock continues to be a major hindrance for DLA. In 2011, suspended 

materiel was at $2.1 billion, the result of drawdowns and commensurate increases in returned
88

materiel. In 2013, because of IPTs with the services and DLA supply centers as well as tiger 

team initiatives, suspended stock hit an all-time low of $900 million. However, over the next 

several years, it increased to $2.2 billion. This was due to increased stock screenings (Amphenol, 

CAGE Compromise, FSG 80, etc.) that resulted in discrepant materiel as well as additional 

returns from the field. Over the past several years, DLA has increased focus on this issue and 

issued instructions either to upgrade this materiel for use or downgrade it for disposal. DLA 

Distribution has continued to keep up with this increase in workload, despite an ever-decreasing 

staff. During FY 2022, DLA’s distribution centers closed over 100,000 supply discrepancy 

reports (SDRs) and storage quality control reports (SQCRs), with a dollar value of $7.1 billion 

and 13.5 million eaches. 

(16) Frustrated freight

A continuous process improvement (CPI) supported by DLA J-345, the redesigned frustrated freight process implemented at San Joaquin, California, and Susquehanna, 

Pennsylvania, incorporates SDRs in which shipments require additional information to move to 

the OCONUS customer. The process incorporates final disposition process for unresolved 

frustrated freight. 

(17) Multiple rapid improvement envets/CPI events - Norfolk, Virginia

DLA Distribution Norfolk, Virginia’s Materiel Processing Center conducted 

multiple rapid improvement events and CPI activities to reduce waste and streamline operations. 

Cycle time was reduced in Cell 1 induction and Cell 2 sortation areas. CPI activities in the 

Intermodal Hub and Pier 8 focused on reducing ineligible cargo. Additional activities are 

underway to address DLA vendor compliance issues, resolve non-compliant hazardous 

shipments, and develop a process for walk-in customer requests. 

(18) Distribution J8 arrearages

The DMAP (define, measure, analyze, propose) project goal was to document 

baseline business and financial processes leading to Distribution arrearages. As of March 2022, 

Distribution had $70.7 million in FY 2017-22 arrearages (FY 2022 $51.3 million, FY 2021 $16.6 

million, FY 2020 $2.4 million, and FY 2017-19 $0.5 million). The team mapped the arrearage 

process and documented causal analysis to show J8N has little control over arrearage 

creation/prevention as compared to DLA Distribution and customers.

e. Future of work

(1) Network optimization

Capitalizing on the organization’s modernization initiatives and 

USTRANSCOM’s commercial air transportation capabilities, DLA Distribution is transforming 

its current distribution network to a smaller, more agile model that will improve efficiency and 

reduce costs. Through a partnership with DLA Aviation, DLA Land and Maritime, and J34, the 

command received approval from the DLA J3 to execute stock positioning changes that would 
89

stop OCONUS replenishment of small parcel eligible Class IX DLA stock and allow currently

qualifying OCONUS stock to attrite. This strategy will create space for new weapons systems 

and place associated inventories at optimal locations. OCONUS stock positioning policy was 

implemented July 31. 

(2) Warehouse utilization

Throughout FY 2022, DLA Distribution continued participating in OSD’s 

warehouse utilization (WU) initiative. Previously referred to as nontactical warehouse initiative 

(NWI), OSD’s WU is aimed at optimizing DoD’s warehousing network. WU identified four 

military service locations to study, develop optimization plans, and eventually execute a 

transition strategy. These four pilot sites were Anniston, Alabama (Army); Tinker AFB,

Oklahoma (Air Force); Barstow, California (USMC); and San Diego, California (Navy). Of the 

four sites, Barstow has completed implementation, Tinker and San Diego have developed plans 

for execution, and Anniston is in the planning process. 

Barstow’s WU success demonstrated what can be accomplished when DoD 

components work toward a common goal. As a result, Albany, Georgia (USMC) and 

Jacksonville, Florida (Navy) were added to the WU program in FY 2022. 

f. People and Culture

(1) Defense performance management appraisal program (DPMAP)

DLA Distribution employees and managers work together to improve 

organizational, team, and individual objectives to achieve the DLA strategic plan. To reach this 

goal, 60% of the command’s supervisors received training in difficult conversations. During the 

2021-2022 appraisal process, DLA Distribution utilized the senior level review to provide 

commanders, directors, and deputies visibility of ratings. 

(2) Functional community management

DLA Distribution continues its partnership with the DLA Human Capital 

Development J12 to refresh the logistics and warehousing functional communities. 

(3) Recruitment

Supervisors are reporting high turnover across DLA Distribution. The command

struggled to reach qualified applicants. It partnered with DLA Public Affairs to streamline 

recruitment using Facebook, Twitter, and LinkedIn. DLA Distribution explored new recruitment 

avenues in March 2022. Outreach efforts with the State of Virginia to target recruitment for 

federal wage system employees were advertised on the USAJobs website through a partnership 

with the Office of Personnel Management. The event itself was advertised on the front page of 

USAJobs. More than 200 interested applicants visited the DLA Distribution booth. Recruiters 

virtually chatted with 58 potential applicants. DLA J1 advised the job announcement received 

more than doubled the number of applicants with over 300. 
90 

(4) Direct hire authority (DHA) 

DHA expanded to multiple locations across both general schedule (GS) and 

federal wage grade (FWG) positions. Distribution centers utilized free services such as emailing 

local schools and colleges and posting on state employment sites and local military bases to 

diversify their recruitment pools. 

(5) Summer internship program

DLA Distribution continued the summer internship hiring program across three 

sites for twenty-seven summer hires. Distribution centers worked with local community partners 

to advertise the positions and encourage potential applicants to apply. Hired students work for 

the summer side by side with a current employee to learn about DLA Distribution, our mission, 

and our impact in supporting the Warfighter. 

(6) Logistics for the 21st Century (LOG21) career development

2022 was the year for change. Historically, DLA opened LOG21 solely for GS 

employees. This year saw the first FWG employee attend. 

6. Awards and Recognition 

a. 54th DLA annual awards

Over eight employees and teams representing DLA Distribution were recognized in a 

variety of categories. 

b. Commander in chief’s annual award for installation excellence

DLA Distribution Susquehanna, Pennsylvania, was selected as this year’s recipient of the 

commander in chief’s annual award for installation excellence. The award was announced by 

Secretary of Defense Lloyd Austin and is one of only five given throughout the entire 

Department of Defense.

7. Safety & Occupational Health 

The Safety & Occupational Health office collaborated with distribution centers to transition 

utilizing the deliberate risk assessment process from the previous job hazard analysis process. By 

utilizing the new risk assessment process, distribution center commanders and directors can 

break down any hazard, issue, or concern and then develop a plan for controlling risks before 

they lead to injury/illness. This process welcomes command involvement at all levels as all 

levels are involved in the decision making. Centers made great strides with the transition. All 

center locations worked to provide in-depth training for supervisors and leadership. 

The SOH office assisted in managing resources across the network and ensured coverage was

available for local implementation of the internal resource review process. This provides an in-
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depth analysis of every SOH hiring or backfill requests to determine whether the risk to centers

warrants filling the position. It allows for continuous monitoring of safety resources. 

Audit readiness continues to be vital for DLA Distribution. The SOH office collaborated with the 

general council and acquisition offices to evaluate potential safety-related purchases. The process 

requires an analysis of the purchase to ensure it is required by regulatory standards, is 

appropriate to control or minimize the risk, and is in a volume that meets needs but is not 

excessive. The SOH office provided technical guidance on contractual language.

The SOH office implemented a routine process whereby all mishaps are evaluated. This process,

was completed monthly and included reviewing information, documentation, and actions to 

ensure investigations were complete, thorough, and adequate. By completing this process, the 

SOH office proactively manages the OSHA 300 log.

Another new initiative in FY 2022 was a program for the distribution deployable team. In 

previous years, the team relied on processes completed at their home stations which could cause 

confusion since the team is comprised of individuals from different locations. The new program 

is driven by the work deployable teams complete and clarifies roles, responsibilities, and actions.

The SOH office continued the update to the DLA Distribution SOH program manual to ensure 

all new DLA requirements are covered and a framework is developed to implement the 

forthcoming DoD safety management system structure successfully. 

a. COVID-19

The SOH office collaborated with DLA Distribution leadership and DLA Human 

Resources to oversee, evaluate, and support center vulnerability to COVID-19. This included 

monitoring public and center case rates, public vaccination status, and transmission rates. 

Identified concerns were flagged for monitoring or the deployment of the DLA Distribution 

COVID-19 Assessment Team. 

b. Radiation protection program

The radiation safety staff maintained elevated customer service despite the pandemic by 

implementing alternate training methods. It worked with a contractor to revamp the radiation 

protection officer database. No nuclear regulatory commission (NRC) inspections were 

completed this year; however, the radiation safety staff still communicated and assisted.

8. EEO:

The DLA Distribution EEO Office processed over 700 requests for reasonable accommodation 

related to the COVID-19 vaccine mandate. It counseled 81% of 107 informal complaints on time 

and completed 100% of 38 formal complaint investigations on time. It processed 73% of 180 

reasonable accommodations on time.
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Defense Logistics Agency

DLA Human Resources (J1)

Fiscal Year 2022 Historical Report
93

1. Introduction 

Fiscal Year (FY) 2022 was filled with significant transitions for the DLA Human Resources (J1) 

workforce, with the retirement in July of the deputy director, Mr. Billie Keeler, and other longserving senior staff directors. Shortly before Mr. Keeler’s retirement, the organization welcomed 

Ms. Bobbie Sanders as the new deputy.

As the nation and world faced a third year in pandemic conditions, DLA J1 ably led the agency’s 

COVID-19 coordination team (CCT). J1 also continued to manage the challenges of a workforce 

divided among those who could telework and those who could not. The agency also faced the 

challenges of workforce reentry.

J1’s focus continued to address working in a virtual environment and bridging the gap between 

onsite and virtual environments.

Despite the continuing demands of the pandemic response and fluctuating guidance from the 

Office of Personnel Management (OPM) and DoD, J1 continued providing timely, 

comprehensive, and professional support for customers inside and outside DLA. In FY 2021, we 

achieved a 94% agency personnel fill/readiness rate, up 1% from the previous year. This 

represented 6,499 positions filled and occupants onboarded in a largely virtual environment. 

DLA J1 also continued to provide the best possible support for customers in other DoD 

organizations. At the end of FY 2022, DLA J1 provided reimbursable HR services to the:

a. Defense Advanced Research Projects Agency (DARPA)

b. Defense Commissary Agency (DeCA)

c. Defense Contract Management Agency (DCMA)

d. Defense Counterintelligence and Security Agency (DCSA)

e. Defense Human Resources Activity (DHRA)

f. Defense Media Activity (DMA)

g. Defense Security Cooperation Agency (DSCA)

h. Defense Threat Reduction Agency (DTRA)

i. Missile Defense Agency (MDA)

j. National Reconnaissance Office (NRO)

k. Office of the Chairman of the Joint Chiefs of Staff (OCJCS) and the Joint Staff

l. Space Development Agency (SDA)

m. U.S. Transportation Command (USTRANSCOM)

n. Washington Headquarters Service (WHS)
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2. Mission / Vision / Values

a. Mission

In support of the DLA mission, DLA Human Resources ensures a mission-ready 

workforce to support America’s Warfighters while setting the standard for people and culture 

innovation.

b. Vision

In support of the DLA vision, DLA Human Resources strives to be the best in our 

business.

c. Values

We live the DoD Core Values of Leadership, Professionalism, and Technical Knowledge 

through Dedication to Duty, Integrity, Ethics, Honor, Courage, and Loyalty. To us this translates 

to these four tenets:

(1) In strategy, people first.

(2) In action, customer focused.

(3) In execution, effective and efficient.

(4) In leading change, innovative and bold.
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3. Overview of J1 Resources and Key Leaders

Resources

J1 Full Time Equivalents (FTEs) (Authorized) 913

Working Capital Fund 65%

Reimbursable 35%

Major J1 Population Centers

Whitehall, OH 505

New Cumberland, PA 163

Fort Belvoir, VA 105

San Joaquin, CA 15

Philadelphia, PA 10

Richmond, VA 13

Battle Creek, MI 10

Key Leaders

Leader Position 

Ms. Sharyn Saunders Director, DLA Human Resources (J1) 

Ms. Bobbie Sanders Deputy Director, DLA Human Resources (J1) 

Ms. Chaletta McCoy Staff Director, Human Capital Program 

Development (J12) 

Mr. Darryl Roberts Staff Director, Labor and Employee Relations 

Policy (J13) 

Ms. Laurie Hall Staff Director, Human Resources Policy (J14) 

Ms. Cheryl Steptoe-Simon Staff Director, Human Capital Business 

Integration (J17) 

Mr. Stephen Herrmann Director, J1 Business Office

Ms. Tanya Everett Director, DLA Human Resources Services (DHRS) 

Ms. Kate DeDobbelaere Director, DHRS, DLA Customers 

Mr. Derek Saunders Director, DHRS, DoD Customers

Mr. Peter Marchesani Director, DHRS, Enterprise Operations

Ms. Yolanda Howell Director, DHRS, DLA Training 

Ms. Lynne Horton Director, DHRS, HR Information Systems 

Mr. Brandon Miller Director, DHRS, Travel and Payroll

Mr. David Tighe Director, DHRS, Military Personnel and 

Administration 

Key Staff Members

Ms. Lisa Stevens Executive Assistant to J1 Director

Ms. Kathleen Rhem HR Communications Manager

Ms. Bethrece Cheek SAPR Program Manager
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4. Pandemic Management 

a. DLA COVID-19 Coordination Team 

As the pandemic entered its third year, the DLA COVID-19 coordination team (CCT) 

continued advising the agency on complicated and evolving COVD-19 guidance. Led by J1 with 

representatives from EEO, general counsel, J7, J8, and installation management, the team 

analyzed guidance from the White House’s Safer Federal Workforce Task Force (SFWTF), 

Office of Personnel Management (OPM), Centers for Disease Control and Prevention (CDC), 

and DoD. In FY 2022 alone, DoD released ten force health protection guidance documents, and 

the SFWTF updated its website on twenty occasions with new information. In each case, the 

CCT quickly reviewed the changes and shared updates with DLA leaders and the workforce via 

HR (human resources) bulletins and the DLA Coronavirus webpage. 

b. COVID-19 Vaccination Documentation System 

J1 developed an automated tool, the COVID-19 Vaccination Documentation System, as a 

secure and efficient method for DLA civilian employees to provide vaccination status and proof 

of vaccination. This DLA-specific reporting system was established in less than five weeks as an

alternative to DoD’s requirement to report in the MilConnect system. DLA received approval not 

to use MilConnect due to the program’s inability to track data with the granularity needed for

senior leaders to make mission-impacting decisions. DLA was the only agency in the department

with an automated tool able to collect and maintain civilian employees’ vaccination status and

proofs of vaccination securely. As of the end of FY 2022, the system maintained records for

21,086 employees. Another advantage is that the system allowed DLA to update procedures as

COVID-19 policy, regulations, and processes changed throughout the year. 

c. Vaccination Mandate/Exemption Process/Enforcement/Injunction 

On September 9, 2021, President Biden signed Executive Order (EO) 14043, requiring 

federal employees to be vaccinated for COVID-19, subject only to exemptions as required by 

law. DLA civilian employees had to be fully vaccinated by November 22, 2021, and use the 

COVID-19 Vaccination Documentation System to prove their status to supervisors. Employees 

were allowed to request an exemption to the mandate on the basis of disability/valid medical 

reason or sincerely held religious belief, practice, or observance. In November 2021, J1, in 

partnership with EEO and general counsel, established a centralized process to promote 

consistency and timeliness in processing more than 2,500 exemption requests submitted by 

employees. Employees who refused to be vaccinated and/or refused to provide proof of 

vaccination were subject to disciplinary measures, up to and including removal or termination. 

The DLA designated management official (DMO) began reviewing these exemption 

requests under the centralized process December 2021 and issued thirteen decisions before 

January 21, 2022, the day when a district court judge issued a preliminary nationwide injunction 

prohibiting implementation and enforcement of EO 14043. DLA immediately ceased processing 

requests. 

On April 7, 2022, the U.S. Court of Appeals for the Fifth Circuit overruled the lower 

court’s injunction. However, on May 21, the plaintiffs in the case petitioned for rehearing en 
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banc before the Fifth Circuit, which was granted. On September 13, 2022, the Fifth Circuit began 

hearing oral arguments challenging the COVID-19 vaccine mandate for federal employees. As of 

the end of FY, DLA is still not implementing the vaccine mandate or granting exemptions.

d. COVID-19 Testing Implementation/Enforcement

On September 2, 2021, DoD issued Force Health Protection Guidance (Supplement 23), 

which implemented COVID-19 testing requirements for employees who were unvaccinated or 

chose not to report vaccination status as a condition for physical access to buildings where DoD 

business was taking place. DLA Safety and Occupational Health subsequently issued DTM 21-

014, “DLA COVID-19 Screening Testing Program,” on April 1, 2022, which implemented DLA 

standardized weekly COVID-19 screening testing. Employees enrolled in the testing program 

were required to test when their worksite was in a county with a CDC COVID-19 community 

level of medium or high. 

Similar to the vaccine mandate, employees were permitted to submit COVID-19 testing 

exemption requests for medical or religious reasons for review under a centralized exemption 

process. As of the end of FY 2022, the DMO issued 35 testing decision letters to employees. 

Employees who refused testing were subject to disciplinary measures, up to and including 

removal or termination from federal service. 

e. Reentry Progress

As pandemic conditions began to improve in early 2022, the deputy defense secretary 

issued DoD Workplace Guidance for Final Reentry of DoD Civilian Personnel May 16, 2022. 

This guidance directed supervisors to begin discussions with civilian employees on plans for 

work locations and work schedules. It also required DoD components to provide employees with 

30-day advance notification in writing before recall or schedule adjustment. 

J1 issued the DLA COVID-19 Reentry and Safety Plan on April 6, 2022, which provided 

DLA-specific guidance on reentry and safety topics. This policy replaced the DLA 

Reconstitution Guidance and Framework, dated May 20, 2020, as well as the DLA COVID-19 

Safety Plan, dated May 2, 2021. J1 issued the DLA Notice of Reentry to the Workforce 

memorandum April 6, 2022, which served as official notice to employees that DLA planned to 

start reentry on Monday, May 9, 2022.

The DLA guidance gave the MSC and J/D code commanders/directors the flexibility to 

determine the reentry plan that best fits their mission. To assist further, the CCT issued 

supplemental guidance on Reentry Factors for Consideration in April, published a Reentry 

Handbook, and created employee and supervisor checklists that outlined areas to be addressed 

(ex. communications, equipment/supplies, safety, telework) before reentering into the worksite. 

5. J1 Annual Operating Plan (AOP) Initiatives

a. Future of Work (FoW)

Future of Work (FoW) is line of effort (LOE) 5 in the DLA Strategic Plan 2021-2026. J1 

and DLA Installation Management (DM) are co-leads. FoW is focused on DLA CONUS (nonfederal wage service [FWS]) and military population with the intention of later addressing touch 
98

labor (FWS) and OCONUS. During FY 2022, the team developed a FoW strategy; discussions 

continue with the LOE 5 FoW enterprise working group [EWG], FoW stakeholders council, and 

monthly in-progress reviews. 

b. Evaluate Segments of Key Leader Development Programs

The 2022 Building Your Roadmap to Success Leadership Forum was conducted virtually 

May 11-13, 2022, via Zoom.gov and Adobe Connect Classroom platforms in support of the DLA 

Strategic Plan 2021-2026 and Objective 1, develop leaders of the DLA People and Culture Plan. 

One hundred thirty-four participants from across the DLA enterprise attended the forum. The 

format included five large group sessions, five small group workshop sessions that participants 

cycled through, panel sessions (one SES Panel and three GS-15 Panels) and networking sessions. 

Evaluations and written comments indicated the forum was a positive experience.

During the first quarter of FY 2022, the first iteration of the DLA Multi-Source Feedback 

process and reporting capability for DLA enterprise leader development program Level 4 

supervisors was successfully launched in the DLA Learning Management System (LMS).

c. Sustain Succession Management for Critical Succession Positions (CSPs)

The DLA succession management program focuses on developing and implementing an 

effective succession plan for all positions critical to the organization’s mission. The succession 

management process enables organizations to identify CSPs needed to support business 

continuity; project attrition risk; assess the knowledge, skills, and abilities individuals need to be 

successful in those positions; and identify developmental training opportunities, retention 

strategies, and recruiting strategies to close competency gaps. During FY 2022, the CSP 

repository module was successfully launched in the LMS and the CSP annual review completed. 

The CY22 CSP annual report is scheduled to be completed in October 2022. 

d. Build and Strengthen Key Competencies to Enhance Civilian Workforce Management

Two bi-annual functional community manager (FCM) meetings were conducted virtually 

to share information and best practices with the DLA FCMs, FCM POCs and other stakeholders. 

The DLA operations research (GS-1515) functional community developed the GS-1515 career 

guide and associated career mapping tools to assist the GS-1515 workforce in career 

development. 

e. Human Capitol Development DoD Customers: Transition Missile Defense Agency 

(MDA) to LMS

As a streamlining and cost-savings initiative, MDA and DLA coordinated to modify their 

existing agreement to add LMS servicing and begin transitioning MDA to DLA’s LMS. MDA is 

leveraging DLA’s contracting specialists, IT technicians, and system experts with start-up and 

sustainment know-how, allowing MDA to take advantage of DLA’s economies of scale while 

freeing up internal resources. DLA had already successfully transitioned seven other agencies to 

LMS, realizing DoD’s HR IT reform and streamlining initiatives. 
99

f. Human Capital Development with U.S. Transportation Command (USTRANSCOM)

In February 2019, USTRANSCOM entered into a one-year pilot servicing agreement 

with DLA to provide civilian hiring and benefits administration services. Results showed a 

reduction in time to fill from 220 days with their former HR service provider to 80 days with 

DLA. Happy with this result, USTRANSCOM requested an extension in 2020. In August 2020, 

USTRANSCOM began seeking approval from the deputy defense secretary to transition HR 

servicing permanently. USTRANSCOM expanded DLA’s servicing to include LMS and 

classification support in 2021. On July 27, 2022, the deputy defense secretary formally delegated 

DLA permanent authority to provide HR servicing to USTRANSCOM for employment and 

general administration for civilian employees, approval of 180-day waivers for former members 

of the armed forces, and suitability and fitness adjudications for civilian employees.

g. Execute Direct Hire Authorities for FY 2022 Allocations

DLA continues to maximize direct-hire authorities (DHA) authorized by Congress and 

prescribed by DoD. This year DLA increased its hires using the DHAs for both “certain 

personnel of the DoD workforce and the domestic defense industrial base (DIB) facilities” and 

“major range and test facilities base.” Use of these two DHAs allowed DLA to process more 

than 1,000 hiring actions. With these authorities as part of our recruitment strategies, our “postsecondary student and recent (PSS&RG)” DHA usage has gone down. DLA has utilized only 

50% of the FY 2022 allocation. DHAs for certain personnel and DIB have provided a wider pool 

of candidates than PSS&RG alone.

h. Enterprise Resource Planning (ERP) System Migration

Continued support as preparation is being made for the Back to Standard Program. Being 

involved from the start of an effort and partnering with all of associated teams ensures we can 

address all organization alignment, change management, and training for the workforce.

i. Warehouse Management System (WMS)

Throughout the FY, WMS work was continuous as new functionality was added, and 

changes and updates were required across the human performance arena. Successes included 

developing and delivering change management initiatives and training in support of WMS 

deployment at Corpus Christi, Texas. 

j. Sustain Audit Readiness for Hire to Retire (H2R) Business Cycle

DLA Human Resources continued its successful journey in audit sustainment during FY 

2022. Due to COVID-19 restraints, auditor Ernst & Young (EY) adopted a virtual environment 

but kept a demanding timeline. During the FY, J1 supported the following milestones:

(1) Successfully completed all work for the statement of assurance (SOA).

(2) No exceptions were identified in the FY 2022 financial statement audit.
100 

(3) Supported all provided-by-customer requests in a timely manner and met all 

requirements from the auditor. 

k. Execute Renegotiated DLA-AFGE Master Labor Agreement

Throughout FY 2022, the agency and the American Federation of Government 

Employees (AFGE) Council 169 continued to work toward a renegotiate master labor agreement 

(MLA). Initial negotiations began on July 9, 2019. At the start of FY 2022, fourteen articles had 

been decided by the Federal Service Impasse Panel (FSIP) and later in the year the panel decided 

on ten more articles. The remaining twenty-nine articles were sent through union ratification and 

failed twice. Due to failed ratification, the agency again requested assistance from the FSIP, and 

those twenty-nine articles were decided in a panel decision on August 3, 2022. Ultimately, the 

entire contract was decided through three FSIP decisions. Once the last panel decision was 

received, the entire MLA was sent to Defense Civilian Personnel Advisory for agency head 

review, after which the contract was made effective on September 9, 2022. As of the close of the 

FY, J1 was educating leaders on the new provisions and creating an online training program for 

affected employees.

6. Miscellaneous Enterprise Support

a. Assisted DLA J7 in implementing DoD Acquisition Back-to-Basics Initiative

DoD undertook a significant initiative to modernize the Defense Acquisition Workforce 

Improvement Act (DAWIA) to fit a 21st Century talent management framework. The initiative 

streamlined the certification construct and refocused training resources for the defense 

acquisition workforce. J7 implemented this framework with significant support from J1. J1 

reviewed and updated approximately 19,000 employee and position records in the Defense 

Civilian Personnel Data System, assisted in briefing senior leaders on progress, and helped 

develop materials for negotiating back-to-basics with local bargaining units. 

Team members also addressed myriad changes to key HR documents, including: 

partnering with functional area leads (FALs) to conduct position description reviews to 

determine required coding/decoding changes; modifying the DLA PD Quickly (PDQ) system 

and updating 2,960 position descriptions; updating job opportunity announcements; creating new 

drop-down type statements of understanding (to achieve more accurate documentation of 

functional areas and grace periods); and developing onboarding materials. 

In addition, team members participated in strategy sessions with FALs across DLA to 

develop an implementation plan for the Pathways to Career Excellence (PaCE) program. Tenets 

of that plan included: building a communication plan for both Pacers and PaCE program 

officials, prioritizing back-to-basics courses in support of Pacers’ certification, scheduling career 

advisory group sessions to facilitate the updating of Pacers’ programs of development, and 

overseeing all back-to-basics implementation actions.

b. Employee Recognition 

During the 54th Annual Employee Recognition Awards Ceremony, which was released 

as a virtual program March 10, 2022, on the DLA YouTube and DLA Facebook sites, personnel 
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were recognized as outstanding employees of the year, DLA’s highest annual recognition for 

current employees.

The members of the DLA Hall of Fame Class of 2022 were recognized in August, with 

the first live induction ceremony since the pandemic. Inductees were:

(1) Edward “Ted” Case, former vice director, DLA

(2) Benjamin "Gil" Perkins, former director, office of counsel, DLA Aviation

(3) Janet Price, former director, procurement process support, DLA Aviation

(4) Kathryn Fantasia, former director, direct delivery fuels, DLA Energy

(5) Janet “Jan” Hoffheins, former administrator, DLA Human Resources Services

(6) Keith Ford, former deputy director, Clothing and Textiles supply chain

7. Conclusion

Throughout the third year of pandemic management, the J1 team sustained and improved its 

service to its diverse customer base while simultaneously supporting agency personnel through 

the ongoing pandemic. In addition to the accomplishments outlined above, J1 team members:

a. Graduated 159 Pathways to Career Excellence (PaCE) participants.

b. Delivered over 800 DLA classes – 760 virtually, 40 face-to-face – to more than 11,500 

DLA students; delivered more than 60 classes to more than 1,000 students in other DoD 

organizations.

c. Led a cross-functional enterprise team to conduct a coordinated realignment of fulltime employee management and associated budget oversight activities of the PaCE program back 

to their respective MSCs and J-Codes. 

DLA J1 leaders are now examining what was done well during the pandemic and what could 

have been done better and modernizing DLA’s approach to work – and workplace – so agency 

and its workforce are positioned for continuing mission success in a post-pandemic world. 

A major focus of early FY 2023 will be implementing the provisions of the newly approved 

master labor agreement that is in accord with the ever-changing national security environment. 

J1 is building on a strong foundation of supporting DLA’s mission-ready workforce and external 

HR customers and looking for creative ways to leverage agility and integration. J1 leaders are 

focusing on innovation and transformation to continue serving as strategic partners with our 

customers, both inside and outside DLA.

Our goals will remain adding strategic value, gaining trust, and managing competing priorities.
102

Defense Logistics Agency

DLA Logistics Operations (J3) 

Fiscal Year 2022 Historical Report

 
103

1. Organizational Overview

a. DLA Logistics Operations (J3) Leadership

(1) In FY 22, DLA Logistics Operations continued under the strong management 

of the entire J3 leadership team, led by RADM Doug Noble as Director of Logistics Operations 

and Commander of Joint Regional Combat Support, with the support of his Deputy Director of 

Logistics Operations, Ms. Kristin K. French. J3 has 829 personnel consisting of 649 civilian 

employees, 107 active duty service members, and 73 reservists. 

(2) J3 experienced personnel changes in FY 22. Mr. Patrick Dulin retired May 

2022 after 52 years of military and civilian service, and Mr. Patrick Kelleher onboarded as the 

Executive Director of J31. J34 continues under the leadership of Mr. George W. Atwood III. 

Regarding the Regional Commands, CAPT Patrick Blake took command of DLA Indo-Pacific, 

while COL Gerard “Jerry” Acosta and COL Faith Chamberlain continued their respective 

commands of DLA CENTCOM & SOCOM and DLA Europe & Africa. 

(3) The reorganization that started in FY20 continued in FY 22. The Strategic 

Programs and Integration Executive Directorate J32 organization was sunset in May 2022 and 

reorganized as J35, focused on futures planning on behalf of DLA. The accompanying General 

Order will be complete in FY 23. 

b. The DLA Logistics Operations Mission

DLA Logistics Operations (J3) is responsible for managing DLA’s eight end-to-end 

supply chains. J3 provides materiel management policy, guidance, and oversight, while 

integrating strategic, operational, and tactical perspectives; commanding and controlling 

contingency operations; and planning to influence the end-to-end logistics supply chain. J3 is the 

principal strategic, operational, and tactical planner for DLA business operations. Additional 

responsibilities include the daily operations of all J3 activities and engagement with DLA 

Headquarters (HQ) Directorates and Major Subordinate Commands (MSCs). Additionally, J3 

serves as the DLA Enterprise Logistics Functional Community Manager.

J3 maximizes readiness and logistics combat power by leveraging enterprise solutions. It 

fulfills this mission through the Operations Executive Directorate (J31), Logistics Policy and 

Programs Executive Directorate (J34), and Plans Executive Directorate (J35).

The Director, DLA Logistics Operations, provides a single focal point to combatant 

commands (CCMDs), their service components, and allies. The J3 serves as the commander, 

Joint Regional Combat Support, overseeing three O-6 level regional commanders (DLA Europe 

& Africa, DLA Indo-Pacific, and DLA CENTCOM & SOCOM).

c. J31 – Operations Executive Directorate:

J31 integrates DLA’s Logistics capabilities with CCMDs, military services, the Joint 

Staff (JS), other combat support agencies and designated federal agencies. Additionally, J31 

provides situational understanding at all levels of operations, contingencies, and natural disasters 

to influence the end-to-end logistics supply chain.

The Operations Executive Director (J31) serves as the deputy commander, joint regional 

combat support, and adjudicates disagreements in the absence of the J3. 
104

J31 assists the J3 director in the DLA Europe & Africa, DLA Indo-Pacific, and DLA 

CENTCOM & SOCOM commanders.

d. J34 – Logistics Policy and Programs Executive Directorate:

J34 develops and disseminates supply-chain management policy for order fulfillment, 

planning, stock positioning, retail sustainment, asset management, transportation, the distribution 

network, disposition, technical/quality functions, and business cycle processes. J34 engages the 

Office of the Secretary of Defense (OSD), the JS, and military service leadership on efforts 

related to logistics programs and initiatives. J34 researches, analyses, and provides insights to 

DLA leadership. Additionally, J34 synchronizes enterprise-wide logistics research and 

development and leads/supports projects related to DLA’s audit readiness. J34 develops 

strategies for creating, obtaining, managing, and integrating logistics data in support of DoD, 

federal agencies, and the North Atlantic Treaty Organization (NATO). Additional 

responsibilities include managing programs and initiatives to improve strategic support.

e. J35 – Plans Executive Directorate:

J35 leads agency planning efforts for Fight Tonight thru FY2035. It interfaces daily with 

J3, J31, and J34 and routinely interfaces with DLA J/D codes, the DLA political advisor 

(POLAD), DLA MSCs, DLA regional commands, DLA national account managers, DLA liaison 

officers (LNOs), the OSD, the JS, CCMDs, military services, and whole of government (WoG) 

representatives. J35 relies on support from the DLA J6 chief data and analytics officer (CDAO) 

and DLA J6 Analytics Center of Excellence (ACE) to accomplish objectives. ACE support 

includes data strategy and integration; logistics supportability analysis (LSA); demand and surge 

planning; and modeling, exercise, and wargame support. 

f. Regional Commands

Regional commands represent the DLA director within their assigned geographic regions 

and serve as enterprise points of contact with senior overseas customers (combatant and unified 

commands, senior service components, theater service HQs, other U.S. government agencies, 

other DoD activities, designated multi-national organizations, and allied countries). Regional 

commands act as leads for enterprise customer engagement in theaters of operation with the 

responsibility for planning, coordinating, and monitoring enterprise operations. Regional 

commands are the supported commander for steady-state and contingency operations. 

Additionally, regional commands are the supported commander for operationalized staff entities 

such as DLA Equal Employment Opportunity, DLA Human Resources (J1), DLA Information 

Operations (J6), DLA Comptroller (J8), DLA Installation Management (DM), DLA General 

Counsel (DG) and the DLA Office of Inspector General (OIG). Regional commands ensure 

alignment of programs with DLA’s overall strategy, while coordinating DLA efforts in support 

of missions, logistics planning, senior customer engagement, and strategy development. Regional 

commands monitor customer satisfaction and maintain situational awareness. Additionally, 

regional commands are responsible for managing cross-cutting issues regarding DLA policies 

and strategies.
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2. Contingencies and Humanitarian Assistance/Disaster Relief Support

a. Ukraine Support

(1) Background

DLA’s Agency Synchronization Operations Center (ASOC) assisted the U.S. 

mission in U.S. European Command (USEUCOM) regarding Ukrainian defense. The agency 

began planning this support in early FY 22 and transitioned to active support in the second 

quarter. DLA maintains a permanent footprint in USEUCOM, providing logistical support for 

subsistence, multi-class supplies, bulk fuel management, medical supplies, repair parts, as well 

as warehousing, distribution, and disposition capabilities.

(2) Description

Since the signing of Presidential Drawdown Authority (PDA) 1 in December 

2021, DLA has supported forward forces with over $1 billion in supplies, a 52% increase in 

year-to-date orders. The agency continues supply health assessments for future PDA 

requirements. Below are metrics by MSC:

(a) Aviation: ~$150 million (aircraft parts and supplies)

(b) Energy: ~$469 million (2.3 million gallons of fuel)

(c) Land and Maritime: ~$128.1 million (repair parts, batteries, tires)

(d) Troop Support: Construction and Equipment ~$232 million, Clothing 

and Textiles ~$36 million, Medical ~$319 million, CLI (Subsistence) ~$266 million

Regional sustainment remains closely watched. DLA increased its force posture 

across USEUCOM. As of 26 September, 606 DLA personnel are embedded in the command. 

DLA deployed a second tranche of augmentees (17) who are approved through FY 23. 

CL I health has significantly improved. 

(a) USEUCOM CL I requirements have increased 180%; DLA has 

provided $204.5 million in support.

(b) As of 26 September, 931 containers have been delivered. Over the past 

several months, no containers have been held up due to lack of health certificates; NATO Form 

302 is being utilized.

(c) DLA hosted a CL I symposium with Naval Supply Systems Command 

(NAVSUP) and Fleet Forces Command to attain common understanding on CL I metrics, 

reporting, desired end state, and required resources. 

DLA is monitoring service-provided material to Ukraine. There have been 16 PDs 

approved for ~$6.5 billion. Services provide support; DLA replenishes service stocks as 

required. DLA expects to see more PDAs and Foreign Military Sales (FMS).
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b. Coronavirus Disease-19 (COVID-19) Vaccine Distribution 

(1) Background: 

On December 18, 2020, the Food and Drug Administration (FDA) provided 

Emergency Use Authorization (EUA) for the Moderna COVID-19 vaccine. Within a week, and 

continuing throughout FY21, DLA distributed COVID-19 vaccines to DoD personnel and 

dependents outside the Continental United States (OCONUS).

(2) Description

DLA worked closely with Operation Warp Speed (OWS, later renamed as the 

Countermeasures Acceleration Group), the Defense Health Agency (DHA), and the military 

services to identify requirements for OCONUS vaccine distribution. DLA worked with industry 

partners, including Federal Express (FedEx), United Parcel Service (UPS), and U.S. 

Transportation Command (USTRANSCOM) to establish cold chain shipment lanes for required 

delivery locations. DLA met all delivery objectives.

(3) Outcome

DLA embedded a liaison officer within Department of Health and Human 

Services (HHS) to support the partnering agency. The relationship resulted in DLA providing 

PPE and testing equipment through a FS-Form 7600A agreement with the potential for $7 billion 

of support. During the year, DLA successfully provided contract support, allowing HHS to 

procure over $2 billion in materials. DLA provided contracting, storage, and distribution to 

HHS’s “At Home Test Kit” mission, resulting in 750 million homes receiving test kits directly to 

their door at no cost. DLA fulfilled HHS’s mission request for 14 million Point of Care Nucleic 

Acid Amplification Tests (NAAT). DLA is currently utilizing its contracting capabilities to help 

HHS obtain a new over-the-counter test kit procurement for $803 million that will grow HHS’s 

stockage by 90 million items. 

DLA provides staffing assistance and support for:

(a) Weekly and daily Secretary Operation Center meetings.

(b) The Director of the Office of Resource Management.

(c) Weekly synchronization meetings with HHS leaders and other liaisons.

c. Hurricane/Wildfire/Earthquake Response

(1) Background

DLA’s global network and expertise enabled agile and rapid responses to 

emergencies such as hurricanes and earthquakes while supporting Wildland Fire Protection 

Program (WFPP) and foreign humanitarian assistance/disaster relief operations. Throughout the 

year, DLA planned, organized, and trained interagency partners to prepare for these emergencies. 
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DLA also supported state and local organizations across Federal Emergency Management 

Agency (FEMA) regions.

(2) Outcome

Ahead of the 2022 Fire Season, DLA processed bulk procurement requests from 

U.S. Forest Service (USFS) to stock its fifteen interagency caches by managing material valued 

at more than $55 million. DLA LNOs to USFS and the WFPP participated in planning and 

coordination efforts to support firefighting operations before and during fire season. DLA 

provided expertise and material to USFS, including providing nearly 330 national stock numbers 

(NSNs) to their caches and DLA warehouses. The agency remains in close coordination with the 

USFS, state, and local partners, synchronizing the replenishment of critical items and providing 

routine support through FedMall. Through mid-August 2022, DLA fulfilled 345 Customer 

Interaction Center (CIC) emergency orders totaling over $18.7 million. FY 22 state and local 

sales totaled 9,045 FedMall line-item orders, with sales of over $4.7 million.

(3) Outcome:

DLA provided expertise and material to FEMA and co-hosted a pre-scripted 

mission assignment (PSMA) workshop to review and update the 19 PSMAs. DLA Energy and 

DLA Distribution took part in FEMA’s Eagle Rising 2022 Exercises focused on incident support 

base operations which enhanced teamwork and understanding of each organization. DLA Troop 

Support provided additional materials to FEMA’s Hurricane Ida Recovery Operations. This 

requirement was generated to support the long-term survivor-housing mission in Louisiana; the 

bill of materials valued at $848,000 was used to develop infrastructure for utilities (water, 

wastewater and electric) in housing areas built by FEMA using travel trailers and containerized 

housing units.

As of the end of July 2022, DLA has supported FEMA with a $19.3 million 

humanitarian daily rations under the Economy Act, which authorities restock to FEMA 

distribution centers.

3. Regional Commands

a. DLA CENTCOM & SOCOM

(1) LOE 1 – Warfighter Always: Support to Contingency Operations and 

Exercises 

(a) Background

DLA CENTCOM & SOCOM provided direct support to U.S. Central 

Command’s (USCENTCOM) four named operations: Operation INHERENT RESOLVE, 

Operation SPARTAN SHIELD, Operation ENDURING SENTINEL, and Operation YUKON 

JOURNEY. In addition, the command coordinated exercise planning with the service components 

and the Joint Logistics Enterprise (JLent) to develop support packages for supplies, services, and 

expeditionary capabilities.
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(b) Description

The command and MSCs satisfied all CCMD requirements across a full 

spectrum of military operations and exercises. Additionally, these groups validated Class I, II, 

III(B), IV, VIII and IX strategic, operational, and tactical requirements.

(c) Outcome

DLA, in coordination with the regional command and MSCs, remained 

actively engaged in USCENTCOM and USSOCOM operations in the AOR. Beyond aligning 

capabilities, DLA CENTCOM & SOCOM increased distribution movement along the Western 

Access Network (WAN), expanded distribution capabilities at DLA Distribution Bahrain to 

reduce air movements and make the Trans-Arabian Network (TAN) more viable, and validated 

service requirements.

(2) LOE 3 – Trusted Mission Partner: Mission Command Alignment to Support 

the Region

(a) Background

With the disestablishment of United States Forces-Afghanistan in late 

2021 and USCENTCOM’s shift to western access development, the command developed a new 

command and control structure capable of supporting contested logistics in the theater.

(b) Description

In a resource constrained environment and with operational forces shifting 

locations, DLA CENTOM & SOCOM used mission command to synchronize sustainment and 

provide first-class logistics support. 

(c) Outcome

DLA CENTCOM & SOCOM engaged with the CCMDs, service 

components, DLA HQ, and MSCs to align its organizational structure to support and sustain the 

Warfighter better. In particular, DLA CENTCOM & SOCOM formed DLA Support Team 

Middle East (DST-ME) to command Western Access Development (Jordan and Kingdom of 

Saudi Arabia). DST-ME leveraged low-level decision-making to achieve responsive support. 

The DST has the authorities necessary to make tactical supply chain sustainment decisions.

The command and MSC supply chains coordinated with the service 

components to ensure DLA maintained proper alignment for future support and sustainment (i.e., 

King Faisal Air Base (KFAB), Jordan; Yanbu and Jeddah in the Kingdom of Saudi Arabia).

DLA Distribution and the regional command, in coordination with 

USCENTCOM and service components, proposed a future distribution network to support 

Middle East re-posturing.
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b. DLA Europe & Africa

(1) Mission

To deliver coordinated and responsive logistics support to the CCMD

(2) Vision

A premier team sought-after to plan, synchronize, and transform legacy joint 

logistics to enable modern, multinational, interoperable theater solutions.

(3) LOE 1: Warfighter Always: Exercise and Contingency Operations 

(a) Readiness

Enabled joint logistics for the combined joint forces land component 

(CJFLCC) commander by delivering critical supplies, resulting in increased readiness and capability 

of theater-assigned forces. Ensured capabilities were at the point of need by anticipating place, time, 

and resource.

(b) Secondary Effort

Empowered workforce; re-energized professional development, recognition 

programs, talent management; and reestablished an inclusive on-site environment that is safe, 

healthy, and professionally rewarding.

(4) COVID-19 and Vaccine Distribution

As FY 22 started, DLA Europe & Africa (DLA E&A) was still immersed in 

COVID-19 related efforts. DLA E&A remained fully engaged providing logistics and sustainment 

support across the services assigned to our theater. After receiving Regional Health CommandEurope (RHCE) requirements, and four separate waves of vaccinations and boosters, DLE E&A 

provided over 500,000 doses of COVID-19 vaccinations to theater personnel. 

(5) Support to Operation Allies Refuge (OAR) & Welcome (OAW) 

While still under COVID-19 restrictions, DLA E&A surged to support Afghans 

transiting Ramstein Air Force Base and Rhine Ordnance Barracks enroute to the United States. The 

DLA E&A team supported USEUCOM, U.S. Air Forces Europe (USAFE), U.S. Naval Forces 

Europe (USNAVERU), along with the U.S. Army Europe and Africa (USAREUR-AF) elements on 

the ground, augmenting the USAF team. DLA E&A helped process, vet, and screen more than 

140,000 Afghans prior to movement to the Continental United States. DLA E&A completed nearly 

50,000 supply transactions (nearly all urgent), supplying over $22 million in Class I, II, III (B&P), 

IV and VII. Additionally, DLA E&A delivered a variety of Class VIII vaccinations to the Afghans, 

to include polio. 
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(6) Support to USEUCOM’s response Russia’s invasion of Ukraine 

Russia invaded Ukraine February 2022. DLA responded immediately with Rapid 

Deployment Team (RDT) WHITE, augmentees, and ASOC assistance as DLA E&A, MSCs, LNOs, 

J and D-code personnel worked through the avalanche of information, demands, and requirements 

to provide DLA-managed commodities. DLA E&A remains fully engaged in supporting NATO’s 

eastern flank, delivering necessary supplies to forces arrayed from the high north (Scandinavia) to 

the Mediterranean Sea. DLA E&A experienced increases in nearly every commodity and supply 

chain (compared to steady-state operations). Additionally, DLA E&A delivered fuel, repair parts, 

medical supplies, construction materials, and all forms of Class I (from MREs, UGRs to fresh fruit 

and vegetables) while simultaneously back-hauling hazardous waste and supporting steady-state 

operations in Europe and Africa.

Throughout FY 22, DLA E&A responded to new European Union health certificate 

requirements on consumable food. Although the certificates were disruptive, DLA E&A never 

stopped delivering Class I to theater. By working with CCMDs and their tactical units, DLA E&A 

reduced disruption and delivered to the point of need. DLA E&A responded to Navy increases in 

demand (CL 1 Specific) when the service nearly doubled its presence in the Mediterranean. 

Additionally, operational planning teams expedited construction materials, presidential drawdown 

repair parts, responses to urgent requests for bulk fuels, and the integration of DLA-provided 

augmentees. 

(7) Outcomes

DLA E&A remains the services’ choice for logistics, supplies, and support. DLA 

E&A remained focused on customers throughout its theaters, evolving to their demands while 

returning to work and dusting off processes and systems. 

c. DLA Indo-Pacific

(1) Mission

Provide a single DLA interface for U.S. Indo-Pacific Command (USINDOPACOM) 

through a collaborative network of forward-positioned and continental U.S.-based capabilities. 

(2) Operational Priorities

The Indo-Pacific (IP) is the world’s most geographically diverse region with long 

lines of communication testing DLA’s ability to sustain the joint force in competition and crisis. To 

address these challenges, DLA IP, along with DLA MSCs, continually assessed capabilities and 

looked for opportunities to enhance support. These initiatives are incorporated into DLA IP’s 

operational priorities and include working with USINDOPACOM and its sub-unified and service 

component staffs to set/sustain the theater, delivering logistics in a contested environment, adjusting 

to emerging concepts, enhancing Warfighter relationships, and supporting crisis response.
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(3) LOE 1: Warfighter Always:

The IP experienced strategic challenges in 2022, but DLA support to the COVID19 pandemic and Red Hill Fuel Facility water response efforts were two of the most impactful. 

(a) COVID-19 Pandemic Response and Vaccine Distribution

In 2022, DLA’s COVID-19 support shifted from procurement of PPE to 

vaccine deliveries to the joint force. Additionally, DLA Troop Support Medical contracted with 

multiple suppliers to provide COVID-19 home test kits to the service components. These kits 

were originally intended to meet the requirement for self-testing of non-vaccinated personnel, 

but they also proved invaluable in pre-screening for travel, ruling out COVID-19 for personnel 

experiencing symptoms, and keeping workplaces free of COVID-19.

(b) Red Hill Fuel Storage Facility Water Response Efforts

DLA IP Warfighter support representatives served as DLA liaisons to the 

Navy’s Joint Base Pearl Harbor Hickam Emergency Operations Center and the Army’s 

Aliamanu Military Reservation command posts to help coordinate support to the over 2,500 

families impacted across Oahu, Hawaii. DLA Troop Support IP provided over $6 million in 

bottled water, coordinating daily deliveries to multiple locations and from multiple commercial 

sources. DLA Distribution Pearl Harbor assisted in those deliveries.

(c) Exercise Support

Exercises are the primary means of training the joint force, and DLA IP 

attended over 30 conferences to coordinate DLA support to those events. Regional support 

ranged from subsistence such as MREs, UGRs and H&Ss; fuel support from our regional 

Defense Fuel Support Points and fuel contracts/exchange agreements; disposal support; 

distribution support; as well as DLA LNOs, planners, and DLA Support Teams (DST) embedded 

with Warfighter staffs. Tier I and II exercises supported were Keen Edge 22 (Japan), Cobra Gold 

22 (Thailand), Balikatan 22 (Philippines), RIM of the Pacific (RIMPAC) 22 (Hawaii), Valiant 

Shield 22 (Guam), Combined Command Post Training 22-1/2 (Korea), and Operation Pathways 

(Southwest Pacific).

(d) Contingency Planning

USINDOPACOM continually refined its warfighting strategies, often 

requiring new concepts of logistics support. To assist the Warfighter with these refinements and 

to inform him of DLA capabilities, DLA IP participated in Pacific Fleet (PACFLT) Capabilities 

Based Assessment (CBA), USINDOPACOM Time-Phased Force Deployment Data (TPFDD) 

Conferences, Indo-Pacific Medical Logistics Forum, DLA Troop Support CL I Summit, Pacific 

Area Senior Officer Logistics Seminar (PASOLS), Naval Services Game 22 OPLOG Workshop, 

and the MARFORPAC Operations Logistics (OPLOG) planning conference. 
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(4) Completed Initiatives

DLA IP completed Australia Class I Blanket Purchase Agreements (BPA) 

expansion. The extension provided subsistence BPA coverage to an additional 15 austere 

locations in Oceania. It also closed the agency’s Busan Storage Facility, redistributing over $42 

million of DLA-owned subsistence and construction materials and saving over $12 million in 

annual facilities costs.

(5) Ongoing Initiatives

Perhaps the most significant initiative – definitely the one which garnering the 

most press – was Red Hill defueling. Also important, however, were the construction of Darwin 

Defense Fuel Supply Point (DFSP) in Australia, the relocation of DLA Disposition Services’s 

Expeditionary Site Set (ESS) to Sagami Depot in Japan, the implementation of the Japanese 

Class I Acquisition and Cross-Service Agreement (ACSA), and the stand-up of the Guam 

Intermediate Maintenance Facility.

(6) People and Culture

(a) Leaders transitioning out of DLA IP commenced with the regional 

commander, CAPT Jason Adams, and included CAPT Horacio “Jack” Tan, DLA Distribution 

Yokosuka Japan; CDR Christopher Newell, DLA Distribution Pearl Harbor; LTC Jose Medina, 

DLA Energy Korea; LTC (COL Promotable) Corrine McClellan, DLA Distribution Korea; and 

Maj (LtCol select) Charles Coffman, DLA Energy Japan. 

(b) DLA IP welcomed CAPT Patrick Blake, DLA IP Regional 

Commander; CDR Ian Lliff, DLA Distribution Yokosuka, Japan; CDR Sean Moody, DLA 

Distribution Pearl Harbor; LTC Dennis Han, DLA Energy Korea; and Lt Col James Smith, DLA 

Energy Japan. 

(c) DLA IP had three key-billet hires: DLA IP Chief of Staff, Ms. Debra 

Simpson; DLA Energy IP Director, Mr. Scott Thomas; DLA Energy LNO to Australia, Mr. 

Christopher Boeding.

(7) Awards and Recognition:

(a) DLA Distribution Yokosuka Japan was awarded Agency of the Year 

Award for 2022 by the National Institute of Packaging, Handling, and Logistics Engineers.

(b) DLA Junior Non-Commissioned Officer for 3rd Quarter 2022: SSG 

Joseph Becker, DLA IP Synchronization Operations Center Forward (Republic of Korea).

(c) DLA J3 Peer Award Winner: Mr. Charles Chislum, DLA IP Army 

Hawaii Warfighter Support Representative

4. Initiatives

a. NDAA Section 352, Global Bulk Fuel Management and Delivery

(1) Background
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The National Defense Authorization Act (NDAA) for Fiscal Year 2022, Section 

352, Subsection 2927, directed that “the United States Transportation Command 

(USTRANSCOM) shall be the element responsible for bulk fuel management and delivery” for 

DoD on a global basis no later than February 1, 2023. Legislation directed USTRANSCOM to 

collaborate with DLA on the way forward. 

(2) Description

Responding to the above language, USTRANSCOM and DLA developed a crossorganizational planning team composed of subject matter experts from USTRANSCOM, DLA 

HQ/J3, DLA Energy, Office of the Secretary of Defense Acquisition and Sustainment (USD 

A&S), and the JS J4. 

A governance structure was established with O6/GS-15s as leads of each 

organization planning team (known as the Core Operational Planning Team (OPT)) reporting to 

a 2-Star Steering Group (USTRANSCOM J5/4, DLA J3, JS DJ4, and Deputy Assistant Secretary 

of Defense for Logistics) up to the Executive Committee (USTRANSCOM Commander, DLA 

Director, JS J4 and Assistant Secretary of Defense for Sustainment).

Because of the nature of the problem set and the timelines imposed by the NDAA, 

the Core OPT used a modified military decision-making process. CCMDs military services 

provided representatives for the planning effort. The working groups compiled and analyzed 

information in their respective functional areas to feed the mission analysis process. The mission 

analysis process highlighted the “as-is” bulk fuel processes, current authorities, and implied and 

specified tasks, along with producing a revised problem and mission statements. After reviewing 

bulk fuel studies and wargames since 2019, the planning team identified four gaps: 

(a) Global Prioritization and C2

(b) Lack of Assured Distribution

(c) Governance 

(d) Human Capital 

The executive committee approved the mission analysis April 8, 2022. The 

planning team then conducted course of action (COA) development and prepared potential 

options from the most conservative (ask Congress to repeal NDAA Section 352) to the most 

aggressive (USTRANSCOM consolidates command and control for all elements involved in 

bulk fuel management, to include service resources).

The executive committee refined courses of action and requested a four-day COA 

wargame with over 60 participants from the combatant commands and military services joining 

the operational planning team. The wargame revealed USTRANSCOM was most effective at 

advocating for end-to-end bulk fuel storage and distribution visibility and highlighted critical 

resource shortages with intra-theater distribution. The recommendation was to have the president 

codify USTRANSCOM’s new authority as a global synchronizer into the Unified Command 

Plan (UCP). 
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(3) Outcome 

On June 9, 2022, the executive committee concurred with elevating 

USTRANSCOM authority on bulk fuel governances by assigning it single manager for bulk fuel 

management and delivery in the UCP. As of July 15, 2022, final selection of the course of action 

is pending details describing how single manager implementation and identifying roles and 

responsibilities. 

There is no organizational DLA change associated with this selection. DLA 

Energy’s core competency as integrated material manager for Class IIIB fuel (bulk fuel 

supply/distribution to customers) remains the same. 

Due to USTRANSCOM’s designation as single manager, USD A&S will assess 

DLA’s authority as the executive agent for bulk petroleum to determine if it should be modified 

or canceled. Final decision belongs to the Secretary of Defense. 

Upon executive committee approval, there will be aggressive socialization across 

the bulk petroleum enterprise to publicize USTRANSCOM’s role as DoD’s single manager for 

bulk fuel management and delivery. 

b. J35 Plans Executive Directorate Stand Up 

(1) Background 

In FY 22, J3 replaced the Plans Executive Directorate (J35) with the DLA 

Strategic Programs and Integration Executive Directorate (J32). This new capability aligns DLA 

with the joint planning process to “fight tonight” through FY2035 and supports mission 

assurance, supply chain security, joint plans and exercises, strategic businesses, and futures. 

The DLA director approved the organizational design on March 29, 2022. 

Subsequently, the DLA director of logistics operations (J3) approved naming conventions of the 

five-division concept, and the new J35 Directorate was officially established May 18, 2022. 

FY 22 was a foundational year for not only J35 but also the J355 Strategic Plans 

and Futures (SPF) division, which was built from the ground up. At first, J355 SPF was staffed 

with two members from the J323 Analytics Branch and two from the J31 Plans & Exercises 

division. Col Paul Frantz, newly assigned to DLA, became the first J355 SPF chief July 5, 2022. 

(2) J355 Mission 

The J355 SPF division executes long-range strategic national planning for DLA. 

J355 SPF is the office of primary responsibility (OPR) for the DLA Campaign Plan and the 

office of coordinating responsibility (OCR) for the DLA Strategic Plan, Annual Operations 

Order, strategic narrative, Strategic Engagement Plan, and strategic communications. It leads the 

agency’s wargaming and experimentation and ensures agency’s equities contribute to joint and 

service future concepts and wargames. J355 SPF integrates joint concepts into DLA long-range 

strategic planning efforts in support of joint concept development, transition, and 

implementation. J355 SPF identifies sustainment and readiness capabilities in the future 

operating environment, focusing on developing and executing opportunities, advocating for new 

sustainment capabilities, maintaining visibility of DLA joint concept initiatives, and monitoring 

programmatic(s). Additionally, J355 SPF prepares DLA to meet military service requirements 
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requiring doctrine, organization, training, materiel, leadership and education, personnel, 

facilities, and policy (DOTmLPF-P) changes to DLA operations.

(3) Description

Beginning June 2022, and at the DLA director of logistics operation’s direction, 

the division began planning the first-ever DLA industrial base wargame. This included seeking 

proposals from two federally funded research and development centers. In early August, J355 

SPF participated in the Joint Warfighting Concept Critical Task List Conference. At the same 

time, J355 SPF executed shaping tasks such as mission analysis, establishing a battle rhythm, 

writing position descriptions, and introducing a leader-leader culture of excellence. Over time, 

the division began planning participation in DoD wargames and experiments such as the Army’s 

Gain and Maintain Operational Access concept of operation, the Naval Services Game, and the 

Chairman’s Globally Integrated Wargame 2023. Every day J355 SPF expanded its mission to 

other planning activities such as JS J4 logistics functional capabilities boards (Log FCBs). 

(4) Outcome

The J355 SPF division is well poised to begin strategic and future-oriented 

planning in support of the agency’s mission. 

c. Military GPS Circuits End-of-Life Procurement

(1) Goal

Procure two of three configurations of Military GPS User Equipment (MGUE) 

Application Specific Integrated Circuits (ASIC) from two sole-source vendors before the trusted 

manufacturer stops accepting orders for a critical subcomponent. Once procured, provide up to 

nine years of supply support.

(2) Background

In 2019, the trusted manufacturer of a critical ASIC subcomponent notified DoD 

of its intent to shut down production lines. With the Increment II ASICs not ready for fielding 

until 2027/2028, DoD determined it needed a life-of-type buy to ensure critical M-code 

capability for its weapon systems. After reviewing requirements and expertise, DoD asked DLA 

to consider the mission; the agency formally received tasking via Tri-Service memorandum 

January 2020.

Following a joint effort between then-DLA J32 and DLA Land & Maritime, the 

agency awarded two contracts in May 2021, securing 100% of the required quantities for one 

configuration, and 50% of the required quantities for the second configuration. After submitting 

a continuing resolution for all funds upfront and receiving congressional approval, DLA awarded 

an option for the remaining 50% December 2021. Additionally, DLA transferred 

funds/responsibility to procure the third configuration to the U.S. Air Force. DLA J35 continued 

planning and developing processes to support the release of inventory in preparation for 

deliveries by the end of December 2022. 
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(3) Outcome

The military services will be able to field congressionally-mandated M-code 

capable GPS user equipment with ASICs purchased by DLA until MGUE Increment II ASICs 

are fielded in the 2027/2028 timeframe, ensuring critical lethality and precision for Warfighters.

d. F-35 Lightning II: Joint Program Office (JPO) Product Support Provider Efforts

(1) Goal

As a product support provider (PSP) for North American Regional Warehousing 

(NRW), disposition services, and global transportation & distribution (GT&D), DLA achieved 

initial operational capability (IOC) and full operational capability (FOC) for FY 2022 objectives. 

It completed Batch 1 inventory transition from prime contractor to DLA Distribution Center San 

Joaquin, California (DDJC), completed Batch 2 inventory transition by December 2022, and 

continued achieving FOC as the primary source of AV supply within North America. It 

implemented U.S. Forces OCONUS automated shipment processes, GT&D Phase 2A, by 

interfacing DLA vendor shipment model (VSM) and electronic data interchanges (EDI) with the 

prime contractor’s product support integrator (PSI) Systems Applications and Products (SAP). It 

continued establishing U.S. Forces OCONUS deployment locations, GT&D Phase 2B, while 

supporting Phase 3. It continued supporting OSD/services-led F-35 acquisition and sustainment 

transition (FAST) planning for the transfer of the F-35 program to the Departments of the U.S. 

Air Force and U.S. Navy per National Defense Authorization Act 2022 Section 142. It continued 

supporting OSD, service, and F-35 Joint Program Office (JPO) technical data, provisioning, 

cataloging, and supply initiatives. It continued supporting the OSD/JPO PATHFINDER pilot for 

a subset of service and DLA managed reparable and consumable items.

(2) Background

DLA utilized its core competencies to increase joint spares pool (JSP) and supply 

chain visibility, support OSD/JPO affordability, and catalog items. DLA achieved IOC for NRW 

Batch 1 inventory transition by December 2021. The agency is on track to transition Batch 2 by 

December 2022. It increased supply inventory at all seven U.S. DLA Distribution centers 

supporting AV. DLA, in partnership with USTRANSCOM, achieved IOC for GT&D Phase 2A, 

automated shipment processes supporting main site locations, and continued GT&D Phase 2B 

implementation. As PSP for disposition services, DLA is ensured the effective disposition of 

CONUS and OCONUS material. Finally, the agency provided cataloging for lead services (U.S. 

Air Force and U.S. Navy).

(3) Outcome

In additions to achieving IOC and FOC for NRW and GT&D PSP activities, DLA 

presented DLA’s strengths and advantages to decision makers at all levels of the process. These 

measures improved government efficiency, visibility, transparency, and accountability, while 

supporting program affordability.
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e. NATO Data Exchange Redesign (NDER)

(1) Background

NDER was a transformational initiative that modernized data exchange between 

the U.S. and 62 partner nations. The previous data exchange was in COBOL, an 80 column card 

format in place for over 30 years. The legacy exchange between DLA’s Federal Logistics 

Information System (FLIS) and partner nations was constrained by slow processing.

(2) Description

DLA and Finland began this project several years ago. The target for 

implementation was January 10, 2022, which DLA beat by going live on December 21, 2021. 

NDER provides the NATO community a modernized logistics data exchange methodology and 

enhanced business rules for cataloging by utilizing extensible markup language (XML) and 

expanding functionality. Future releases are planned to bring more robust workload routing, 

reporting, and automation activities to minimize manual workload and reduce human error. 

(3) Outcome

DLA successfully transferred logistics data from 6.9 million NSNs to the NATO 

Support Agency for inclusion into the NATO Master Catalog of Reference for Logistics 

(NMCRL). The new interface allows for a minimum of daily connections to all nations, ensures 

the most accurate data in FLIS, facilitates requisitions, and provides optimal interoperability. 

f. Assisting the Army with AMPV Technical Data Challenges

(1) Background

DLA identified numerous issues with the engineering data the Army Armored 

Multi-Purpose Vehicle (AMPV) program submitted for the assignment of NSNs. These concerns 

fell into three major categories: ‘Redline’ changes to technical data outside of the standard 

revision process, missing signatures from Army Engineering Support Activity personnel, and 

tech data that indicated design control authority at odds with contractual agreements. Assigning 

DLA managed NSNs under these circumstances would have triggered approximately 3,000 DLA 

339 cases, resulting in exorbitant sustainment costs and indefinite procurement delays. On 

February 4, 2022, DLA leadership partnered with the AMPV Program to ensure proper NSN 

assignment.

(2) Description

DLA personnel, in concert with General Counsel, found AMPV technical data as 

presented in conflict with policies and laws. In addition, DLA personnel confirmed that using the 

Defense Wide Working Capital Fund (DWCF) for initial AMPV fielding requirements was 

improper per Financial Management Regulation (FMR) 7000-14 and Resource Management 
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Decision (RMD) RF-501. In May 2022, technical data challenges were summarized and potential 

solutions presented to DLA and Army leaders. DLA and Army stakeholders were directed to 

analyze support options (to include costs and risks) and prepare a briefing for senior OSD, Army, 

and DLA leadership in early June. In addition, Army and DLA stakeholders were made aware of 

developments regarding the elimination of hexavalent chromium in the Army Acquisition and 

Sustainment of Weapon Systems (colloquially known as the ‘Green Hardware’) initiative. DLA 

recommended that it manage NSNs for a subset of hardware items while the Army manage the 

remainder until a full tech data package is available.

(3) Outcome

On June 9, 2022, Ms. Kristin French, DLA J3 deputy director, decided on the 

recommended course of action. As a result, 1,866 Army-managed and 383 DLA-managed NSNs 

were assigned by June 24, ahead of the July 4 date provided by the Army. DLA recommended 

OSD analyze existing procedures to identify gaps and potential process improvements at an OSD 

Logistics brief to the Logistics Executive Steering Committee meeting on July 19, 2022. DLA 

will make policy enhancement recommendations for OSD review.

g. Safeguarding Controlled Unclassified Information (CUI) and Controlled Technical 

Information (CTI) 

(1) Background

The Technical Program and Quality Assurance Division (J344), in collaboration 

with DLA General Counsel Office and MSCs, implemented programs, processes, and 

capabilities to strengthen DLA’s safeguarding of CUI/CTI. 

(2) Description

Highlights of these programs, processes, and capabilities include deploying an 

enhanced monitoring capability to identify unauthorized suppliers accessing CUI/CTI, 

collaborating with DoD investigative agencies and the Department of Justice (DOJ) in efforts to 

determine possible violations of U.S. export control laws, instituting a training program for DLA 

suppliers, and establishing a program to certify DLA suppliers before allowing them access to 

DLA-managed export-controlled data. 

(3) Outcome

Programs, processes, and capabilities implemented by DLA identified over 300 

unauthorized entities attempting to access CUI/CTI outside the U.S., trained and certified over 

4,000 suppliers, and assisted on investigations, several of which resulted in convictions. 

5. Strategic Plan 

a. Line of Effort (LOE) 1: Warfighter Always
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(1) Objective 1.1

Improve end-to-end readiness and cost-effectiveness in support of CCMD 

campaign plans and integrated contingency plans

(a) Background

DLA’s support to the Warfighter is priority one. LOE 1 provides solutions 

and drives CCMD and military service readiness. These customers have unique needs and 

capabilities that require customized solutions. LOE 1, Warfighter Always, is designed to push 

DLA to develop and/or refine processes that improve support and risk identification. 

(b) Description

The goal for Objective 1.1 is to improve end-to-end readiness and costeffectiveness in support of CCMD campaign plans and integrated contingency plans. DLA is 

committed to bettering C2 relationships with CCMDs and is collaborating with the JS to develop 

a joint logistics supportability analysis. This analysis will define time-phased global 

requirements for campaign activities and contingencies. Additionally, DLA is establishing a joint 

architecture for globally integrated demands to identify gaps in capabilities.

(2) Objective 1.2

Partner with customers at the wholesale and retail levels to develop solutions to 

service-specific challenges.

(a) Background

DLA is committed to delivering customized, service-oriented solutions for 

the retail mission and slow-moving parts, leveraging best practices, and standardizing wherever 

possible. 

(b) Description

The goals for Objective 1.2 are to improve support for wholesale and retail 

customers by identifying low/sporadic demand populations where collaborative or forecasting 

may not be the best solution. DLA conducted continuous process improvement (CPI) with 

participation from the customer to identify opportunities for improving materiel flow and 

standardizing processes. DLA developed standard, priceable processes that enabled the customer 

to decide the level of support required. DLA is also conducting service-specific reviews of aged 

& slow-moving stock and designing optimization solutions.

(c) Outcome

In FY 22, Objective 1.2 increased material availability for uneven items 

by 1.2% while decreasing the requirements objective by $97 million. Additionally, order 
120

response time for C-5 low demand items improved from 65% to 90%. DLA aligned items to 

appropriate planning methods and evaluated existing thresholds against DODI 4040.01 and 

demand patterns. To date, DLA has moved 23,000 NIINs to “alternative to forecasting” methods. 

Material availability increased by 1.2% while the requirements objective decreased by $97 

million since Feb 2021. 

Initiative 1.2.2 will continue moving items into Peak/NextGen and 

expanding level-setting algorithm capabilities. In addition, DLA will monitor how well items did 

in previous planning methods compared to the new methods.

Initiative 1.2.2 was a CPI event on the C-5 program depot maintenance 

line at Warner-Robins that sought to improve the ORT for low-demand items to 90%. This event 

identified numerous levers with which to improve supply support, including frontloading as 

many requisitions as possible prior to induction, engaging local customers to match performance 

metrics to need, manually customizing forecasting demand history to reflect specific attributes, 

and recognizing that low-demand items may require targeted analysis.

This CPI even made a significant impact. The order response time for C-5 

low demand items improved from 65% before the CPI project to between 87%-93% for the nine 

months after its completion. While the event has closed, J3 continues monitoring to ensure the 

response time stays at the target level, and to look for opportunities to implement the same levers 

on other platforms.

(3) Objective: 1.3: Nuclear Enterprise (NE) and Space Enterprise (SE) Support 

(a) Background

In support of the nation’s strategic deterrence mission, DLA provides 

logistics and materiel support solutions for both legacy and emerging NE/SE systems. 

Additionally, DLA actively supports the U.S. Space Force’s (USSF) organize, train, and equip 

functions. Specifically, DLA codifies procedures to optimize customer support to United States 

Strategic Command (USSTRATCOM), United States Space Command (USSPACECOM), and 

the military services. DLA also supports mission execution.

(b) Description

DLA is postured for effective and responsive NE/SE support. Agency 

support to NE/SE major defense acquisition programs (MDAPs), weapon systems program 

managers (PMs), and USSF and USSPACECOM are on-going. In FY 22, DLA remained fully 

engaged with the Air Force NE community, attending/briefing DLA support at NE Weapon 

Systems Reviews for ICBM, B-52, B-2, B-1, and ALCM. In particular, it formalized first-ever 

USSPACECOM and USSF Memorandum of Agreements, rendering DLA support to 6,500 

personnel across 22 global locations. It participated in USSTRATCOM GLOBAL THUNDER 

FY 22 and enabled the Joint Nuclear Operations Center to assess readiness.

(c) Accomplishments

1: Executed successful Class IX proof of principle analysis of 10 

NE strategic weapons reporting within the Defense Readiness Reporting System (DRRS), 
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coordinating with MSCs and HQC stakeholders to ensure new system updates perform the same 

calculations as previously reported. 

2: Partnered with DLA J6 Small Business Innovation Program 

(SBIP) to execute industrial research efforts for 92 NE NSNs; $46 million invested to-date. 

3: Fulfilled critical B-52 TF33 engine requirements; 168 parts 

under contract, 63 re-engineered parts approved to date; collaborated with J6 SBIP to resume 

production of license-restricted parts considered cost-prohibitive by original manufacturer.

4: Conducted multi-faceted risk assessments of the DLA Nuclear 

Weapons Related Material (NWRM) program; enhanced DLA’s ability to detect, identify, and 

secure NWRM. Assessed 17 DLA Distribution and 27 DLA Disposition Services locations 

susceptible to NWRM. Tested 12 locations with zero failures detected.

5: Trained data call and analysis; secured nuclear learning 

opportunities for ~96 of DLA’s nuclear mission professionals; sought/received training 

allocations with the Air Force Nuclear College, Sandia National Laboratories and Air Force 

Nuclear Command, Control and Communications Center.

6: Supported USAF headquarters; directed Bomber Task Force 

requirements for multiple OCONUS locations; advised Air Force Global Strike Command and 

worked with MSCs on requirements and data analysis; Bomber Task Force supported at more 

than 90% material availability.

7: Represented DLA during the ICBM to Sentinel Transition 

Planning Conference; identified transition constraints for the FY 22 to FY25 schedule; gathered 

transition progress information and customer support concerns to ensure DLA readiness. 

8: Coordinated with USAF and DLA Disposition Services to 

support ICBM Deactivation, Deployment, Disposal Plan, and Deployment (D4) transition. 

Streamlined disposal actions of NE items in preparation for Sentinel ICBM fielding.

9: Established DLA-USSF Working Group (WG) Charter; focused 

on improving supply chain efforts related to the SE; synergized/codified logistics solutions in a 

performance-based agreements (PBA) between both organizations.

10: Partnered with AFGSC Bomber Task Force on new force roll 

out; coordinated with DLA Aviation and AFGSC on Warfighter readiness; provided guidance on 

the rapid, lean, and lethal movement of strategic bombers (B-1, B-52, and B-2). 

11: Served as Nuclear Material lead for Warehouse Management 

Systems (WMS) IPT; coordinated/advised on warehouse processes for DLA Distribution and 

DLA Disposition sites across 134 depots, field sites, and one AF NWRM facility. 

13. Worked with HQ and MSC stakeholders to validate Business 

Functions Requirements via test, defect solutions, critical design review to meet projected 

Distribution Standard System replacement goals supporting receipt, storage, and issue to DoD. 

(d) Outcome

Provided responsive support to the NE/SE and remained engaged with key 

stakeholders for sustainment and modernization of both legacy and emerging NE/SE systems. 

b. Line of Effort 2: Support to the Nation

(1) Objective 2.1 - Implement a deliberate, enterprise approach to WoG support.
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(a) Description

DLA leadership recognized the need, opportunities, challenges, and potential benefits that 

growth in WoG business presented. During the agency’s January 2021 Strategic Offsite, 

leadership agreed that WoG involvement warranted a qualifying framework with repeatable 

procedures to evaluate WoG business opportunities to avoid compromising Warfighter support.

(b) Background

DLA began supporting the WoG shortly after its establishment in 1961. It 

currently has agreements with over 40 federal agencies, all 50 states, 300 local partners, and 122 

international partners. In FY 21, it sold $11 billion to these customers, representing 26% of all 

agency sales. This amount was an increase from the 20% registered in both FY 2019 and 2020. 

Growth in customers and sales occurred because organizations recognized DLA’s supply chain, 

material management, distribution, and disposition services expertise.

DLA consolidated WoG support to non-U.S. military service, federal, 

state, local, and international organizations with that provided to U.S. military services, 

increasing economies of scale, improving national security, and quickening response. 

DLA’s WoG business is not without challenges as significant upfront 

costs to support WoG partnerships, i.e., IT systems, personnel requirements, and management 

could affect DLA’s obligation authority. Additionally, lack of scale in supporting specific WoG 

customer-required items may come at a cost to the agency. 

(d) Accomplishments

1: Developed an innovative financial assessment tool identifying 

costs/benefits of WoG business to ensure no negative impact on DLA Warfighter support.

2: Developed webpage/brochure of DLA “menu” of services 

providing an easy to access/use listing of DLA capabilities and services available.

(e) Outcome

Decisions made during the January 2021 DLA Strategic Offsite prompted 

WoG to rewrite the DLA WoG mission, confirm the strategy for qualifying future work, revisit 

organizational design and investment decisions, and increase the transparency of costs.

(2) Initiative: 2.1.1 – Establish a qualifying framework to vet new work.

(a) Background

A repeatable process was needed to qualify new WoG business. The 

financial benefits (price savings with no impact on obligation authority) should be clear. New 

WoG business should have a clear national need with no negative financial impact to DoD. It 

should be a strategic fit for DLA without negatively impacting Warfighter support.
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(b) Description

An enterprise-wide working group assembled with DLA Transformation 

contractor support. This group worked closely with the J3 WoG team and J8 led team to define 

focus areas and tasks associated with and parallel to the financial analysis tool being developed 

by J8. The team recommended which new business opportunities needed to be evaluated and 

presented its recommendations to the DLA governance processes. 

(c) Outcome

A new DLA Instruction, 4000.20, WoG Decision-Making Framework for 

New DLA Business, was drafted and coordinated. It is currently awaiting DLA vice director 

signature. This new DLAI provides a repeatable, qualifying framework and governance process 

to categorize potential DLA WoG support while ensuring new DLA WoG business does not 

negatively affect DLA’s Warfighter support. 

(3) Initiative 2.1.2 – Financial Analysis Tool.

(a) Background

Over the past five years, DLA has experienced increased growth in fourth 

estate; foreign military; and other federal, state, and local government sales. These non-U.S. 

service organizations are looking to leverage DLA’s supply chain, material management, 

distribution, and disposition services expertise. Given the added workload this increase entails, 

differing views emerged on what DLA should do. In July 2021, based on a congressional 

inquiry, J7 and J3 studied the feasibility of expanding a Warstopper-like program for WoG 

partners. Additionally, DLA Troop Support assessed a Veterans Affairs (VA) request for PPE 

specifically for contingency support, without inclusion of day-to-day VA PPE requirements. This 

topic was presented at the March 2022 DLA Senior Leader Offsite; DLA determined an 

individual business case assessment should be conducted before accepting new WoG business.

(b) Description

A WoG analytics team, led by DLA J8, evaluated WoG business 

opportunities to avoid compromising Warfighter support. A pre-qualification questionnaire was 

established to assess the “why” (strategic, portfolio, financial benefits) and “how” (workforce, 

information technology/systems, and supply chain impacts) considerations involved with each 

opportunity. A decision-making tool was developed to calculate a benefit-effort ratio. This tool’s 

comparison and summary functions provided valuable insight for DLA Governance boards.

(c) Outcome

The DLA vice director approved the closure of Initiative 2.1.2 in June 

2022. DLAI 4000.20 contains the new WoG business decision-making framework for qualitative 

and quantitative criteria. Lessons learned from future implementations will be integrated into 

annual reviews to improve DLA’s assessment and negotiation of new WoG business.
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(4) Initiative: 2.1.3 – Menu of Services.

(a) Background

DLA’s military customers have access to the Federal Logistics 

Information System (FLIS) where detailed information regarding the millions of items DLA 

manages are cataloged. Access to FLIS requires a DoD Common Access Card and items are 

categorized by Federal Supply Class. FLIS was therefore not accessible or usable for potential 

new DLA WoG customers. DLA required a menu of services to be readily accessible for 

potential new WoG customers or existing customers seeking additional DLA services. 

(b) Description

Representatives from DLA J/D codes and MSCs created a pamphlet with 

an overview of supplies and services available to WoG customers and contact information. 

(c) Outcome

The DLA vice director closed the initiative April 2022. A menu of 

services with a QR code is on the DLA Public Affairs Office website. Hard copies were 

distributed, along with a digital version, providing DLA account managers and the public 

visibility of DLA capabilities.

(5) Initiative 2.1.4: Assess DLA organizational structure 

(a) Background

Over the years, fourth estate, federal, state, and local customers have 

established agreements with separate DLA organizations. The U.S. Treasury G-Invoicing 

mandate, designed to improve the financial accuracy of sales between government agencies, 

requires DLA to establish general terms and agreements with WoG customers. This new 

mandate and growing requests by WoG customers for DLA capabilities and services prompted 

DLA leaders to assess how DLA was structured to respond to these growing requirements. 

(b) Description

An enterprise team interviewed MSCs and HQ WoG divisions to gain 

insight on how DLA WoG customers were managed and identify pain points with the current 

DLA WoG organization structure. Analysis of the findings determined the risks and issues 

associated with DLA systems, communications, and processes. Additionally, key tasks 

associated with implementing the new DLAI were assessed. DLA determined no reorganization 

was needed. 
125

(c) Outcome

In August 2022, a closure memorandum was staffed to the DLA vice 

director to close the initiative with no organizational structure changes. Process improvements 

tied to the initiatives 2.1.1, 2.1.2, and 2.1.3, as well as improvements by other DLA, DoD, and 

federal working groups, will alleviate many of the pain points identified. 

c. DLA Strategic Plan Line of Effort (LOE) 3, “Trusted Mission Partner”

(1) Objective 3.1: Implement customer-centric performance metrics and 

predictive problem-solving.

(a) Completed objective, initiatives, milestones and POAM development 

of Objective 3.1 and supported development of Critical Capability C2, Advanced Analytics and 

Automation. Started execution in December 2020 and will continue to completion. 

(b) Worked with national account managers and military services to 

develop, coordinate, and finalize service-unique metrics for PBA. Efforts will continue in until 

all four service PBAs contain the new metrics constructs.

(c) Represented DLA on the ODASD’s Supply Chain Metrics Group 

(SCMG), focusing on DoD Supply Chain metric performance and exploring opportunities to 

improve outcomes. Helped establish the FY 21 SCMG metric portfolio that consists of 22 

metrics reviewed each month.

(d) Served as the secretariat for the Business Performance Review, an 

internally focused review of metrics presented to DLA Director and J3.

(e) Served as functional lead on the Army Vantage Dashboard effort, 

during which DLA was responsible for identifying and providing key data elements.

(f) DLA Dashboard and Enterprise Data Warehouse (EDW): Consolidated 

the Enterprise Dashboard and the Enterprise Data Warehouse requirements into a single 

prioritized list using a weighted scoring model to determine requirement priority. The 

consolidated priority list is approved monthly at the Enterprise Operations Planning Council.

(g) Deployed 36 Enterprise Dashboard and EDW requirements in 

FY21. The most notable new capabilities include service readiness “get well” dates, service 

readiness non-mission capable systems, and open document trending.

(h) Restarted EDW back-end development of 67 open requirements with 

J6 and, as of July 21, 2021, six were being worked. Upon reviewing the dated requirements, 35 

were no longer required and removed from the list. Since March 2021, 13 additional EDW 

requirements have been added, bringing the total to 45.

(2) Objective 3.3: Provide next generation customer service.

The DLA Logistics Operations Customer Support Division is working three 

initiatives to re-engineer the end user’s experience and improve DLA’s Customer Service 

Management and Service/DLA Day processes by providing capabilities to improve customer 

service across the customer-facing enterprise.

(3) Initiative 3.3.1: Implement new Customer Service Management Tool.
126

(a) Background

The DLA Logistics Operations Customer Support Division sought to reengineer the end user’s experience by providing capabilities to improve customer service across 

the enterprise. The DLA vice director championed the Digital Business Transformation (DBX) 

initiative, and it became part of the new DLA Strategic Line of Effort 3, Trusted Mission Partner, 

in April 2021. As the Customer Relationship Management (CRM) Process Owner, the team 

partnered with DLA Information Operations team to transition the CRM Service Management 

module from the Enterprise Business System (EBS) to the ServiceNow application, which 

modernized the agency’s existing CRM capabilities and improved collaboration and 

communication with customers. 

The team managed and accomplished all key objectives, resulting in the 

delivery of five user stories (also called epics) and a minimum viable product in May 2021. The 

Customer Support Division trained more than 1,500 end users, provisioned more than 1,600 user 

accounts, and distributed nine awareness communications to internal and external customers. 

The customer support team regularly briefed DBX – Customer Service Management efforts to 

the DLA vice director and senior leaders, and regularly updated the Enterprise Operations 

Planning Council (EOPC). 

(b) Outcome

On Aug. 9, 2021, the Customer Service Management minimum viable 

product successfully transitioned from the CRM Service Management module in EBS to the 

ServiceNow application. The team planned follow on requirements for phases two and three. 

System development will transform the DLA agency customer user experience upon Fully 

Operational Capability in FY 22, leveraging enhanced self-help tools, a virtual agent, and 

artificial intelligence capabilities. DLA Logistics Operations and Information Operations teams 

will continue tracking the initiative to closure under Strategic Plan Objective 3.3 & 1.4.

(4) Initiative 3.3.2: Launch customer survey to the military services and WoG

(a) Background

Based on industry partner collected feedback from nearly 150 internal and 

external senior stakeholder interviews in October 2020, it was determined DLA needed to 

become more customer-centric. Working in collaboration with industry experts, the MSCs, and 

the J and D codes, DLA Logistics Operations coordinated a customer satisfaction survey 

targeting tactical, operational, and strategic supply chain customers. 

(b) Description

Phase One launched in May 2021, targeting the military services, and 

closed July 2021. Responses were analyzed and presented to senior leaders across the enterprise. 

Each MSC received a detailed presentation by September 2021. In parallel, the J3 Customer 

Support Division, in coordination with MSCs and the WoG Division, developed survey 
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communications and distribution plans targeting eight federal agencies for Phase Two. The same 

survey questions given to military customers were given to WoG customers. Before launch, 

DLA sought advice from Washington Headquarters Services’s Office of People Analytics. The 

Customer Support team worked with DLA Acquisition to secure and on-board a Qualtrics survey 

platform to administer the survey, collect results, and enable analysis. The Customer Support 

team created a repository for all data for Phases One and Two. The military services survey will 

be launched every spring and summer and the WoG survey each fall and winter.

(c) Outcome

This initiative allows the DLA Logistics Operations Customer Support 

team to track customer satisfaction over time and provide opportunities to improve satisfaction.

(5) Initiative 3.3.3: Assess opportunities to improve current DLA service days

(a) Background

Based on senior stakeholder interview feedback and the DLA Strategic 

Plan, DLA Logistics Operations assessed opportunities to improve service days, pilot proposed 

changes, and implement a design across the military service and WoG forums. A working group 

established an ideal service day planning and execution checklist based on feedback and senior 

leader guidance and completed the first observation during the Air Force/DLA Day in May 2021. 

The group has since adjusted the checklist with participant feedback and lessons learned. The 

group will use the checklist for Army and Navy DLA Days, both scheduled for FY 22. Similar 

improvement techniques will be repeated for future military service and WoG DLA Days.

(b) Outcome

DLA LOE 3 Strategic Plan working groups are positioning the agency as a 

capable partner accountable and focused on Warfighter support. 

d. Critical Capability B: Fiscal Stewardship

(1) Initiative

Develop high-level agreements with WoG partners to provide them goods and 

services only DLA can provide; collaborating with customers through these agreements ensures 

our they fulfill their requirements to meet our shared mission to support the nation. 

(a) Background

DLA and its WoG partners are required by the U.S. Treasury to implement 

DLA’s G-Invoicing system for interagency financial transactions. DLA and other government 

entities must establish interagency agreements (Form 7600A) and execute interagency orders 

(Form 7600B) in Treasury’s G-Invoicing system. The deadline is October 1, 2022. 
128

(b) Outcome

By working closely with customers, WoG will meet this goal by the end of 

FY 22. Fifteen overarching and/or high-level agreements have been produced between DLA and 

WoG customers including: HHS, FEMA, USFS, General Services Administration, U.S. Agency 

for International Development, DHA, and VA. DLA monitored these agreements through FY 22, 

pulsing customer satisfaction and addressing any customer issues or concerns. 

(2) Initiative

Support DLA and the Defense Security Cooperation Agency (DSCA) efforts to 

achieve an unqualified audit opinion. 

(a) Background

During FY 22, DLA J31 WoG fulfilled audit requests by our Independent 

Public Accounting (IPA) firm in furtherance of DLA’s goal of audit readiness. Additionally, 

WoG supports DSCA in its goal of audit readiness through DLA’s Implementing Agency (IA) 

capacity. DLA has two IAs: DLA Disposition Services and DLA Information Services. DLA 

Disposition Services sells excess items to FMS customers, and DLA Information Services 

provides cataloging for FMS customers. 

(b) Outcome

WoG has successfully supported DLA’s audit journey by completing all 

requests by the IPA in a timely fashion; this includes evidential matter support for agreements, 

mission assignments, and FMS sales. WoG has been heavily engaged in DSCA’s audit activities, 

providing a comprehensive Process Cycle Memorandum for FMS sales, five standard operating 

procedures for FMS financial processes, and an FMS Handbook. Additionally, DLA maintains a 

master project plan to monitor audit activities on behalf of DSCA, to include internal control 

testing and development of corrective action plans. 
129

Defense Logistics Agency

DLA Information Operations (J6) 

Fiscal Year 2022 Historical Report
130 

1. Introduction 

J6 delivers information and technology capabilities that enable the agency’s combat logistics 

support to the nation, enhancing readiness and lethality of the Warfighter now and in the future. 

This IT segment aligns to the DLA Strategic Plan, in particular Critical Capability C, DigitalBusiness Transformation (D-BX). J6 local initiatives and other significant items of interest are 

recorded here as well. 

Our vision as an organization is to employ a unified agency platform, leverage data as a strategic 

asset for advanced analytics, ensure the agency’s networks, systems, and data are protected from 

emerging and complex cyber threats, and use artificial intelligence/machine learning and 

automation to deliver uncompromised logistics support to Warfighters and the whole of 

government. 

We, the J6, are a professional team! TEAMWORK is our guiding principle that defines the

beliefs and core values in our organization. We adhere to these standards as we work together to 

support our customers through D-BX and continual modernization.

T Together we win, everyone counts.

E Excellence in all we deliver.

A Attitude – be positive in all you do and assume good intent.

M Modernize – digital-business transformation and innovation using new methods.

W Warfighter always, customer first.

O On time and on target – be part of the solution, own your actions, and meet commitments.

R Recognize, respect, and appreciate others.

K Knowledgeable – be well-informed, educated, and perceptive.

2. Organization 

a. The following were J6’s senior leaders as of September 30, 2022. 

(1) Director, DLA Information Operations: Dr. George Duchak 

(2) Deputy Director, DLA Information Operations: Ms. Karyn Runstrom 

(3) Program Executive Officer, Enterprise Applications: Mr. Adarryl Roberts 

(4) Chief Technology Officer: Ms. Kelly Morris 

(5) Chief of Staff: Ms. Roseanna Praydis 

(6) Director, DLA Cybersecurity: Mr. Linus Baker 

(7) Director, Strategic Technology and Investments: Mr. Jeff Charlesworth 

(8) Director, Customer Experience: Mr. Eric Fegley 

(9) Director, Enterprise Infrastructure Services: Mr. Dempsey Hackett

(10) Director, DLA Document Services: Mr. Richard TeBeau

(11) Chief Data and Analytics Officer: Dr. Lindsey Saul 

(12) Director, Logistics Research & Development: Mr. David Koch 
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b. General Order 02-22 was finalized July 31, 2022. 

(1) Established the Office of the Chief Data and Analytics Officer (CDAO) as 

organization J6D by realigning a portion of the Strategic Data Services (J67) organization. 

(2) Realigned the following organizations from J67 to J6D: 

(a) Analytics Center of Excellence (ACE), J67A to J6DA. 

(b) Operations Analytics (OA), J67AA to J6DAA. 

(c) Business Analytics (BA), J67AB to J6DAB. 

(d) Emerging Capabilities (EmCap), J67AC to J6DAC. 

(e) Information Governance and Compliance (IGC), J67C to J6DC. 

(f) Records and Information Management, J67CA to J6DR. 

(g) Defense Enterprise Data Standards Office (DEDSO), J67B to J6DS. 

(3) Renamed Strategic Data Services (J67) to DLA Document Services (J67). 

3. Key Personnel

The following chart lists key personnel as of September 30, 2022. 

 

TITLE NAME TENURE DATES

CIO Office (J6)

Director/Chief Information Officer George Duchak Sep 30, 2019 - present

Deputy Director Karyn Runstrom Sep 30, 2019 - present

Chief of Staff Rose Praydis Oct 26, 2020 - present

Chief Technology Officer Colleen (Kelly) 

Morris

May 9, 2021 - present

Office of Chief Data & Analytics 

Officer (J6D)

Director/Chief Data Officer Dr. Lindsey Saul Jul 18, 2021- present

Deputy Director Mr. Nelson 

Alvarez

Dec 19, 2021- present

Strategic IT Business Operations (J6T)

Director Linda VanDyke Aug 15, 2019 - Sep 30, 2021

Director Jeff Charlesworth Oct 1, 2021 - present

Deputy Director Jeff Charlesworth Aug 15, 2019 - Sep 30, 2021

Deputy Director Suzie Fairley Dec 2021 - present

Customer Experience (J6X)

Director Eric Fegley Oct 2017 - present

Deputy Director Kari Riskedahl Jun 25, 2021 - present

Cybersecurity (J61)
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Director Linus Baker Sep 2010 - present

Deputy Director Suzie Fairley Oct 2017 - Dec 2021

Deputy Director Travis Reid 

(Acting)

Dec 2021 - present

Program Executive Office, Enterprise 

Applications (J62)

Program Executive Officer (PEO) Adarryl Roberts Sep 12, 2019 - present

Deputy PEO Kenneth Fielding Jul 2012 - present

Enterprise Infrastructure Services 

(J64)

Director Dempsey Hackett Dec 2018 - present

Deputy Director Mark Jackson Mar 9, 2014 - present

Document Services (J67)

Director Richard TeBeau Jul 26, 2021 - present

Logistics Research & Development 

(J68)

Director David Koch Feb 11, 2020 - present

Deputy Director CDR Jim Zakar Jul 13, 2020 - present

4. Total Personnel

The following J6 workforce totals are current as of September 30, 2022. 

Civilian 2,280

Contractor 3,529

Military 6

5. Historical Narrative 

a. Transformational IT Capabilities 

(1) Enterprise Resource Planning (ERP) Migration transitioned EBS to a cloudbased hosting solution, and then to S4 Hanna which improved auditability, accelerated capability 

development and delivery, streamlined business processes, decreased cybersecurity 

vulnerabilities, reduced aggregated costs, simplified upgrades, and provided better innovation. 

(2) Warehouse Management System (WMS) Modernization Program 

(a) The Pilot for DLA Distribution was deployed at DLA Distribution 

Corpus Christi, Texas, with full conversion occurring July 1, 2022. 
133

(b) The Pilot for DLA Disposition Services deployed September 12, 2022 

at the Training and Operation Simulator Center (TOSC) in Battle Creek, Michigan. 

(3) Troop Support Modernization – Vendor-Contract Awarded Logistics 

(4) Customer Relationship Management (CRM) Modernization 

b. Advanced Analytics and Automation 

(1) Developed predictive capability for cash balances across DLA. 

(a) Data & Analytics Governance Board (DAGB)

(2) Enterprise and data architecture exceeded current and future advanced 

analytics and automation capability requirements.

(a) Developed new enterprise-level strategic plans for data and analytics.

(3) Evaluated current pipeline of analytics use cases continued validity; and tradeoff against new priorities generated by Lines of Efforts (LOEs) to determine future development 

roadmaps.

(a) DLA Data & Analytics (D&A) Strategy Summit March 2-3

The Office of the Chief Data & Analytics Officer (CDAO) hosted the 

Spring 2022 Data & Analytics Strategy Summit March 2-3. This virtual event brought together 

members of the enterprise data and analytics community for two days of insightful presentations 

and productive discussions on topics ranging from data governance to emergent technologies. 

Attendees from across the agency presented briefings and provided demos to highlight the 

analytical work they are doing to DLA and the Warfighter. Additionally, the summit featured 

two presentations from outside DLA. One was from the DoD Chief Digital & Artificial 

Intelligence Officer who briefed current and upcoming talent and human capital initiatives. The 

other came from the U.S. Army Combat Capabilities Development Command Aviation & 

Missile Center. This presentation illustrated an approach for data mapping and analysis.

c. Cybersecurity

(1) Cybersecurity Policy & Oversight: Cybersecurity Risk Management 

Framework (RMF) Authorization Process.

(a) Issued a new version of the DLA Risk Management Framework 

Standard Operating Procedure.

(b) Successfully processed 26 authorizations, nine Assess Only approvals, 

five decommission requests, and 40 annual reviews requests.

(c) Processed 41 Authorizing Official (AO) Risk Acceptance (AORA) 

requests, executed 16 Aged Plan of Actions and Milestones (POA&M), and provided 

recommendations to the Security Controls Assessor (SCA) and AO for final approval.
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(d) Approved 22 Moderate POA&M requests and 161 Low POA&M 

requests.

(e) Performed security control validations for 845 initial and 390 rework 

submissions in eMASS. 

(2) Mission Assurance (CPX-CYBER): Performed Joint Command Post Exercises 

(CPX) and Cyber Disruption Events.

(3) Mission Assurance (Assured Logistics Cyber Center (ALCC)): Stood up a cell 

that integrates cyber with the core logistics mission.

(4) Enhanced user awareness of cyber risk when accessing DLA network and 

endpoint resources through targeted training campaigns.

Performed a monthly exercise to educate the DLA workforce on how to identify 

and report phishing attacks, the top cyberattack vector. This included spear phishing emails to 

DLA managers, senior leaders, and specific groups using publicly available information.

(5) Defensive Cyber Operations: Continuously reinforced DLA’s cyber security 

posture with respect to focused, threat-informed operations orders and cybersecurity tasks.

(a) Completed first Measure of Effectiveness review.

(b) Matured cybersecurity detection and analysis using Splunk security 

information and event management solution, integrating additional data from Windows System 

Monitor, Recorded Futures, Amazon Web Services, and Cloud Based Internet Solution.

d. Technology Governance 

(1) Standardize Enterprise Business Capability Management utilized the IT 

Business Management Tool (ITBM) to automate and improve process along with Business 

Process Reengineering (BPR).

(2) Leveraged 4Rs (Reward, Review, Refresh, Remove) to create shared 

understanding of DLA capabilities and opportunities.

e. Trusted Mission Partner 

(1) Joint Additive Manufacturing Model Exchange (JAMMEX)

(a) Deployed Army Additive Manufacturing Digital Thread (AM DT) 

interface for AM data. The DLA Technology Data PMO worked with the Army’s Logistics 

Modernization Program (LMP) to deploy the AM DT interface with JAMMEX in August 2022. 

This interface replaced the Raptor interface, allows Army to share 3D data from their AM DT 

system, and moves the agency closer to providing a collaborative platform for the military 

departments to share 3D AM data.

(b) The Technology Data PMO enhanced the JAMMES system in August 

2022 to include a Cold Spray Module. This module provides the military departments with the 

ability to share Cold Spray Additive Manufacturing (SAM) technology in support of AM. The 
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module allows defined users to search JAMMEX for items that the Cold Spray technology to 

repair parts more efficiently. The enhancement was completed September 2022.

(c) The Technology Data PMO upgraded Drupal software, the front-end 

user interface for JAMMEX, to version 9.3.15. The upgrade was completed September 2022.

(2) Logistic Management Modernization 

Rationalization efforts began for Product Manager Web (PMW) that supported 

Troop Support (C&T). The Clothing and Textile reporting tool will utilize Qlik and SharePoint 

to meet their business requirements more efficiently and with no costs incurred. 

f. IT Strategic Business Operations 

(1) Strategic Architecture updated the DLA Capability Taxonomy (CV-2) to 

version 3.0 on Feb 17, 2022, to align with the Enterprise Business Capability Management 

processes based on input received from J-Codes, Major Subordinate Commands (MSCs), and the 

Process Owner / Process Integrator (PO/PI) community. 

(2) Upgraded the DLA Portfolio and Architecture Tools Suite (DPATS) from 

MEGA HOPEX version 3 to version 4 and installed the HOPEX 360 website. The upgrade 

improved the usability of the current DPAT environment and provided additional capabilities to 

include a direct connection to accurate, timely technology lifecycle information and an open, 

interactive website containing enterprise data.

(3) Successfully delivered quarterly releases of the DLA Technology Roadmap, a 

multi-year blueprint for updating and modernizing DLA IT technology capabilities.

(4) Partnered with DLA Disposition Services on DLA's Excess to Disposal (E2D) 

process and provided it to the Deputy Assistant Secretary of Defense for Logistics and Office of 

the DOD CIO on May 10, 2022 for inclusion in the Business Enterprise Architecture.

(5) Supported the agency through a 6% increase (50.9% in October 2021 to 

56.9% in May 2022) in a solution-level architecture documentation of DLA systems focusing on 

capabilities, data exchanges, and business processes.

(6) Updated the DLA Defense Business System Evolution map and Cloud 

Transition Roadmap, providing clear, concise, and accurate views of planned/completed system 

rationalization and cloud migration.

(7) Audit Readiness – Seven Corrective Action Plans (CAP) were completed 

(validated) and sent to the Independent Public Auditor (IPA).

6. Other Significant Accomplishments 

a. Expeditionary Mission Support 

(1) From January 30 to April 1, 2022, DLA Contingency IT Operations (CITOPS) 

deployed to Germany with DLA Rapid Deployment Team (RDT) White in support of the U.S. 

response to the Ukraine invasion. 

(2) Extended the agency’s inventory of mobile expeditionary capabilities with the 

all-new All-in-One Mobile Command Center (MCC) heavy-duty truck.
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b. COVID-19 Test Support (Enterprise Service Delivery) 

Provided IT support to DLA Distribution by setting up and maintaining DSS 

workstations, scanners, and printers for processing and distribution of COVID-19 test kits. This 

24X7 critical support ensures DLA Distribution met their mission requirements. More than 2,948 

truckloads of 636 million test kits have been shipping, from Jan 29, 2022, to present. 

c. COVID-19 Research & Development (R&D) Support 

(1) Technology Accelerator/OTA – DLA awarded two Other Transaction 

Agreements (OTAs) to address the N95 respirator shortage. 

(2) SBIP Success – FDA Approved COVID-19 Test – Small Business Innovation 

Research (SBIR) funded an R&D project that successfully obtained US Food and Drug 

Administration (FDA) Emergency Use Authorization (EAU) for its rapid COVID-19 test kit.

d. In October 2021, DLA Document Services EMS Division began ordering 

Multifunction Devices (MFDs) from the new Printing Resource Technical Network Requirement 

(PRTNR) contract. This $702 million contract is the most comprehensive contract in the long 

history of DLA Document Services and has 11 vendors. PRTNR is one of the drivers for the 

DOD’s estimated $247 million annual savings in office print equipment after full DODI 5330.03 

consolidation under DLA. This is made possible by decades of experience in the industry and the 

economy of scale only DLA can provide. DLA Document Services EMS Division worked with 

Defense Manpower Data Services (DMDC) and MFD manufactures to test new Common Access 

Card (CAC/PIV) stock. This enabled industry and the DoD to adapt quickly to current and future 

hardware and firmware to accept new cards as they are issued. 

e. J6 won two awards at the Secretary of Defense level, the “Award for Achievement in 

Ensuring Accessible Information and Communication Technology in the Workplace” and the 

“Best Mid-sized Component for the Achievement in Employment of Individuals with 

Disabilities” – the first time that DLA has won two awards in a year for this category. 

f. Industry Collider Day 

(1) To expand partnership growth, R&D held DLA’s 2nd Annual Industry 

Collider Day in September 2021. 

(2) This virtual event shattered the previous year’s benchmark with over 1,100 

participants.

g. Future of Work 

In support of the Vice Director, R&D launched two capabilities for the Future of Work 

Initiative. One was a portal for DLA Troop Support’s training academy that allows for the fast 

creation and digestion of dynamic content. This capability helped train new employees in a fully 

virtual environment. Portal and content were developed in close coordination with DLA Troop 

Support trainers. Second was a mentorship portal that matched senior, skilled mentors with eager 

mentees. 
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h. Weapon System Support (WSS) Program was rebranded as the Logistics Technology 

Research (LTR) Program to better align with the areas of research and projects underway.

i. Established DLA Azure Development Environment (DADE) to enable Artificial 

Intelligence projects on a secure cloud platform. DADE provides DLA R&D with an AZURE 

Cloud environment.

j. Defense Agencies Initiative (DAI) – Deployed full financial capability to the United 

States Marine Corps for the first implementation of DAI outside of the DoD Fourth Estate. 

Deployed time and labor capability to the Defense Finance and Accounting Service (DFAS) and 

Naval Special Warfare Command in advance of full financial capability in early FY23.

k. Enhanced collaboration tools implementation – includes SecureView and WebRTC 

enhancements. 

(1) Added the single sign on authenticated webapp to WebRTC (Real-Time 

Communication) for video teleconferencing (VTC), which gives users the ability to schedule and 

conduct their own WebRTC meetings without submitting a request.

(2) Completed the VTC installation at Regional Security Operations Center in 

Germany and added dual screen functionality at Fort Belvoir for ASOC 2.0. 

(3) Completed Joint Worldwide Intelligence Communications System (JWICS) 

VTC installation at New Cumberland that provides higher classification level communication.

(4) SecureView solution provides remote access to SIPR resources. An additional 

142 SecureView end points have been deployed as part of Tranche II. There were 64 

SecureView end points devices approved for purchase in August 2022.

l. Network support, consolidation, additions, and enhancements, including LAN 

consolidation, firewall upgrades, and circuit upgrades. 

(1) Oversaw 24/7 network operations worldwide and maintained 99.63% network 

availability. 

(2) Added the “always on” feature for Pulse Secure that allows the client to 

establish a VPN connection that is always active.

(3) Completed firewall technical refreshes at 31 sites, local area network (LAN) 

technical refreshes at 27 sites, and LAN consolidation/standardization at 26 sites.

m. Telecommunications additions, enhancements – includes VTC refreshes, SATCOM, 

and High Frequency Radio efforts. 

n. Onboarded 16 OCONUS sites to DISA Enterprise Voice over Internet Protocol 

(EVoIP).

o. Migrated two DLA sites to DISA’s Cisco Unified Communications Manager Call for 

DISA EVoIP, which will improve efficiency and voice traffic across DLA. 

p. Upgraded high frequency radios at New Cumberland, DLA HQ Agency 

Synchronization & Operations Center (ASOC), Columbus, Philadelphia, and the enterprise land 

mobile radio system to assist with DoD, civilian authorities, or uniformed services operations 

during or in response to any major disruption of communications networks due to a natural or 

manmade emergency.
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q. SATCOM and application support – implemented monitoring on 33 applications (three 

mission critical applications, seven primary business applications, and 23 mission enhancing 

applications) to improve performance status and availability status.

r. Microsoft 365 Feature Update

Teams Audio Conferencing (TAC) Pilot: TAC solution provides user flexibility in 

joining Teams meetings via a dial conference line or using their Teams client from a computer or 

mobile device (iPhone). Over 1,580 DLA customers are included in the TAC pilot with 

overwhelmingly positive feedback related to service and performance. Approval for full TAC 

implementation across the Enterprise is currently being sought from the Alignment Group. 

s. 248 terabytes (TB) of DLA Home drive data migrated to Microsoft OneDrive.

t. 180TB of DLA Organizational Share data was migrated to Microsoft Azure cloud.

u. Deployed the VMWare Boxer app for end-users to use in place of the iOS Native 

email application to address Microsoft’s end-of-life decision for Microsoft 365.

v. VDI Azure Cloud Migration 

Migrated 24,000 VDI user from Dayton and Tracy from on-premise Data Centers to the 

Microsoft Azure Cloud. Addressed network, application support, and user migration challenges 

and completed customer migrations in July 2022. 

w. Knowledge Management (J6XA KM) transitioned Knowledge Based Articles (KBAs) 

to ServiceNow and improved/expanded KBA topics to enable IT resiliency in the workforce.

(1) Between October 2021 and January 2022, J6XA KM transitioned 351 KBAs 

from the legacy Remedy system to ServiceNow, ensuring all articles were updated and 

accessible for DLA users when the ServiceNow portal went live. 

(2) J6XA KM continued to develop new KBAs in coordination with subject 

matter experts throughout J6 and the J6X Strategic Communications team (J6XA SC). These 

new KBAs aligned with important J6 initiatives and updates that affected the workforce and 

added to the self-help knowledge database that increases IT resiliency and readiness. 

x. J6X SC completed multiple major communication efforts in support of: 

(1) Boxer 

(a) J6XA SC provided communication support to J64 for the migration 

from Apple Mail and Calendar to the Boxer application. This project impacted approximately 

10,000 DLA iPhone and iPad users.

(b) Initial communications for Boxer were sent on July 23, 2021, and the 

project was concluded on January 14, 2022, when DLA ceased allowing email to be synched 

with the Apple Mail application.
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(c) Email support included a pre-migration notification, multiple followup reminders to targeted users who had not yet set up the Boxer application, supervisor 

notifications to discuss the change with their targeted employees, and a final reminder. 

(d) Several KBAs were also created, along with an announcement on DLA 

Today and a message for the DLA Executive Board. 

(2) OneDrive Migration

(a) J6XA SC provided communication support for the migration to 

OneDrive. DLA moved all personal H: drive file folders to OneDrive in the MS365 cloud.

(b) Support included writing and sending pre-migration notifications, a 

post-migration notification, a white paper, and assisting with the creation of a KBA. 

Notifications were sent to all DLA employees.

(3) DISA Enterprise Voice over Internet Protocol (EVoIP) Consolidation

(a) J6XA SC provided communication support for the DISA EVoIP 

Consolidation. To reduce costs and provide efficiencies, DISA, our Enterprise Voice Services 

EVoIP provider, has been consolidating the EVoIP infrastructure that supports DLA. 

(b) Support included writing and sending pre-migration notifications, a 

white paper, and assisting with a KBA. Notifications were sent to affected employees only.

(4) ServiceNow (SNOW)/Global Service Desk (GSD) 

(a) Under the Department’s IT Reform for the 4th Estate initiative, 

commonly used IT services are to be transferred to DISA so that agencies can focus on their 

individual missions. DLA transitioned our Tier 1 service desk support to the DISA Global 

Service Desk (GSD) on January 31, 2022. 

(b) J6XA SC provided communication support for GSD transition and the 

concurrent change in our ticketing system to the DLA ServiceNow platform. This project affects 

how DLA employees and external DLA customers request IT support as well as how J6 receives 

and manages these support requests. 

(c) An initial DLA Today announcement was posted on October 17, 2021, 

and served as a single, comprehensive location for change information throughout the project. 

(d) Communications were diverse due to the impacts to both internal J6 

staff and the workforce/customer community at large. The email messaging began on Nov 15, 

2021. It remains ongoing to support operations.

(e) In addition to email support, IT support contact information was 

updated across DLA applications and websites; multiple Town Hall presentations emphasized 

the changes; brochures, web banners, infographics and training materials were developed and 

disseminated; self-help knowledge articles were updated; and DLA computer desktop 

background images were updated with the new GSD contact information. 

(f) Throughout the project, J6XA also provided Executive Board 

messaging to ensure senior leaders were kept apprised of progress. 
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(5) Globally Federated User Domain (GFUD) 

(a) J6XA SC provided communication support to J64 for DLA’s 

transition to DISA’s Globally Federated User Domain (GFUD) for Microsoft 365 applications, 

including Outlook, Teams, SharePoint, and OneDrive. This is a DoD-required transition to 

improve identity security.

(b) Initial communications for GFUD were sent December 21, 

2021 to affected users, including 2,200 DLA employees and an additional 1,800 DoD users.

(c) Email support included a pre-migration notification, multiple 

follow up reminders to both targeted lists of users, and multiple supervisor notifications.

(d) A SharePoint site was created for the transition including 

detailed Frequently Asked Question (FAQ) responses and directions on how to save information 

prior to transition.

(e) Additional support included creating detailed briefings for 

leadership and an internal KBA.

(f) The GFUD project is ongoing.

(6) IT Reentry

(a) J6XA SC provided communication support for the workforce transition 

from maximum telework to onsite. 

(b) J6XA SC provided IT reentry tips, notifications, DLA Today 

announcements, a message for the DLA Executive Board, and updated IT instructions in support 

of the transition back to onsite work.

(7) Azure VDI Migration 

(a) J6XA SC provided communication support for the move from DLA’s 

on-premises VDI infrastructure to Microsoft’s Azure cloud capabilities. Communications 

targeted all users who connect to the DLA network using VDI as well as IT support technicians. 

(b) Initial communications to prepare the workforce for the move to Azure 

VDI were sent on May 14, 2021, and the project was concluded on May 31, 2022. 

(c) Migration email support included 2 weeks, 1 week, and 1 day out 

notifications to ensure sure targeted users tested the new Azure VDI desktop and were aware of 

changes to the login process.

(d) Several KBAs were also created, along with an announcement on DLA 

Today, Town Hall briefing slides, leadership messaging, and Business Relationship Manager 

(BRM) talking papers to ensure their MSC customers remained well informed.

y. Site Assessment Visits (SAVs). 

The purpose of the J6 IT SAV is to measure the overall effectiveness of current IT 

operations at a given site, address site leadership’s top three concerns, and to help resolve any 

new or open issues. Face-to-face interaction allows the SAV team to understand how the 

workforce uses their IT and if the current IT infrastructure and equipment (Access Points, 

Desktop equip, etc.) are optimized. The SAV team usually consists of a small team of J6 Subject 
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Matter Experts (SMEs) and lasts for 3 days. Each SAV concludes with a summary report and 

briefing to site leadership, including follow-on plans to address IT challenges and shortfalls. 

z. Throughout FY22, DLA continued to transition the Joint Worldwide Intelligence 

Communications System (JWICS) from the U.S. Army Intelligence and Security Command to 

the new Fourth Estate JWICS provider, the Defense Intelligence Agency. In Nov 2021, DLA 

JWICS users in Ft. Belvoir and Columbus transitioned accounts into the DIA-provided Common 

Operating Environment (COE). Throughout the winter and spring of FY22, DLA Installation 

Management and J6 completed the construction and accreditation of the Secure Compartmented 

Information Facility (SCIF) in Richmond and went live with JWICS in June FY22. Due to global 

supply chain issues, key network equipment delays forced us to push remaining JWICS install 

dates to January 2023.

aa. Enterprise Funds Distribution (EFD) successfully transitioned to the Defense 

Finance and Accounting System (DFAS). 

ab. Federal Logistics Information System (FLIS) North Atlantic Treaty Organization 

(NATO) Data Exchange Re-design (NDER) provided full production National Item 

Identification Number (NIIN) data to our NATO and International Partners throughout 62 

countries to support planning, procurement, order fulfillment, distribution, warehousing, 

maintenance, and disposal missions. NDER replaced the NATO Data Exchange (NADEX) 

process with a new extensible mark-up language (SML) data exchange process, and updates 

NATO cataloging system processes, workflows, and user interfaces to align with and support 

updated cataloging business needs driven by the new NDER XML data flow.

ac. The Enterprise Data Warehouse (EDW) Program is a modern, cloud-enabled, big 

data platform that provides self-service data visualizations, mobile accessible and interactive 

dashboards, enterprise-level business performance metrics, ad-hoc data discovery, historical data 

analysis, data provision to multiple DLA applications, and advanced AI/ML analytic capabilities. 

The EDW is used across DLA, the Armed Services, and DoD partners. Migration from DISA onpremises to AWS Cloud occurred February 22, 2022. 

ad. Migration of Data Lake to Cloudera Data Platform (CDP), May 30, 2022.

ae. Upgraded Qlik Sense Enterprise Application for Visualizations.

af. Advana data extracts - Provided DoD with critical business data to support Executive 

Visualizations. 

ag. The CDAO Strategic Team has played a leading role in the facilitation of the first 

two heats of the Defense Data Grand Prix. This competition, organized by the DoD Acquisition 

Innovation Research Center (AIRC), is open to teams from U.S. academic institutions who are 

tasked with solving a variety of data and analytics-related business programs. Four teams 

competed in Heat 1 this past fall and six competed in Heat 2 this spring. AIRC is a learning 

organization established in 2021 that reaches across the DoD to enable innovation and evidencebased decision making.

ah. Integrated FedMALL into Procurement Integrated Enterprise Environment Single 

Sign-On (PIEE-SSO). This transition provides a single platform for users to view FedMall and 

other Federal systems integrated with PIEE. 

ai. Implemented system configuration change in support of federal mandate to transition 

to Unique Entity Identification (UEI). 

aj. Developed and implemented four critical applications (MDO, PCARSS, CBAR, 

MOCAS closeout).
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ak. Customer Service Management (CSM) ServiceNow 

Sustained the minimum viable product (MVP) by taking advantage of ServiceNow on the 

Enterprise Platform. CSM implemented the Knowledge Management capability by creating 

Knowledge Bases for functional organizations. CSM also implemented various dashboards, to 

include a CSM Customer Satisfaction (CSAT) survey and measures meaningful Key 

Performance Indicator (KPI).

al. J62K electronically Stored Information Disclosure and Discovery (ESIDD) Program 

delivered a new electronic discovery review capability to Full Operating Capability (FOC) in 

July 2022 to support litigation requirements for the Office of the General Counsel, investigatory 

requirements for the Office of the Inspector General, Freedom of Information Act (FOIA) 

requirements for the FOIA office, and to assist Human Resources with employee misconduct 

investigations. This capability, provided by a platform called Exterro, marks the first time DLA 

has an on-premises solution for this growing challenge.

am. J62K Defense Automatic Addressing System (DAAS)

As of August 1, 2022, DAAS has processed 6.18 billion transactions in FY22 for DoD, 

federal civilian, state/local, and commercial organizations. DAAS also implemented Application 

Programming Interface (API) Gateway capability to enable data exchanges between its interface 

partners both internal and external to DLA with IOC in July 2022. DAAS permanently 

decommissioned Web Requisitioning (WEBREQ) capability in June 2022 as part its application 

rationalization efforts. DAAS supported agency IT modernization initiatives by assisting with the 

Warehouse Management System (WMS) deployment at Corpus Christi and migrating ERP to the 

cloud. DAAS received unmodified opinion for its FY22 SSAE 18 audit for the reporting period 

October 1, 2021, to June 30, 2022. 
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Defense Logistics Agency

DLA Acquisition (J7) 

Fiscal Year 2022 Historical Report
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1. Introduction

This DLA Acquisition annual historical report is a narrative summary of the events and actions 

J7 took during Fiscal Year 2022 (FY 2022). It summarizes high-level agency performance for 

the DLA enterprise and is written around J7 missions, functions, activities, and initiatives 

covered in the DLA Strategic Plan, the J7 Dynamic Operating Plan (DOP), and the J7 

Acquisition Road Map (ARM). This year’s report also details major global economic themes that 

affected acquisition and procurement, to include supply chain disruptions, inflation, and supply 

chain resiliency. 

2. Organization: 

J7 is comprised of three distinct organizational units:

a. J7 Headquarters (HQ)

J7 Headquarters is DLA’s acquisition directorate and staff element. It is responsible for 

guiding and overseeing DLA’s acquisition workforce and procurement system. It helps the J7 

director and deputy director perform their executive roles, including senior procurement 

executive (SPE), component acquisition executive, head of contracting activity, senior services 

manager, competition advocate, and enterprise business cycle owner (EBCO).

b. DLA Contracting Services Office (DCSO)

DCSO is one of two operational components of J7. It supports internal agency business 

operations through contracting capabilities. It plans, organizes, directs, and manages 

procurement and contract administration for highly-specialized electronic and communication 

services, research and development, logistics management, knowledge-based services, facility 

services, financial management services, and materials in support of DLA internal operations and 

for other federal agencies.

c. DLA Strategic Materials

DLA Strategic Materials is one of two operational components of J7. It operates the 

Defense National Stockpile and supports U.S. Government efforts to preclude dependence upon 

foreign sources or single points of failure for strategic materials in times of national emergency.

It acquires and stockpiles materials; converts and upgrades those materials to prevent 

obsolescence; develops and qualifies domestic sources; recycles strategic materials from end-oflife government items; and disposes of excess stock for operational funding.

3. Leadership

a. FY 2022 Organizational and Personnel Changes: 

(1) As a result of industry analysis and supply chain risk management, J74’s 

divisions were split, and an Industry Engagement and Analysis division (J79) was established. 
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The standup of J79 elevated Mr. Tim Stark to division chief and included hiring FTEs funded by 

the FY 2021 PBR budget process.

(2) J7 also established a contract quality “cell” under the J72 division to take a 

more comprehensive and integrated approach to issues affecting contract quality, to include 

oversight (contract quality review, agency management reviews, audit findings) and acquisition 

modernization. The cell will be led by a GS-15 and supported by two GS-14 procurement 

analysts. The team will work across J7 and the MSCs.

(3) FY 2022 saw a record number of veteran leadership retirements/movement:

(a) Mr. Ronnie Favors; administrator, Strategic Materials – Jan 2022. 

Retired. Succeeded by deputy administrator, Mr. Eric Mata.

(b) Mr. Luis Villarreal; Warstopper Program manager – Feb 2022. 

Retired. Succeeded by Ms. Sharon Croll.

(c) Ms. Lillian Gardner; director, DCSO – May 2022. Retired. Succeeded 

by DCSO-Philadelphia site lead, Mr. Joe Marquis.

(d) Ms. Roxanne Banks; J7 deputy director – Oct 2022. Departed DLA to 

serve as executive director of contracts at DCMA. Successor TBD.

(4) J7 transitioned through three chiefs of staff during FY 2022. CAPT Robert 

Keating retired January 2022. COL Chris Johnson filled the role from February to June, after 

which Col Joann Kenneally assumed the role in July.

(5) J7 gained one new O6 military officer in FY 2022. CAPT Kevin McNulty 

joined J76 as deputy division chief in Jul 2022.

b. J7 has personnel located across the United States as depicted below:

4. Key Personnel

Key J7 personnel includes the executive leadership team (director, deputy director, and chief of 

staff); HQ division chiefs; the director and site leads of DCSO; the Strategic Materials director, 

deputy director, and GS-15s; the DLA Warstopper Program manager; and the Acquisition 

Modernization program manager. Key personnel and their dates of tenure are depicted below:
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Name Current Position With SM/J7 

Since:

Matthew Beebe J7 Director (2014 to Present) 2011

Roxanne Banks J7 Deputy Director (2014 to 2022) 2014

Col Joann Kenneally J7 Chief of Staff (July 2021 to Present ) 2021

Kim Villarreal Chief, ASG (July 2018 to Present) 2007

COL Angela Wannamaker Chief, Business Office (June 2017 to Present) 2017

Charmaine Camper Chief, Workforce Development (May 2021 to Present) 2020

Kathy Hammer Wells Chief, Compliance Policy & Pricing (July 2013 to Present) 2010

Joy Mullori Chief, Operations (September 2012 to Present) 2012

Col Mike Hansen Deputy Chief, Operations (June 2020 to Present) 2020

Glenn Starks Chief, Programs (May 2009 to Present) 2007

Rusty Wells Chief, Procurement Process & Systems (June 2014 to Present) 2008

CAPT Kevin McNulty Deputy Chief, J76 (July 2022 to Present) 2019

Mickey Zayas Chief, Process Cycle Integration (August 2013 to Present) 2001

Tim Stark Chief, Industry Engagement & Analysis (May 2018 to Present) 2008

Col Scott Ekstrom Acquisition Modernization Program PM (June 2021 to Present) 2021

Sharon Croll Warstopper PM (June 2022 to Present) 2014

Joe Marquis Director, DCSO (April 2022 to Present) 2011

Mike Yacobacci DCSO-P Site Manager (July 2022 to Present) 2012

Steven Resweber DCSO-FRC Site Manager (March 2014 to Present) 2014

Eric Mata Director, DLA Strategic Materials (March 2022 to Present) 2014

Terry Leland Deputy Director, DLA Strategic Materials (June 2022 to Present) 2015

Gary Porter Director of Material Management, DLA Strategic Materials (May 

2013)

1991

Watt Lough Director of Strategic Planning and Market Research, DLA 

Strategic Materials (September 2022)

2003

5. Total Personnel:

On-Board/

Authorized HQ DCSO SM

Civilians 306/291 88/75 162/154 56/62

Active Duty Military 6 6 0 0

Active Reservists 3 3 0 0

6. J7 Culture & Climate, the Acquisition Roadmap (ARM) and Pandemic Impacts to Work 

DLA Acquisition has a robust culture & climate program through which the organization builds 

strategic plans and drives process improvement. The Denison Culture survey is the foundation of 

these efforts. The J7 Culture Climate Action team conducted a J7 culture/climate strengthweaknesses-opportunities-threat (SWOT) survey in November/December 2021, completing 73 

interviews and out-briefing J7 senior leaders. Feedback is used to refresh culture/climate action 

plans.

In addition to the DLA strategic plan, DOP, and culture & climate roadmap, J7 is guided by the 

internally developed Acquisition Roadmap (ARM). J7 first developed the ARM in 2015 to 

remind employees to maintain “deliberate focus on executing the right things, the right way, for 
147 

the right reasons.” It complements the DLA strategic plan, includes all J7-led objectives from the 

plan, and crosswalks J7 initiatives with the plan’s lines of efforts and critical capabilities. It 

includes more traditional oversight and monitoring metrics aligned to J7 missions and functions. 

J7 held quarterly ARM dashboard reviews throughout FY 2022. The dashboard, accessible to all 

J7 employees, continues to be a key management tool for J7, reinforcing ownership and 

accountability. 

As with most DLA organizations, the majority of J7 operated under maximum telework for a 

good part of FY 2022, though it began reentry in Spring 2022. While 2022 brought greater inperson presence, divisions and organizations continued to use virtual communications platforms 

such as MS Teams, webRTC, and Zoom for Government. Leadership has emphasized “presence 

with a purpose,” ensuring supervisors and teams design work schedules and collaborative 

engagements that optimize both hybrid and in-person interaction. 

7. Historical Narrative 

a. FY 2022 Enterprise Business Summary 

J7 HQ provides oversight and guidance to enable the DLA acquisition enterprise to 

operate effectively. The size and scope of that enterprise is reflected in the agency’s overall 

procurement activity, primarily contract obligations and contract actions. 

(1) Contract Obligations 

DLA ended FY 2022 at $48.2 billion in obligations, the highest obligation total 

ever. DLA Energy comprised 86% of total increased obligations from FY 2021. The other 14% 

was driven by DLA Aviation, C&E, land, subsistence, and DCSO. DLA Energy and Medical

comprised 50.7% of obligations. Hardware supply chains (Aviation, Land, Maritime) comprised

22.7% of obligations and Troop Support, 41.4% of obligations. DLA Energy and DLA Troop 

Support combined for 72.6%. Non-working capital funded actions included $4.3 billion in 

procurements for DLRs (below) and nearly $1.9 billion (not separated here) in direct support of 

the Department of Health and Human Services for COVID-19 testing.
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Supply Chain 2021 2022 % Change

DCSO $ 1,648,447,404.43 $ 1,759,926,521.73 6.8%

Aviation $ 6,295,364,975.45 $ 6,843,124,031.79 8.7%

Disposition Services $ 119,218,639.56 $ 106,230,989.14 -10.9%

Distribution $ 404,076,354.71 $ 349,992,119.23 -13.4%

Energy $ 7,799,617,165.75 $ 15,270,307,001.56 95.8%

Land $ 1,768,152,949.51 $ 2,273,472,564.05 28.6%

Maritime $ 2,082,220,311.87 $ 1,865,191,912.03 -10.4%

C&E $ 5,212,263,819.24 $ 5,937,798,367.26 13.9%

C&T $ 1,727,083,659.50 $ 1,502,480,758.03 -13.0%

IH $ 141,284,500.15 $ 762,990.71 -99.5%

Medical $ 9,517,674,153.22 $ 9,248,148,412.91 -2.8%

Subsistence $ 2,840,334,973.41 $ 3,128,710,805.02 10.2%

TOTAL $ 39,555,738,957.59 $ 48,286,146,473.46 22.1%

DLR $ 4,265,353,150.54 $ 4,334,581,621.02 1.6%

(2) Contract Actions 

Overall actions between FY 2021 and FY 2022 remained steady at 3.7 million, 

reflective of inflation’s impact on obligations. At 3.7 million actions a year, DLA averages

10,000 awards per day. The agency continues to leverage automation and standardization to

process such a high volume. Nearly 95% (including prime vendor (PV)) of obligations are filled

through long-term contracts (LTCs) and awarded in less than a day. For hardware alone (not 

including PV), 83% of obligations were fully automated (70% via LTC delivery orders with less

than one day lead time). 

(3) Supplier Base

The number of companies participating in the Defense Industrial Base (DIB) has

been declining for years, with DLA seeing a corresponding decrease in its supplier base. Unique 

companies doing business with DLA dropped from approximately 10,000 to 9,000 between FY

2021 and FY 2022. DLA contract obligations (i.e. spend) continues to be highly concentrated 

among top suppliers. Sixty-five (65%) percent of FY 2022 spend went to the top 1% of DLA 

suppliers; 35% went to the top 2-50%, and 0.04% to all remaining suppliers. The distribution is 

virtually identical when looking at small business and other-than small business entities.

(4) Small Business Achievement

DLA maintained its small business achievement, exceeding the OSD goal (39% 

against 35%) for the tenth consecutive year. FY 2022 also marked the fourth time in five years 

DLA Small Business obligations exceeded $15 billion, with nearly $9 billion (58%) attributable 
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to DLA Troop Support. With respect to socioeconomic goals, DLA exceeded its HUBZone goal 

for the second year in a row, attributable to performance in DLA Energy and DLA service 

contracts. DLA obligated 6.8% ($2.8 billion) of eligible dollars to small disadvantaged 

businesses (SDB), which was $640 million short of its goal. Increasing opportunities for SDB is 

a focus of the current presidential administration and DLA’s goal will likely be increased in FY 

2023. Increasing SDB spend will be a FY 2023 focus for J7, DLA Small Business, and MSCs. 

(5) Competition

DLA acquisitions were mostly competitive, both in terms of obligations and 

dollars, in FY 2022. The overall competition rate was 84% ($40.6 billion) for obligations and 3.5 

million (94%) for actions. The obligation competition percentage increased five percent over the 

FY 2021 rate of 78% due largely to the 23% increase in overall obligations, particularly for 

competitive-type supplies and services. In addition to increased fuel prices, the higher rate of 

competition was primarily due to reducing bridge contracts (contracts that delay competitive 

follow-on procurement) and reductions in sole-source COVID-19 support contracts (namely 

COVID-19 test kits). Sole-source procurements to original equipment manufacturers (OEMs) in 

hardware supply chains were the largest contributor to the agency’s non-competitive spend. 

(6) AbilityOne

DLA was once again among the federal government’s strongest AbilityOne 

supporters, obligating $522 million to AbilityOne suppliers for items such as special purpose 

clothing, subsistence (rice, fruit punch powder), medical headlamps, hygiene kits, and kitting 

services. Troop Support C&T had the highest obligations at $331 million. C&E, DLA Aviation, 

DCSO, Medical, and Land spent between $27-$39 million each and DLA Disposition Services, 

DLA Distribution, and the Subsistence and Maritime supply chains between $3-$9 million each. 

b. Special FY 2022 Topics 

(1) Transition of COVID-19 Support 

While FY 2020 and FY 2021 were notable for the unprecedented COVID-19 

procurement DLA provided the Department of Health and Human Services (HHS) and other 

federal agencies, FY 2022 marked a considerable drop in that support. Requirements decreased 

as the nation continued its pandemic recovery and actions coordinated through OSD’s Defense 

Assisted Acquisition declined, leading to fewer requirements for DLA. Total contribution was 

still considerable, with DLA providing almost $2 billion in obligations for HHS. 
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(2) Supply Chain Disruption and Inflation

As the nation emerged from the pandemic, 

government organizations and commercial companies 

faced new challenges from supply chain disruptions, 

many caused, in part, by the pandemic. Reports of 

vendors affected by material shortages, delivery delays, 

and rising costs were widespread but difficult to quantify. 

J3, J7 and J8 formed a cross functional working group in 

early 2022 to assess the contracting, operational, and 

financial consequences of supply chain disruptions and 

inflation. Outputs helped the agency understand inflation 

and contributed to industry decision and OSD policy. The 

effects of inflation and other cost factors varied by supply 

chain (based on a sampling of items procured in FY 2021 

and FY 2022). On average, material prices increased 9.8%. *Note: “Inflation” here is used as a 

generic term, referring to a combination of true inflation and other market conditions affecting 

price.

Contract pricing is a function of several factors, to include the availability of raw 

materials, overhead costs, supply chain costs, competition, quantity fluctuations, and vendor 

proprieties. Based on feedback from industry, it appears that inflation occurred mostly in 

material, transportation, and labor. In the case of C&T, supply chain disruption and inflation 

exacerbated existing structural industry dynamics. To alleviate pressure on vendors, DLA 

modified contracts to pay them in fifteen days, rather than the standard thirty. DLA will consider 

changes for other vendors as the agency’s cash position allows. 

Without higher-level policy for contractual relief, contracting officers and 

companies addressed rising prices. DLA contracting officers made economic price adjustments 

(which allow for price adjustment tied to an index), executed transactional buys over LTC orders 

(allowing for the vendor to charge current market prices), did not renew option periods (which 

contain previously negotiated prices), and recompeted existing contracts earlier than anticipated 

(allowing for competition based on current market prices). While the average price increase for 

the enterprise was approximately 10%, the true impact of inflation may not be seen for some 

time. DLA’s heavy use of LTCs provided some protection, as it allowed the agency to procure 

items at previously negotiated prices. Expectations related to future rises or declines have 

injected uncertainty and risk in follow-on contract pricing for both government and industry. It 

remains to be seen how suppliers will price this uncertainty into future contracts and whether 

they will be less willing to commit to LTCs in the future.

(3) Domestic Sourcing 

Within the federal procurement space, one of the enduring post-COVID-19 

lessons was the need for increased attention to domestic sources for items critical to national 

defense, to include PPE and other health related products. President Biden established the Made 

in America Office (MiAO) in the Office of Management and Budget (OMB) in 2021, 

formalizing efforts to strengthen federal procurement of American manufacturing. DLA J7 was 

heavily involved in MiAO efforts in FY 2022 because of the agency’s experience with domestic 
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sourcing for COVID and familiarity with non-availability waivers. Having been subject to the 

Berry Amendment for decades, DLA has experience with domestic sourcing requirements that 

other federal agencies do not. DLA is viewed as an experienced leader in this space and 

supported the Made in America Office throughout FY 2022. Specifically, the J73 Operations, 

through the J7 deputy director, worked with GSA and MiAO to refine the process for submitting 

MiA waivers. J73 personnel also worked with Defense Pricing and Contracting (DPC) in issuing 

Class Deviation 2022-O0004 – Requirements for Nonavailability Waiver Determinations Under 

the Buy American Statute. Heading into FY 2023, DLA is exploring supporting the MiAO in an 

industry day similar to the one it conducted in 2020 for PPE. The intent would be to bring 

together industry participants and federal agencies such as the Department of Homeland Security 

(DHS), HHS, and the Veteran’s Administration (VA) to facilitate adherence to the Infrastructure 

Investment and Jobs Act. 

(4) LOE 4 Modernize Acquisition and Supply Chain Management

J7 serves as the champion for LOE 4 in the DLA strategic plan. FY 2021 was 

about developing and initiating the four LOE 4 objectives; FY 2022 was about establishing the 

initiatives and monitoring progress. LOE 4 Objectives and OPRs are:

(a) 4.1 - Expand industry engagement to foster innovation and maximize 

value for our customers; OPR: J79

(b) 4.2 - Improve the end-to-end post-award segment to enable 

collaborative customer support, increase responsiveness, and manage costs; OPR: J74

(c) 4.3 - Develop a market intelligence capability to manage supply chain 

risk and drive best value; OPR: J79

(d) 4.4 - Enhance our acquisition capabilities to improve readiness for 

contingencies; OPR: J73

(5) FY 2022 LOE 4 highlights:

(a) 4.1

J7 established a strategic framework for suppliers with obligations greater 

than $50 million and, for 98 suppliers, strategic alliances (SSAs or SCAs). It established IPTs to 

resolve issues such as communication between DLA and suppliers, increased invoicing 

reliability, the technical aspects of post-award reporting, accuracy of supplies/orders, and 

standardizing cyber and contract regulations. J79 and IPTs created action plans for all six issues. 

In FY 2022, 75% of issues were resolved and the remaining 25% have plans to be resolved over 

the next 1-3 years (i.e. building a supplier interaction center, improving DIBBS, developing 

supply chain risk management toolsets).

(b) 4.2

Applied a structured analysis to dissect each identified focus area and used 

sub-teams to target improvements in the post-award segment; developed first-time enterprise 

metrics for quality notifications (QN) associated with product quality deficiency reports, a 
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“procurement dashboard” for tracking and reporting, new system changes including BOTS, and 

strategies to tackle the top seven challenges impacting on-time delivery. 

(c) 4.3 

Supported market sector analysis with Applied Market Intelligence in 

Defense Acquisition (AMIDA). Subsistence and DLA Aviation have completed pilots. DLA 

Energy will begin a pilot first quarter FY 2023. Established process to support supply chain risk 

management to include creation of a supplier financial risk metrics (SFRM) dashboard scheduled 

for completion the end of first quarter FY 2023.

(d) 4.4

DLA Acquisition progressed on an other-transaction agreement for 

integrated manufacturing readiness which taps into a market segment for hard-to-source parts 

that traditionally does not do business with the government. The staff communicated with the 

segment by converting two-dimensional technical data into a computer assisted design. A proof 

of concept was completed; prototyping specific parts has begun.

(6) Acquisition Modernization Plan (AMP)

DLA inaugurated its acquisition modernization program (AMP) October 2021 

with a presentation to the executive board. As part of AMP, the acquisition enterprise innovation 

council (AEIC) was established to oversee progress. The AEIC is co-chaired by J7 and J3 with 

the J7 AMP program manager as secretariat. The AEIC synchronizes on-going initiatives and 

vets prosed ones.

The AEIC held its first meeting January 2022. Its charter was signed March 2022, 

establishing it as a DLA Level II governance authority. The need to expand DLA’s ability to 

understand the supply chain led the council to adopt eight focus areas.

The AEIC combined with the business transformation (DBX) board to review 

DLA’s FY2024-2028 program budget review (PBR) initiatives. Joint AEIC and DBX sessions 

reviewed twelve budget increases worth $1.107 billion, validating each as either must fund, 

investment, or wild card. From these twelve, nine requests went forward for DLA consideration. 

Three were eliminated. 

The agency supported AMP with a $31 million budget increase. Efforts under the 

budget increase included funding for market intelligence, supply chain illumination, and 

procurement dashboard (previously call the acquisition process enabler) tools and contract 

support; no FTEs were funded. 

The AMP completed FY 2022 with establishing priorities for the DLA acquisition 

enterprise in FY 2023 and beyond. Top priorities include:
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7. J7 Lines of Business 

Lines of Business OPR

Contract Execution for the DLA Enterprise DCSO

Acquisition Workforce Management and Development J71

DLA Enterprise Acquisition Policy J72

Pricing Reviews J72

Service Contract Oversight J73

Whole of Government Support J73

Acquisition Strategy, Compliance & Oversight J73

Commercial Support to Operations J73

Government Purchase Card (GPC) Program J74

Strategic Acquisition Programs & Analyses J74

Functional Proponent for Procurement Systems J76

Contracting Audit Readiness Sustainment & Internal Control Testing J78

Military Interdepartmental Purchase Request (MIPR) Management & Oversight J78

Industrial Base Capabilities Program Management J79

Industry Engagement & Analysis J79

National Defense Stockpile Administration Strategic Materials

a. DCSO

FY 2022 marked another record year for DCSO, with contract obligations at $1.71 

billion, up from $1.6 billion in FY 2021. Overall actions for FY 2022 came in at 32,552, 

significantly down from FY 2021’s number of 63,778.

Small Business Overall: 57.46% (Goal 49%) Woman-Owned: 13.44% (Goal 3%)

Small Disadvantaged Business: 29.50% (Goal 5%) Hub Zone: 7.96% (Goal 3%)

Service-Disabled Veteran-Owned: 15.07% (Goal 5%) Competition: 81.83% (Goal 82%

Other notable metrics included 95.5% utilization of training requirements under the 

enterprise contract vehicle (a J7 DOP metric). Additionally, 90% of competitive task orders 

under J6 Enterprise Technology Services (JETS) were awarded in 85 days or less and 78% of our 

non-competitive awards under JETS were completed in under 45 days. 

Highlights from contracting activities illustrate the range of DCSO support. These 

include: an emergent requirement executed by DCSO Columbus to support defueling at the Red 

Academia Industry Partnership Supply Chain Risk Management

Business Process Re-Engineering Conduct Industry Analysis with Market Intelligence tools

Support Procurement for Public Sector (PPS) development Execute Industry Engagement Strategy

Support Enterprise Resource Planning (ERP) transition Explore Additional Areas for Automation in DLA Acquisitions

Initiate Supplier Relationship Management (SRM) 

Modernization planning Explore ML/AI for Efficiencies in Acquisition

Collaborate with Industry to increase use of Additive 

Manufacturing Expand Business Analytics 
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Hill complex in Hawaii; awarding the Defense Agencies Initiative contract as the first cost-plus 

incentive fee for JETS; awarding the R&D Small Business Innovation program to develop a 

domestic capability to recycle rare-earth elements from waste streams and industrial base scrap 

to be used as thermal barrier coating for jet engines; awarding DLA’s warehouse management 

system; awarding the enterprise resource planning (ERP) program; and awarding the shipboard 

muti-functional devices contract. 

b. J71 

The J71 provides plans, guidance, and direction to an acquisition workforce (AWF) of 

approximately 9,000 individuals. FY 2022 was a year of transition for the DoD acquisition 

workforce as the office of the undersecretary of defense for acquisition and sustainment, through 

human capital initiatives and the Defense Acquisition University, modernized the training and 

certification frameworks in place since the early 1990s. The “back to basics” redesign was 

intended to streamline the framework and re-focus resources. The new framework became 

effective February 1, 2022. For military services and DoD components, transition meant 

updating AWF-coded positions and 

informing the workforce. Coding was a joint 

effort between J1 and DLA AWF functional 

areas; J7 and other functional areas 

conducted roadshows and town halls to 

communicate the program. As of September 

26, 2022, the DLA AWF was comprised of 

8,946* positions across six functional areas. 

Back-to-basics did not change DLA’s 

number of AWF coded personnel, but it did 

redistribute positions from “career fields” to the new back-to-basics functional areas. (*Discrepancy of 

5 due to coding errors) 

Significant FY 2022 activities and accomplishments included an agency compliance rate 

of 98% for Defense Acquisition Workforce Improvement Act (DAWIA) certification and 98% 

compliance with continuous learning point currency. J7 executed over $2 million in defense 

acquisition workforce development account funds. 

J71 continued successful partnerships with the Universities of Virginia (UVA) and North 

Carolina (UNC) to provide industry-focused training to the DLA acquisition workforce. During 

FY 2022, two in-person courses at UVA trained 55 personnel. Since program inception (August 

2018), 428 personnel have attended courses at UVA or UNC. Offerings comprise one of the 

workforce training components of the AMP. J71 also piloted the “AWF Leadership Academy” 

program in FY 2022 with nine students. 

c. J72

Among significant FY 2022 activities were the completion of reports mandated by 

congress, statute, or regulation, to include the Truth-In-Negotiations Act (TINA)/Cost 

Accounting Standards (CAS) report to Congress, undefinitized contract actions, and contract 

audit follow-up and semi-annual reports to Defense Pricing and Contracting (DPC) and DoDIG, 

respectively, along with quarterly other-than certified cost and pricing data refusal to DPC. The 

Functional Area DLA Employees

PROGRAM MANAGEMENT 314

CONTRACTING 3,849

BUSINESS - FINANCIAL 

MANAGEMENT 4

LIFE CYCLE LOGISTICS 3,212

ENGINEERING & TECHNICAL 

MANAGEMENT 1,522

TEST & EVALUATION 40
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DLA Warrant program was also updated to reflect new DAU certification qualifications. The 

Warrant PM administered 103 tests and seven MSC compliance reviews. In FY 2022, J72 

released seventeen procurement letters (PROCLTRs), three deviations, and one designation 

memorandum. PROCLTRs addressed changes to small business, critical safety items, and depotlevel reparable guidance. They required five updates to the DLA master solicitation, and two to 

the DLAD.

J72 partnered with J6 in maintaining the enterprise pricing tool suite for the contracting 

community (1,500+ users) and began closing out an agreement with Defense Acquisition 

University for the DLA Pricing Class. DLA buyer attendance was ~3,700. In terms of pricing 

support, division SMEs contributed pricing expertise in various ways, to include congressional, 

media, audit, DPC responses, AMR reviews, individual acquisition reviews, and price escalation 

reviews. Workload in this area quadrupled due to inflation concerns, resulting in the 

establishment of the DLA Economic Advisory working group, and throughput of over 300 

reviews for ~250,000 data sets.

d. J73

J73 supported the J7 deputy director in her role as the agency’s senior services manager, 

conducting first-time comprehensive FY 2022 – FY 2025 annual portfolio reviews and first-time 

comprehensive review of FY 2021 MIPRs ≥$250,000. Improvements in data pulling increased 

service spend/obligation from $1.62 billion in FY 2021 to $3.24 billion in FY 2022. The MIPR 

review started with a DLA MIPR population of 989 for a value of $1.90 billion across fourteen 

activities. J73 processed eleven service requirements review boards (SRRBs) valued at $1.719 

billion. Beginning in FY 2023, SRRBs will be integrated into the PBR process.

During FY 2022, there was a push to expand use of DCMA’s risk-based quality 

surveillance approach. A month’s long teaming effort with Naval Air Warfare Center and 

Aircraft Division Engineering Support Activity overhauled quality oversight requirements for 

critical aircraft launch/recovery equipment, ensuring resources are concentrated on the riskiest 

suppliers. The effort could become the standard for all military service programs. Additionally, 

progress toward synchronizing mass contract modifications and contract close-outs allowed the 

executive steering group (ESG) to remove these as high interest items. Finally, industrial 

analysis (market intelligence) was identified as an area for collaboration.

The strategic requirements and acquisition plan (STRAP), which requires identification 

of the agency’s most critical/significant acquisition programs, was enhanced by adding 

operational risk as a criterion to align with the SPE intent. DLAD 1.6 was updated with the new 

policy and procedures. Going into FY 2023, J73 is establishing the appropriate enterprise forum 

for STRAP reporting. 

In July 2022, the COR DLA Manual (DLAM) was reissued with new policies and 

internal controls to achieve a more favorable audit position. Related policies were also published 

throughout the year, to include updated CAC issuance policy and procedures as well as related 

COR policy for Contractor Team Arrangements. J73 partnered with contracting activities to 

improve program compliance at local levels and conducted a “deep dive” into DCSO contracts. 

The COR PM also collaborated with DLA Intelligence to implement an agency-mandated 

certification course for industrial security. 

DLA’s first commercial support to operations policy was published. During Ukraine 

support operations, J73 monitored EUCOM CSO events to ensure DLA participation and cover 
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DLA equities. Over FY 2022, J73 continued monthly defense readiness reporting system 

reporting with monthly ratings, showing incremental improvements toward full implementation, 

and published a comprehensive CSO policy. 

e. J74

Managed and oversaw a GPC Program of ~$24.5 million with 355 cardholder accounts. 

Top five merchant categories: wholesale trade ($14.5 million), office services ($2.7 million), 

business expenses ($2.7 million), other ($1.8 million), and office supplies ($900,000). Overall 

compliance increased 33%; top three areas of non-compliance were DoD purchase log 

requirements, documenting receipt of items purchased, and documenting compliance with 

Section 889(a)(1)(A) of the FY 2019 NDAA.

f. J76

J76’s FY 2022 activity focused on prioritizing transformation, particularly through the 

DBX and AMP. J76 personnel continued aligning procure-to-pay requirements and activities 

during DBX events such as the GS-15/O6 offsite, a senior-leader offsite, and meetings of the 

enterprise integration council. Other significant FY 2022 activities included prioritizing changes 

to lessen negative aspects of ERP migration. The division actively engaged in enterprise 

modernization efforts such as the warehouse management system, DLA Troop Support 

modernization, and identifying candidates for procurement business process reengineering.

The team conducted three working-level discussions for the procurement for public 

sector to replace EProcurement as DLA’s contract writing system and initiated over forty subprocess deep dives with SAP to provide better understanding of DLA’s acquisition capabilities.

On the innovation front, J76 aggressively championed acquisition-related robotic process 

automation (“bots”). During FY 2022, J76 approved twelve use cases, saving approximately 

36,000 man-hours. Five more acquisition RPA use cases have been submitted, with potential 

savings of 42,000 manhours.

J76 facilitated efforts to improve compliance with DPC metrics. It established DLA’s FY 

2022 procurement data improvement and compliance plan along with reporting results on a 

quarterly/annual basis. This plan allows continual improvement of data reported by DLA 

contracting offices to the federal procurement data system, contractor performance assessment 

and reporting system, federal awardee performance and integrity information system, and 

contract opportunities in system for award management. For procurement data standard 

transmission, J76 had an 85% success rate; for CPARS on-time reporting, it averaged 95%. 

g. J78

In FY 2022, the independent public auditor (IPA) issued or reissued 89 notices of finding 

and recommendation (NFR) across the DLA general fund (GF), transaction fund (TF), and 

working capital fund (WCF). Of this total, 21 pertained to the GF, 35 to the TF, and 33 to the 

WCF. With an understanding of root causes, many which crossed DLA funds, J78 developed 65 

corrective action plans (CAPs) to remediate the 89 NFRs. CAP development and revision 

involved collaboration across business areas. The DLA audit roadmap envisions clean audit 

opinions for GF in 2025, TF in 2024, and WCF in 2028. 
157

For the 65 CAPs to remediate the 89 DLA Acquisition NFRs, 11 (17%) were completed 

by both J8 and J7 in FY 2022 to remediate 6 NFRs and partially remediate 9. Given the TF goal 

to achieve a clean audit opinion in FY 2024, the TF drove results. 

(1) PBC Audit Support Stats

Maintained 97% timeliness for 146 J7-led PBCs (and 98% timeliness on 365 

DLA PBCs where J7 was assigned). Saw 50% decrease in number of observations on J7-led 

walkthroughs (90 % decrease from FY 2020). Provided more than 240 documents in support of 

Army and DFAS audit requests. 

(2) MIPR Management and G-Invoicing

The team helped complete FY 2021 procurement-to-pay (P2P) MIPRs (generated 

5,200 transactions, $3.2 billion obligations, and $995 million receipts and 91% workflow 

velocity rate). It also led an eighteen-member cross functional SME team to develop and refine 

353 P2P G-Invoicing requirements and 1,400 user acceptance criteria for submission to internal 

DLA stakeholders and SAP ERP integration team. 

h. J79

J79 managed yet another successful year of robust and informative dialogue between 

DLA and industry, covering many of the hot topics facing DLA, the Defense Department, and 

the nation. J79 led its first in-person event since COVID-19 in June, the Triannual Industry 

Association Meeting. As the agency did in other areas, J79 leveraged virtual communications 

platforms to strengthen and maintain our relationships and interactions. 

J79 served as AbilityOne Representative (ABOR) for the agency and collaborated with 

commission staff, members of the central non-profit agencies (CNA), and the AbilityOne 

representatives from the MSCs to identify opportunities to increase program participation. The 

ABOR team also established a new five-year strategic plan focused on products.

In FY 2022, DLA continued to participate in OMB’s category management program, 

achieving over 90% spend under management and spend on best-in class contracts of over $4.5 

billion. Over 250 DLA employees were trained in category management principles through a 

newly developed DAU course. DLA was also an active in DoD’s effort to re-establish a category 

management framework. 

With the defense industrial base continuing to face supply chain challenges, the 

Warstopper program remained a key Defense Department resource. In FY 2022, the program 

began assessing if it were feasible to cover generic pharmaceuticals across all military 

requirements. Written with the Defense Health Agency, its report will estimate the cost to do so, 

as well as provide insight on the best supply chain solutions to mitigate pharmaceutical 

shortages. The report will be submitted to Congress in January 2023. 

The Warstopper program focused on mitigating industrial base vulnerabilities across all 

supply chains in FY 2022. It maintained its historical return on investment (ROI) of 7:1 and 

made $49 million in industrial investments across all DLA supply chains, including an additional 

$5.5 million over the baseline budget for unfunded requirements. The ROI for FY 2021 is $353 

million cost avoidance. FY 2022 investments included $19 million in medical readiness and $4 
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million in aging aircraft obsolescence management. Although smaller, an investment in bromine 

resin was made due to the significant production lead time of obtaining the resin for bromine 

cartridges used in water purification at sea. The program was also funded $6.5 million in rocket 

launch propellant readiness with the additional funding received. 

i. Strategic Materials (SM)

SM managed $1.25 billion of critical/strategic materials (47 materials across nine 

CONUS locations) during FY 2022.

SM continued to receive interest from the administration and Congress. The FY 2022 

Consolidated Appropriations Act appropriated $125 million to NDS for strategic and critical 

materials. As required by the FY 2022 Appropriations Act, SM submitted the 8035 Execution 

Plan to Congress, detailing critical material acquisition plans. Strategic Materials continued 

collaboration and developed interagency agreements with the military services to support a 

Strategic Energetics Reserve and a Zirconium Oxide reserve. Acquisition for these programs and 

other critical materials will move forward in FY 2023 as detailed in the 8035 Execution Plan.

SM submitted its regular report required by Congress, the FY 2021 Operations & 

Planning Report, along with data to support several other congressional reports regarding 

materials like antimony trisulfide, titanium, and NdFeb magnet block. Additionally, DLA 

Strategic Materials supported Department of Commerce Section 232 investigations on NdFeb 

magnets. Support included data mining, analyses of supply chains, analyses of defense demand, 

feedback on economic policy, and feedback on domestic capability. 

SM achieved $103.2 million in commodity sales revenue, or 96% of its projected goal. 

Revenue generated from the sale of excess stocks supports costs of the stockpile. FY 2022 sales 

contract collections (receipts) exceeded $98.8 million. The gains in award values can be 

attributed to the demand and competition for material in the spot-market.

SM achieved a major audit milestone in FY 2022, completing two CAP closure packages. 

TF-20, completeness and accuracy of SM inventory report, was submitted April 2022. A 100% 

inventory count was completed ahead of schedule in July. This wall-to-wall inventory consisted 

of 1,550 unique items weighing 38 million pounds. Only marginal variances were identified. 

CAP closure package TF-104, SFFAS 48 valuation, was also submitted. This package supports 

FY 2023 beginning balance valuation. As part of this process, the mercury valuation impediment 

was resolved, changing mercury valuation from $350 million to $0.

SM continued to recover strategic and critical materials. A germanium recovery/upgrade 

contract is expected to return ~2,800 Kg of 99.999% pure zone-refined germanium to SM 

inventory. The strategic materials recovery and reuse program, which reclaims strategic metals 

from excess government-owned turbine engine components, successfully recovered, 

demilitarized, and sorted 282,976 lbs of nickel, cobalt, and titanium. The mercury repackaging 

project at the Hawthorne, Nevada, depot has reached the 25% milestone.

Remediation on the GSA-owned portion of the Somerville Depot, New Jersey, is 

complete. A remediation action report has been drafted for the New Jersey Department of 

Environmental Protection. The project cleaned 25 acres of contaminated soil, sediment, and 

groundwater. In support of human health and the environment, a baseline industrial hygiene plan 

has been developed for Scotia, New York; Hammond, Indiana; and Hawthorne, Nevada. These 

plans will help improve the safety and health of depot workspaces. Annual safety and 

environmental inspections have been completed with no major findings.
159

Defense Logistics Agency

DLA Finance (J8) 

Fiscal Year 2022 Historical Report
160

1. Introduction

The DLA Finance (J8) Director/Chief Financial Officer (CFO) serves as the principal financial 

advisor to the DLA Director and is the primary advocate for the agency when working with the 

Office of the Under Secretary of Defense (Comptroller) (OUSD(C)) and the Office of 

Management and Budget (OMB). J8 provides leadership and guidance to facilitate Department 

of Defense (DoD) financial management requirements. DLA Finance performs the full spectrum 

of financial management services for DLA’s three funds, Defense Wide Working Capital Fund 

(DWWCF), general fund (GF), and National Defense Stockpile Transaction Fund (TF), to 

include programming, budgeting, execution, accounting, financial reporting, audit response and 

sustainment, process management, process health, financial policy, and human performance and 

strategic planning for its workforce. DLA Finance operates with integrity and accountability in a 

cost-conscious culture and maintains strong, agile relationships with its internal and external 

partners while upholding its fiduciary responsibility to the taxpayer.

a. Mission, Vision, Values

(1) DLA Finance (J8) enables DLA mission accomplishment through sound 

financial stewardship by providing financial management guidance, planning, advice, and 

analysis. 

(2) DLA Finance seeks to deliver the right solution on time, every time. 

(3) The DLA Finance (J8) values are:

(a) Integrity: honest and trustworthy, we follow through on what we 

promise

(b) Resiliency and Diversity: flexible, responsive, recoverable, and able to 

quickly adapt to changing business environments while achieving outstanding results

(c) Innovation: pioneer new ideas, devices, and methods

(d) Accountability: obligated and willing to accept responsibility

(e) Excellence: take pride in providing first-class solutions on time, every 

time.

b. Key Events

(1) DLA Finance was a key player in several agency efforts:

(a) J8 provided COVID-19 support to the Federal Emergency 

Management Agency (FEMA), Department of Health and Human Services (HHS), and other 

federal customers. As of September 30, 2022, it obligated $2,000 million and sold $2,128 

million.

(b) J8 supported United States European Command (USEUCOM) and 

provided Presidential Drawdown Authority (PDA) support to Ukraine government. 

(c) J8 participated in DLA enterprise resource planning (ERP) migration 

to cloud (M2C) testing.

(d) J8 supported the agency’s digital business transformation.
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(2) Hosted the USD (Comptroller)/Chief Financial Officer, the Honorable 

Michael McCord for a discussion on DLA’s strategic lines of effort, support to the Warfighter, 

involvement in EUCOM and COVID-19 initiatives, finance metrics, and digital business 

transformation.

(3) Coordinated DLA’s FY 2022 financial audit for all funds.

(4) DLA Finance (J88) facilitated the successful transition of the J8 robotic 

process automation program from contractor to the DLA enterprise. All operation and 

sustainment activities for 37 finance automations were transitioned.

(5) Navigated significant changes to the price of fuel. A roughly $75 per barrel 

increase from the end of FY 2021 quickly depleted DLA Energy’s obligation authority (OA). In 

addition to the Office of the Secretary of Defense (OSD) providing a graduated fuel price 

increase, Energy received over $4 billion more in OA.

(6) DLA Energy received reprogramming actions of $969 million in June and 

July, and DLA Energy received a $701 million transfer to ensure solvency for the DWWCF.

(7) DLA Finance successfully participated in user acceptance testing (UAT), 

mock testing, and production cutover validation during the ERP migration-to-cloud.

(8) Staffed and gained approval for the G-Invoicing (G-Inv) general order 

establishing J8G within DLA Finance to lead the agency’s G-Inv efforts.

c. Significant Accomplishments

(1) Managed over $53 billion OA in three funds: Defense Wide Working Capital, 

general, and Transaction.

(2) DLA Finance (J88) and a contract partner expanded a Fund 11 business 

intelligence development to include Fund 12 and Fund 28 budgets in DLA Qlik. It also provided 

FY 2020, FY 2021, and FY 2022 data sets to ADVANA (DoD centralized data and analytics 

platform that provides DoD users with common business data, decision support analytics and 

data tools) for service reconciliation. DLA submitted its FY 2023 PB Fund-12 exhibit 

demonstrating anticipated customer orders matched customer budget submissions.

(3) DLA Energy paid an historically low interest on late vendor payments, with 

sixteen straight months under $27 per million disbursed and an FY 22 average of $5.23 per 

million.

(4) J8 leveraged technology in a virtual environment to maintain employee 

engagement.

(5) After analysis and coordination with MSC Comptrollers, DLA Finance 

successfully adjusted its information technology allocation methodology to allocate costs 

accurately across the enterprise.

(6) DLA Finance successfully transferred unliquidated obligation (ULO) 

management from J7 to J8. It updated policy/process documents to permit effective management 

of this program. It re-baselined action plans to adhere to audit roadmap timelines.

(7) The National Defense Stockpile (NDS) program received $125 million in FY 

2022 (P.L. 117-103), intended to last through FY 2024. This is the first appropriation received 

since the NDS program moved from General Services Administration (GSA) to DoD in 1988. To 

execute it, J8 established the requisite hierarchy in EBS. Additionally, DLA coordinated with 

OUSD(A&S) to request funds in response to Executive Order 14017, “America’s Supply 

Chains.” The president’s FY 2023 budget included $253.5 million in direct funding for the NDS.
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(8) J8 collaborated with military services to execute a $10 million, 

congressionally mandated Maternity Uniform Pilot Program.

(9) Good receipt (GR) posting (MIGO transaction code) robot was enhanced to 

upload the Proof of Delivery (POD) along with the GR to the Purchase Order (PO), saving 

approximately 234 hours of work per year.

(10) J8 completed the process map for DLA Land & Maritime demand process to 

include Acquisition, J8, Legal Counsel, and Defense Finance and Accounting Service (DFAS) 

processes and began making recommendations for improvement.

(11) During the Program Budget Review (PBR) 24, DLA Finance established 

funding for a permanent General Terms & Conditions (GT&C) Center of Excellence (CoE) 

staffed by nine civilians plus contractors. The CoE is to coordinate the thousands of GT&Cs 

needed between DLA and its trading partners. The GT&C COE is fully staffed and operational 

as of February 2022.

(12) DLA Finance awarded a GT&C tool contract with ServiceNow January 15, 

2022.

(13) The J8 risk management team continued the evaluation phase of the DLA 

risk management program. It initiated Activity #2, inventory internal control documentation, for 

a current state assessment for each J8 assessable and sub-assessable unit. The assessment is to 

obtain an understanding of the key supporting documentation related to each J8 assessable unit.

(14) DLA Finance implemented Qlik visualization to reduce manual processes 

and workload and standardize reports throughout the agency. The daily funds application tracks 

funds within DLA. It provides a complete view of the DLA’s funds consumption and availability 

within each activity groups and allows one to see funds received from OUSD(C) with the 

breakdown of the amount issued to DLA activity group. The DWWCF Cash Balance application, 

built on ADVANA, allows leadership to view monthly actuals and projected cash balances 

within each DWWCF activity groups. 

Partnering with J6’s Analytics Center of Excellence (ACE), DLA Finance has 

been developing a formal statistical cash model that forecasts how changes in OA, demand, 

inventory levels, material availability, fuel costs, operating costs (labor and non-labor), and other 

variables will affect DWWCF cash balance. The ACE team delivered a minimum viable product 

that meets or exceeds the accuracy thresholds required.
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2. Organization 

a. Organization Structure Chart

b. Explanation of Organizational Changes 

General Order No. 06-22 DLA Finance (J8) established the DLA Government-Invoicing 

(G-Invoicing) Division (J8G); renamed Audit Response Branch (J892) to Audit Coordination 

and Liaison Branch; renamed DLA Finance Troop Support Clothing & Textile (C&T)/Industrial 

Hardware (IH) Division to C&T Division; transitioned ULO Management program from DLA 

Acquisition (J78) P2P Military Interdepartmental Purchase Request (MIPR) Project Management 

Office (PMO) to DLA Enterprise Financial Operations Division (J86); updated Mission and 

Functions for DLA Finance Energy and Financial Improvement and Audit Remediation (FIAR) 

Division (J89); and disestablished the Audit Task Force (ATF) and realigns personnel to the 

FIAR Division (J89).

3. Key Personnel

a. Key Personnel

The DLA Finance (J8) organization was headed by two Senior Executive Service 

officials: Mr. J. Arthur Hagler (July 21, 2019 – Present) and Mr. Shawn Lennon (June 5, 2022 –

Present). These executives led an organization that (1) serves as lead on all DLA financial 

management matters, (2) maintains effective financial management and control for the DLA 
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enterprise, (3) assures DLA compliance with federal financial management laws and regulations 

and DoD financial regulations, (4) assures the availability of budgetary resources necessary to 

perform DLA’s mission, (5) assures that agency funds are managed and controlled in accordance 

with federal laws and regulations and DoD financial regulations, (6) assures DLA’s three agency 

financial reports are produced, (7) directs the administration of agency financial functions: 

management, operations, reporting, and compliance, (8) acts as the agency’s financial 

management process owner, assuring that financial systems and processes are effective, efficient, 

and compliant with federal laws and regulations and DoD financial regulations, (9) determines 

financial mission resource requirements and efficient allocation of resources, and (10) manages 

and administers OMB Circular A-136 requirements for financial reporting.

b. Changes

There were leadership changes in several positions. Mr. Shawn Lennon joined DLA (J8) 

as the Deputy Director, CFO. Ms. Jula Jefferson was selected as the Director HQ Operational 

Accounting Division (J81). Mr. Joe Wilburn was selected as Director Business Financial 

Operations & Analysis Division (J83). Mr. Jason Buys was selected as the Comptroller DLA 

Aviation (J8R).

4. Total Personnel

DLA Finance has workforce across the continental United States (CONUS) with an authorized 

end strength of 750 positions. At the end of September 2022, DLA Finance had 693 employees 

on-board with a total of 681 FTEs and 230 contractor FTEs.

5. Historical Narrative 

a. LOE 1: Warfighter Always

(1) Objective 1.1: Improve end-to-end readiness and cost-effectiveness in support 

of Combatant Commander Campaign Plans and Integrated Contingency Plans 

(a) As of September 30, 2022, DLA provided $212 million in support for 

Ukraine and European Command (EUCOM) operations. This figure includes DLA sales, supply 

chain support costs (includes FTE hours), and temporary duty (TDY) costs. The agency provided 

$205.1 million total support for sales associated with Ukraine and EUCOM operations. It 

obligated $255.1 million for support requested for Ukraine and EUCOM operations.

b. LOE 2: Support to the Nation

(1) Objective 2.1: Implement a deliberate, enterprise-wide approach to Whole of 

Government

(a) DLA Troop Support sales for COVID-19 were $2.128 billion through 

September 2022. Most revenue came from HHS for items in the Medical supply chain, with 

COVID-19 test kits the biggest expenditure. DLA Finance ensured contract authority was 
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available and reimbursements were collected. Along with DLA Troop Support, it tracked, 

analyzed, and reported for both internal and external entities.

(b) DLA Finance addressed funding methods and advised on the receipt of 

inbound documents with Subsistence supply chain experts to provide water to Joint Base PearlHarbor Hickman customers after a fuel contaminate their regular supply.

c. LOE 3: Trusted Mission Partner

(1) Objective 3.2: Provide greater financial transparency to customers 

(a) As part of DLA’s effort to cultivate financial transparency, DLA 

Finance implemented a pilot to see if the information technology (IT) financial tools utilized by 

the agency could meet the military services’ financial transparency requirements. Using DLA 

Distribution’s Financial Web tool as baseline, DLA Finance and DLA Distribution trained Army, 

Navy, and Air Force customers on research and download transactional data. 

In response to the feedback, DLA Finance informed customers of 

operating costs, inflation impacts, materiel prices, and cost recovery rates. The staff briefed at 

biannual service days, giving customers the opportunity to engage on financial topics relevant to 

their needs. DLA Finance supplemented these briefings with material on DLA operating costs, 

how DLA standard fuel prices are established, and how DLA budgets and builds rates. 

(b) As of September 23, 2022, DLA Finance (J89) facilitated audits for 

TF, GF, and DWWCF. DLA responded to the IPA’s 1,912 requests with 98% timeliness. In 

March 2022, it accelerated audit roadmaps for all three funds. Corrective action plans will 

produce unmodified opinions in FY 2024 for TF, FY2025 for GF, and FY 2028 for DWWCF. 

(c) The CFO and Deputy CFO gave extremely valuable guidance for 

Programming, Planning, Budget and Execution (PPBE). The staff made maximum use of the 

budget increase requests, continuous process improvement (CPI), contract reviews, and the PBR 

processes. For this cycle, 44 budget increase requests were submitted and 21 approved.

(d) In order to support customer readiness, DLA needs to forecast how 

changes in OA, demand, inventory levels, material availability, fuel costs, operating costs (labor 

and non-labor), and other variables affect its cash balance. The agency currently forecasts using a 

bottom-up methodology that relies on submissions from field activities. Partnering with J6’s 

Analytics Center of Excellence (ACE), DLA Finance has been developing a statistical cash 

model to supplement and possibly replace the bottom-up method. Despite turnover and urgent 

Eastern European missions, the ACE team has delivered a minimum viable product that exceeds 

the accuracy threshold. It expects to achieve initial operating capability by August. From that 

point, J8 will fine tune the model, improve its “what-if” capabilities, and evaluate it for live data.

(e) DLA Finance (J88) successfully coordinated with J6’s M2C Project 

Team to conduct UAT, mock testing, and production cutover validation during DLA’s EBS 

cloud migration. A total of 158 Finance EBS users/testers from J8 (Head Quarters and MSCs) 

and DFAS participated in three releases over six months (August 2021 – February 2022). 

d. LOE 4: Modernized Acquisition and Supply Chain Management

(1) Objective 4.2: Improve the end-to-end post-award segment to enable 

collaborative customer support, increase responsiveness, and manage costs
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(a) DLA HQ Accounting Operations worked with the MSC Financial & 

Accounting Analysis (F&AA) organizations, DFAS, and OUSD to improve financial metrics 

while laying the groundwork for improved financial reporting. The most notable achievements 

were realized in the O2C business cycle, where DLA reduced AR by 17%, largely by driving AR 

balances greater than two years old down by 82%. Reductions of 15% in balances less than 30 

days old, coupled with a 13% reduction in balances 31-60 days old, also contributed to the 

overall reduction. Reductions in aged AR improved the fidelity of DLA’s financial reporting, as 

smaller percentages of uncollected receivables decreased “cannot collect” payments. 

(b) In addition to reductions in aged balances, the O2C business cycle 

implemented DLA’s first ever Federal Allowance for Doubtful Accounts. This milestone 

represented another step toward Generally Accepted Accounting Principles (GAAP) compliance, 

increasing both auditability and fidelity. In other business cycles, P2P realized an AP balance 

decrease of 5%, paced by a 57% reduction in aged balances 31-60 days old, and complemented 

by a 21% reduction in balances between 181 days and one year old. Partnerships with DFAS, 

HQ accounting, and the MSCs continued to ensure focused efforts to reduce aged balances. 

Furthermore, aged AR and AP reduction targets were established for each MSC. 

(c) Meanwhile, the Plan to Stock (P2S) cycle had DLA accountants from 

the Headquarters and MSCs supporting the fielding of the Warehouse Management System 

(WMS): new software suite that will subsume DLA’s inventory management system. Through 

use-case testing, accountants highlighted GAAP inconsistencies that can be resolved prior to full 

operational fielding of the system. In conjunction with testing, the P2S team requested OUSD 

adjudicate inconsistencies in how accounting and logistics operations define “excess, obsolete 

and unserviceable (EOU)” inventory. Resolving this issue will align future reporting. 

(d) Within the Fund Balance with Treasury (FBWT) business cycle, DLA 

worked with OUSD(C) and DFAS to resolve a beginning balance assertion. Additionally, DLA 

successfully met the 1% goal for unmatched/undistributed transactions for GF and TF outlined in 

the OUSD memo. Lastly, Acquire to Retire (A2R) successfully implemented an OUSD mandate 

that led to the transfer of 8,092 Real Property assets with a net book value of $2.14 billion, and 

reconciled 7 aged GF projects which led to the correct posting of $180.54 million. 

(e) DLA Finance’s P2P team demonstrated to OUSD(C) that its new 

program for tracking internal budgetary improvements, Dormant Account Review-Quarterly 

(DAR-Q), would result in a majority of false positives for DLA if implemented without 

modification. DAR-Q records are defined as dormant when they have no modifications or 

adjustments for 90 days. However, many of items DLA purchases have no activity for 90 days 

because they are 1) not in stock while DLA solicits bids (administrative lead time, or ALT) or 2) 

being manufactured by the vendor (production lead time, or PLT). DLA sampled 94,000 records 

with combined sales in excess of $2.28 billion for OUSD(C). Of these records, 50% of the 

transactions and 56% of the dollar value were for items clearly within their ALT and/or PLT. 

This finding prompted OUSD to reconsider its criteria, which has potential DoD-wide benefit.

(f) J8 conducted DAR-Q for the first three quarters of FY 22 (quarter four 

pending availability). The population included undelivered orders and unfilled customer orders. 

A total of 28,239 dormant transactions were reviewed, totaling $749.72 billion. The average 

value of each transaction was $26,549.21. The average length of dormancy was 408 days.
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e. LOE 5: Future of Work

(1) Objective 5.3: Build skillsets of the future

(a) J8’s Human Capital Office (J8H) educated new employees through its 

onboarding program. J8H facilitated training, including the Introduction to DLA Finance J8 

Organization and Environment course and courses on core job processes performed in EBS. 

DLA Finance required each employee have an individual development plan (IDP).

DLA Finance required that all employees obtain DoD FM certification or 

use other OUSD(C)-approved certificate, with 100% of staff certified within the required 

timeframe. DLA Finance also continued a mentor/protégé program, providing finance leaders 

enhanced competency, building collective knowledge, aiding recruitment, strengthening 

retention, fostering a cost-effective learning environment, and promoting inclusive management 

practices. DLA Finance continued the Fresh Focus Group to share knowledge and innovate 

resources for initiatives such as professional development, networking, and personnel retention. 
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Defense Logistics Agency

DLA Joint Reserve Force (J9) 

Fiscal Year 2022 Historical Report
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1. Introduction

The Defense Logistics Agency Joint Reserve Force (J9) accomplishments in FY 2022 

demonstrate just how critical reservists are to DLA. J9’s achievements can be credited to 

flexibility, adaptability, and joint integration. Working together across services and in 

conjunction with our civilian partners meant skilled, trained, and ready personnel contributed to 

the agency’s most important missions. 

Joint Reserve Force missions for FY 2022 included OCONUS deployments to EUCOM and 

CENTCOM areas of operation, support to the Agency Synchronization Operations Center 

(ASOC) during the Afghanistan withdrawal, COVID-19 vaccine support, exercises such as 

QLLEX and COREX, bulk fuel and Alaskan pipeline operations, and steady-state operations. 

The J9 was crucial to addressing emerging requirements around the globe. Reservists worked in 

every DLA Major Subordinate Command to ensure uninterrupted logistics support to the 

Warfighter. Under the direction of RADM Grafton Chase, J9 reaffirmed its place as an integral 

component of DLA. 

2. Organization

The Joint Reserve Force (JRF) is a two-star directorate led by a Navy rear admiral (upper half) 

and supported by a full-time staff of DoD civilians and Army and Navy active-duty service 

members. Under the director and deputy director are three divisions – J91 (personnel), J93/7 

(operations, training, and readiness), and J95/8 (joint plans, policy, and finance) – and special 

staff (special assistant to the director, public affairs, and judge advocate general). Reserve joint 

directorate chiefs (JDCs) serve as liaisons with Major Subordinate Commands and the DLA J3. 

They are located within their components but report to the J9 director. For FY 2022, the joint 

reserve force had JDCs with DLA Logistics Operations, DLA Aviation, DLA Disposition 

Services, DLA Distribution, DLA Energy, DLA Land & Maritime, and DLA Troop Support. 

3. Total Personnel: 

 Authorized Funded Billets 

 Navy Reserve 326 

 Army Reserve 196 

 Air Force Reserve 127 

 Marine Corps Reserve 14 

 Total 663 

 

Full-time Staff 

Full-time Civilians 7 

 Navy Full-time Personnel 4 

 Army Full-time Personnel 12 

 Total 23 
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4. Historical Narrative

a. Overview

The Joint Reserve Force provides DLA with trained and deployment-ready reservists for 

contingency operations and mission support and delivers responsive capability and capacity in 

response to operational, surge, exercise, humanitarian, and planning requirements. In FY 2022, 

the JRF accomplished these tasks through worldwide operational support to DLA, OCONUS 

individual mobilizations, mission support to supply chains, support to regional commands, joint 

exercise and Defense Security Cooperation Agency (DSCA) support, and ASOC manning.

Throughout FY 2022, the JRF maintained readiness and continued operations under 

COVID-19. Key efforts included baselining force design, standardizing training, mission support, 

exercise engagements, and culture. Overall, the billet fill rate held steady at 89%, medical 

readiness met the DoD goal of 85%, and dental readiness exceeded the goal at 92%.

Key initiatives included assessing operational plans and current capability. Current status 

was defined through the DLA JRF general order and shortfalls addressed through the force 

modernization process. Additionally, the JRF implemented information technology initiatives for 

business process optimization such as the Globally Federated User Domain, Share-Point, and 

process mapping.

Our key milestone was the JRF Annual Leadership Review held June 10-12 at DLA 

Headquarters Fort Belvoir, VA. This in-person event brought together over 50 senior leaders from 

across the JRF to discuss the strategic way-ahead, training, and readiness. Highlights were 

opening comments by Mr. Brad Bunn (DLA vice director) and CSM Tomeka O’Neal (DLA 

senior enlisted advisor), a discussion with RADM Doug Noble (DLA J3) on current operational 

efforts, a presentation by Dr. Colin Williams titled “The History of Great Power Competition in 

Europe,” and a conversation with the Detachment 7 Commander, Col Coltrin, on leading the Air 

Force Individual Mobilization Augmentee program. Additionally, there was a no-host social with 

VADM Michelle C. Skubic (DLA director) and CSM O’Neal. The next wo days focused on 

leadership ethics, technological initiatives, and training. MG Tripp Bowles (incoming JRF 

director) joined us for several of our JDC briefings. Overall, this event postured JRF leadership 

for success in FY23 and beyond. 

b. DLA JRF Aviation

Under the direction of COL Robert Sulier, JRF Aviation continued working in 

collaboration with DLA directorates to establish better organizational integration. Alignment 

with mission and operational support remains a priority. JRF Aviation has 35 authorized billets. 

Current manning is 97%. JRF Aviation drilled in an all-virtual battle assembly (VBA) 

environment from October 2020 through April 2022 due to the COVID-19 pandemic. JRF 

Aviation began onsite battle assembly (OBA) in May 2022. The unit demonstrated adaptability 

in “strategic positioning” as a “joint reserve force” to maintain operational support and 

reintegrate quickly during our OBAs.

In FY 2022, JRF Aviation had a mission-oriented focus under the customer operations 

and supplier operations directorates with supporting divisions. JRF Aviation personnel identified 

an area for improvement in alignment under DLA Aviation’s audit, process compliance and risk 
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management directorate. Following identification, JRF Aviation created the Audit Readiness, 

Process Compliance and Risk Management (ARPC&RM) Division.

Within Customer Operations (CO) Division, JRF service members focused operational 

support on backorder drivers and aged backorder listings. Service members researched 260 

national item identification numbers (NIIN) associated with systems for DLA Aviation Fusion 

OPS and major weapons systems associated with CH47/H60/KC-130/F-18/B-2 airframes that 

identified over 1,448 customer backorders with 20,120 unfilled quantities. The total value of 

backorders exceeds $9,522,489. 

Service members assigned to the Supplier Operations (SO) Division researched over 250 

vendors to determine their status. Additional research informed the division’s decision-making 

and identified impacts of the COVID-19 pandemic on supply chains. Over the year, the JRF 

updated post-award requests to account for delinquent accounts, saving over 100 hours for our 

full-time counterparts.

The ARPC&RM Division provided support through multiple projects, saving over 400 

hours for our full-time counterparts. JRF Aviation service members established a clear mission 

objective to achieve and maintain stewardship through audit readiness and sustainment, process 

compliance, efficiency and audit integrity inclusive of all DLA business cycles and system 

interfaces. 

Additionally, the JRF team helped update the Aviation Compliance and Surveillance 

Inventory List, which consolidated key information from Ernst and Young’s (EY) Notice of 

Findings & Recommendations (NFRs), NFR Letters, EY’s NFR Tracker, and DLA’s corrective 

action plans (CAPs). The team continually reviewed the issuances workbook to update the 

document. This document enables the Aviation Audit, Process Compliance & Risk Management 

directorate to identify new and expired issuances with information such as organization/office, 

issuance type, publication date, future expiration date, procedural writer, and policy manager. 

The JRF Aviation Cultural Committee continued collaborative discussions at every battle 

assembly. Following the strategy developed by the JTL and SEL, the Dennison Survey was 

released to service members. Following receipt of results, JRF Aviation established a culture 

action board to evaluate the results and identify areas of improvement, establishing actionable 

ways forward that focused on mission integration, improved communication, and clear goals for 

annual training objectives.

Throughout the year, JRF Aviation recognized individual service member achievements. 

The unit also hosted two retirement ceremonies while following all pandemic protocols. Both 

events utilized video streaming, establishing a new precedence for event accessibility.

c. DLA JRF Disposition Services

In July, DLA Disposition Services hosted the largest contingency operations readiness 

exercise to-date. COREX is the annual expeditionary exercise that simulates standing-up a new 

DLA Disposition Services site in an austere environment. 

In addition to COREX 22, DLA Disposition Services supported exercises in the INDOPACOM area of responsibility, contributing personnel to PACIFIC SENTRY 22 at Camp Smith, 

Hawaii, and Combined Command Post Training at Camp Humphreys, South Korea. 

Team members from the DLA Disposition Services JRF deployed to Afghanistan to retire 

or destroy property in preparation for the withdrawal of American forces. Closer to home, the 
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team led several re-warehousing projects. Some JRF personnel had to move this year due to the 

closure of Hill AFB site. 

d. DLA JRF Distribution 

The DLA Distribution JRF continued to serve as a force multiplier for critical DLA 

missions and key component of DLA Distribution’s expeditionary support capability. DLA 

Distribution accessed JRF resources through mobilization orders, active-duty operational support 

(ADOS) orders, and annual training (AT) and active duty for training (ADT). Throughout FY 22, 

DLA Distribution mobilized 17 JRF members in support of DLA missions, including DLA 

Support Team membership and CENTCOM Deployment Distribution Operations Center 

(CDDOC). 

JRF members from EDSU Norfolk, EDSU Susquehanna, the Army Reserve Element 

(ARE), and non-organic personnel also executed orders in support of DLA operations in Kuwait, 

Djibouti, Qatar, Germany, Poland, and Italy. 

Additionally, nine JRF members supported exercises throughout the year utilizing AT 

and ADT funds, including Keen Edge 22, CCPT 22-1, CCPT 22-2, and COREX, located in 

Hawaii, Korea, and FT Custer, respectively. Furthermore, JRF members manned the Hurricane 

Support Team with seven personnel from the Navy, Army, and Air Force, in Red River, Texas; 

New Cumberland, Pennsylvania; and Norfolk, Virginia.

DLA Distribution JRF members accomplished numerous missions in FY 2022. The DLA 

Distribution Norfolk Material Processing Center (MPC) was supported by 51 JRF members for 

1,563 man-days. Personnel were requested for Norfolk’s mission-essential operations in support 

of the MPC and a critical medical mission. Depots in Japan were supported by 11 JRF members 

in Sasebo, Okinawa, and Yokosuka for 1,332 man-days. Personnel were filled active-duty gaps 

in Sasebo and Okinawa. Their duties included receiving, stowing, processing, and coordinating 

Navy shipments, including high-priority mission critical parts to units afloat throughout the 

INDO-PACOM region. Additionally, a Navy Reserve yeoman backfilled a critical administrative 

billet for several months at DLA Distribution Yokosuka. DLA Distribution Pearl Harbor, 

Hawaii, was supported by 17 JRF members for 4,506 man-days. The JRF team supported DLA’s 

wholesale and retail operations, providing critical manning for the FY 2023 wall-to-wall 

inventory, end of year closeouts, and Pearl Harbor bulk operations. JRF members also supported 

the bi-annual RIMPAC exercise during the summer. DLA Distribution Red River, Texas, was 

supported by 28 JRF members for 1,110 man-days. The JRF members supported re-warehousing 

(with an initial focus on track accountability) and Care of Stock in Storage (COSIS) inspections. 

DLA Distribution Sigonella was supported by 14 JRF members for 174 man-days. JRF support 

was urgently requested due to the surge of requirements resulting from exercises in theater and a 

significant increase in Naval presence in the AOR due to the war in Ukraine. DLA Distribution 

Tobyhanna, Pennsylvania, was supported by 44 JRF members for 527 man-days. The JRF was 

brought onboard to perform kind, count, and condition (KCC), MHE operations, consolidation, 

re-warehousing, and preservation, packaging, and packing and marking (PPP&M).

e. DLA JRF Energy

During Fiscal Year 2022, DLA JRF Energy completed eight in-person assemblies at Fort 

Belvoir, Virginia. Returning to in-person drills allowed Army personnel to complete three 
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diagnostic ACFTs and a Navy personnel a fitness test. LCDR Bender recognized Navy Personnel 

with awards for contributions to hurricane support operations. The majority of DLA JRF Energy 

support went to the Operations HQ at Fort Belvoir, VA. However, LNO support to the 

CENTCOM AOR, real world mission support for Eielson Supply chain in Alaska and exercises 

support like Pacific Sentry, QLLEX, CCPT 22-1, Keen Edge, and Ulchi Freedom Guardian, 

were also covered to support MSCs and Combatant Commanders. 

In 2022 DLA Energy JRF accomplished the following: 

(1) Tradewinds 2022 (TW 22) is an annual U.S. Southern Command 

(USSOUTHCOM) sponsored combined and joint exercise focused on building the capacity of 

U.S. forces and nations in the Caribbean to respond better to ground, air, sea, and cyber domain 

security threats. The multinational exercise took place in Belize and Mexico from May 7-20 

2022. This exercise provided participating nations opportunities for joint, combined, and 

interagency training. More than 1,800 personnel from the United States and 21 partner nations 

participated in this 37th iteration of the exercise. DLA Energy supported TW 22 with ground fuel 

(8K gal diesel fuel contract) as well as assisted with exercise fuel planning to include 

USN/USCG vessel fueling at various Mexico ports.

(2) The DLA JRF Energy Americas East (AME) team participated in the 

Quartermaster Liquid Logistics Exercise 2022 (QLLEX-22) between June 14-22, 2022, enabling 

USAR fuel handlers, transporters, and laboratory specialists to train wartime skills and acquire 

experience with petroleum. QLLEX units executed real-world fuel delivery missions throughout 

the CONUS using military fuel tankers to transport bulk petroleum to DLA Energy customers. 

(3) On November 2, 2021, the Texas Legislature honored SSG Calvin Williams 

(DLA JRF Energy - Americas East) by for his efforts during Hurricane Ida. This category 4 

hurricane made landfall in Louisiana August 29, 2021, and caused over $65 billion in damage. 

Texas State Representative Mr. Jacey Jetton introduced House Resolution #140, “Commending 

U.S. Army Reserve Staff Sergeant Calvin Williams for his service with Defense Logistics 

Agency Task Force Americas during Hurricane Ida response efforts.” An award ceremony for 

SSG Williams was conducted at State Representative Jetton’s office in downtown Houston, 

Texas. Leadership from the DLA Energy Americas HQs Staff and Americas East Region 

attended. 

(4) One service member supported the Combined Command Post Training 

(CCPT) 22-1 Exercise. CCPT 22-1, conducted April 11-29, 2022, is a biennial, bilateral, U.S. 

Forces Korea and command-forces command post exercise. It featured multi-echelon planning 

and execution in defense of the Republic of Korea (ROK). Its ensured upper-echelon HQs could 

plan and conduct an effective defense of the ROK; built ally warfighting capability; and 

enhanced interoperability. Total participation was ~17,000; the event was first conducted in 

1953. The service member supported the DLA Energy Korea by performing LNO duties at 

Camp Walker, ROK, and overseeing simulated contingency bulk fuel support.

(5) One service member supported the Keen Edge 22 Exercise which was a Tier I, 

CJCS-sponsored INDOPACOM event. Conducted January 23 – February 2, 2022, Keen Edge 

was a bilateral exercise with Japanese Joint Staff (JJS) and Joint Force Command (JFC) 

conducted in even years. The purpose was to ensure combined joint warfighting readiness, refine 

C2 procedures, exercise the joint targeting cycle, and improve interagency coordination and 

interoperability. The service member supported from the DLA Indo Pacific Synchronization 

Operations Center at Camp Smith, Hawaii.
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(6) On service member volunteered to deploy to Camp Arifjan, Kuwait from 

April 17, 2021, to April 17, 2022. He was assigned to DLA Support Team Middle East (DSTME) as a DLA Energy liaison officer and oversaw daily inventory levels, routine fuel support, 

and emergency re-supply operations to over fifteen defense fuel support points (DFSPs) and 22 

direct delivery fuel sites. He was instrumental in educating on DLA Energy’s capabilities. He 

helped resolve bulk fuel supply and delivery issues in support of Operation INHERENT RESOLVE, 

Operation FREEDOM'S SENTINEL and Operation SPARTAN SHIELD quickly.

f. DLA JRF Land & Maritime

DLA Land and Maritime’s overall goal is to provide world-class support to U.S. military 

and other customers in a fiscally responsible manner while maintaining a sharp focus on the 

culture and developing associates. DLA Land and Maritime JRF’s chief purpose is to serve as 

force multipliers. We provide a ready and available reserve force for DLA Land and Maritime’s 

CONUS and OCONUS missions.

The JRF is comprised of 35 reserve and individual augmentee billets from the Army, Air 

Force, Navy, and Marine Corps. While there are no full-time personnel assigned to the JRF, the 

JRF is aptly supported by the personnel division at DLA Land and Maritime in Columbus, Ohio. 

The JRF at Land and Maritime is a trained and ready force. It maintained a 85% 

personnel strength and 95% readiness (medical/dental/clearance) rate. The JRF supported a 

variety of projects this year including exercise support, PFI tours, accepting industrial hardware 

items, the Counterfeit Detective and Avoidance Program (CDAP)

g. DLA JRF J93 Logistics Operations

Under the direction of COL Erica L. Herzog, as the new Joint Directorate Chief, the J93 

JDC has continuously supported DLA’s operations and training through the reserve efforts of the 

ASOC, the Plans Executive Directorate (J35) and DLA’s three regional commands 

(CENTCOM/SOCOM, INDO/PACOM, and EUCOM/AFRICOM). The J93 is authorized 75 

billets and has increased its manning by 18% over the fiscal year. Current manning is 85%.

The ASOC is supported by 22 reservists, a mix of service members on Active Duty for 

Operations Support (ADOS) / Personnel Force Innovation (PFI) tours and traditional drilling 

reservists. Five reservists supported night shift operations during FY 2022. The night shift 

reservists stand the night battle captain shift. The senior watch officer was a reservist on ADOS 

orders. The weekend daytime shifts were manned by drilling reservists. They were the primary 

staff in the ASOC during weekend hours, keeping senior leadership informed of developing 

events and incidents that required immediate action. ASOC reservists do not deploy to support 

ASOC operations; however, they will deploy on J3 support teams or other DLA missions, as 

necessary. The JRF ASOC reservists are a critical part of DLA’s crisis action teams (CATs). 

Drilling reservists typically come on orders, with short lead times to support CATs. This 

occurred multiple times during the year, to include the Afghanistan withdrawal, Operation 

ALLIES REFUGE/WELCOME and the Ukraine Crisis. They also supported natural disasters, 

primarily during hurricane season.

The J35, now known as the Plans Executive Directorate, realigned in May 2022, 

repositioning 21 reservists to align their MOS and civilian skillsets to five subordinate divisions. 

Our reservists are integrated with the active duty and civilian staff in the Mission Assurance 
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Division, Plans and Exercises Division, the Strategic Business Division, Strategic Plans and 

Futures Division, and J7 Pilot Program. Reserve members created a J-code/MSC master exercise 

tracker for J355 wargaming efforts, assisted internal controls efforts to ensure compliance with 

OMB Circular A-123 (Enterprise Risk Management), developed annexes for functional and 

geographic CCMDs, identified strategic acquisition capabilities to safeguard homeland resources 

and build plans for national defense, helped write the DLA Support Plan for NORTHCOM’s 

CONPLAN for Defense Support of Civil Authorities (DSCA) operations, and completed three 

process maps for J72. 

Fifteen reserve members supported DLA’s three regional commands where they were 

integrated into operations at the front lines. At CENTCOM/SOCOM, one reservist deployed to 

Romania for a year, while the reserve team monitored and prepared summaries, reports, and 

briefings. The team identified over $2,900 in maintenance, repair, and operations obligations 

worth ~$24.9 million. It saved DLA ~$500,000 worth of vital communications equipment by 

ensuring proper ordering procedures and funding streams were synchronized with stakeholders. 

EUCOM/AFRICOM reservists remained on-call to support the Ukraine Crisis while 

supporting enduring mission requirements. The INDO/PACOM reserve team refined its 

OPLANs and supported the KEEN EDGE 2022 with Japan. 

h. DLA JRF Troop Support 

The DLA Troop Support Joint Reserve Force provided full calendar year daily weekday 

support to the cold chain mission at the Medical directorate and a Navy Reserve Sailor on ADOS 

orders provided cold chain support from May 9, 2022, through September 30, 2022. This mission 

was critical in today’s COVID-19 environment when vaccines require strict temperature control. 

The team also inspected steel-toe combat boots, a crucial safety measure for a safety item; 

supported Industrial Hardware decommissioning at DLA Troop Support; and provided audit 

support across the enterprise. 

In lieu of a traditional family readiness group winter holiday celebration, the DLA Troop 

Support JRF led a December 2021 community service coat drive benefiting Cradles to Crayons. 

Donations installation-wide at NSA Philadelphia and within the JRF resulted in 100+ new (tagson) coats, hats, and gloves for local children. 

A Navy Reserve Officer served 56 days in Germany as a DLA Strategic Communications 

Officer in support of humanitarian operations resulting from Russia’s invasion of Ukraine. 

In April 2022, DLA Troop Support JRF conducted an officer professional 

development/noncommissioned officer professional development staff ride to Valley Forge 

National Historical Park, with members briefing supply and logistics activities of the Continental 

Army during the 1777-1778 winter encampment. 
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Defense Logistics Agency

DLA Inspector General (DA) 

Fiscal Year 2022 Historical Report
177

1. Introduction. 

a. Mission. 

The DLA Office of the Inspector General (OIG) mission is to sustain Warfighter

readiness and lethality by providing DLA leadership with facts, analysis, and recommendations 

through the five functions of Defense Inspectors General – teaching and training, assistance, 

audits, investigations, and inspections – to mitigate risk, improve processes, ensure compliance, 

and optimize resources in peace and war. While operating independently from DLA’s standard 

command structure, the DLA OIG assists the command to combat fraud, waste, abuse, and 

mismanagement (FWAM), which is a collaborative effort. Despite its independent status, DLA 

OIG relies on the support from mandated partnerships with the Defense Criminal Investigative 

Services (DCIS), Military Criminal Investigation Organizations (MCIO), DoD Office of the 

Inspector General (DoD OIG), as well as meaningful relationships with other DoD Inspectors 

General offices and their associated criminal investigative agencies. DLA OIG works closely 

with the DLA General Counsel to determine the best course of action for many matters. 

b. Summary of key events and activities

While the COVID-19 pandemic continued to affect operations across the agency, DLA 

OIG still provided robust support to the enterprise with administrative and hotline investigative 

cases, operational audits, and liaison efforts relating to external audits. The Investigations 

Division (ID) opened 168 cases and closed 180, with 183 open at the end of the FY. The 

Operations Division’s (OD) Hotline Program processed over 180 cases – a 20% decrease 

compared to FY21 – and closed 163. The Audit Division (AD) completed 4 planned projects and 

1 inspection. The External Audit Division (Ext AD) supported 114 external audits and closed 50, 

including 27 from GAO, 17 from DoD OIG, and 6 from military service agencies. The lingering 

effects of COVID-19 significantly impacted the aforementioned functions. 

2. Organization

The DLA OIG structure provided functional and regional support to the agency. Most DLA OIG 

investigators and auditors served operationalized positions away from DLA Headquarters (HQ) 

to support Major Subordinate Commands (MSC) and regional commands. A small staff at HQ 

provided oversight and administrative support, managed the DLA Hotline, and provided liaison 

for external audit activities. 

3. Key personnel

For FY22, DLA OIG did not see any changes in key leadership. The DLA OIG Director, 

William Rigby, remained the DLA Inspector General and has served in this position since 2016. 

Likewise, DLA OIG’s four Division Chiefs remained the same – Steven Pigott for Audit 

Division (AD), Jerold Unruh for Investigations Division (ID), Andrew “Dutch” Duszynski for 

Operations Division (OD), and Andrew Hagenow for External Audit Liaison Division (Ext AD). 

DLA OIG did not change any first-line supervisors.
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4. Total personnel

At peak strength, DLA OIG had 52 FTEs on hand out of 52 FTEs authorized. DLA OIG also had 

one military service member (O5) on hand with an authorization of one. OIG hired one auditor 

(GS-0511-13), four two criminal investigators (GS-1811-13), one Hotline investigator (GS1810-12), one investigative analyst (GS-1805-09), and one administrative officer (GS-0341-12) 

in FY22. DLA OIG FY22 manning authorizations are below:

a. GS-1811: 26 authorized; 22 on hand for most of FY22.

b. GS-1810: 2 authorized; 2 on hand for most of FY22.

c. GS-1805: 5 authorized; 5 on hand for FY22.

d. GS-0511: 17 authorized; 16 on hand for most of FY22.

e. GS-0301: 2 authorized; 2 on hand for FY22.

f. GS-0341: 1 authorized; 1 on hand for FY22.

g. GS-0343: 1 authorized; 1 on hand for FY22.

h. Military O5: 1 authorized; 1 on hand for FY22.

DLA OIG had personnel DLA HQ and each MSC HQ, including DLA Aviation, Disposition 

Services, Distribution, Energy, Land and Maritime, and Troop Support; at the three Regional 

Commands in Kaiserslautern, Germany, Pearl Harbor, Hawaii, and Tampa, Florida; and at three 

of our major facilities in San Joaquin, California, Tinker AFB, Oklahoma, and Anniston, 

Alabama.
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5. FY22 historical events and activities. 

a. COVID-19 pandemic

The continuation of the COVID-19 pandemic challenged DLA OIG’s daily operations in 

numerous ways. The DLA IG, William Rigby, estimated DLA OIG operated at 85% 

effectiveness in FY 2022 compared to pre-pandemic FYs. The Enterprise Hotline Program 

received approximately fifteen COVID-19-related complaints in FY 2021 (over 50 complaints in 

FY 2020), which decreased to 3 in FY 2022. The DLA IG continued to designate all 

investigators mission essential. Non-mission essential DLA OIG employees worked primarily in 

fulltime telework status. 

DoD’s restrictive travel policy and safety precautions continued to curtail official travel 

in FY 2022. Official travel in support of investigations alone dropped by 90% compared to preFY 2020 levels. Both investigators and auditors integrated alternate methods for interviews. 

DLA OIG ID collected physical and documentary evidence in person only when essential to 

prevent loss, damage, or the destruction of potential evidence. In those instances, agents used 

PPE and adhered to social distancing and hygiene protective measures. 

On October 12, 2021, all DLA OIG employees acknowledged receiving the agency’s 

memo titled, “NOTICE OF REQUIREMENT – MANDATORY CORONAVIRUS DISEASE 

2019 VACCINATION,” requiring all federal employees to receive a COVID-19 vaccination no 

later than November 22, 2021. Follow-on litigation in the U.S. court system placed a temporary 

injunction on adverse actions for non-compliance (and that decision was also appealed) and 

eventually DoD “paused” any potential adverse actions for non-compliance throughout FY 2022. 
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b. Operational Audits and Inspections Conducted in FY 2022

The DLA OIG Audit Division worked on the following operational audits and 

inspections in FY 2022:

(1) Audit of Contract Teaming Arrangements, report number DLAOIG-FY22-01

(2) Audit of Enterprise Help Desk, report number DLAOIG-FY22-02

(3) Inspection of Transportation Discrepancy Report and Supply Discrepancy 

Report, report DLAOIG-INSP-22-2

(4) Audit of Off-Boarding during 100 Percent Telework

(5) Audit of DLA Distribution Inventory Adjustments, report number DLAOIGFY22-03

c. Agency Management Reviews (AMR)

On November 3, 2021, DLA OIG held an in-person IG Open Door Session at the DLA 

HQ, Ft Belvoir, Virginia. Telephonic and virtual options were also available November 1-4, 

2021, upon request. No DLA Strategic Materials employees opted to participate in the IG’s Open 

Door Sessions. Due to DLA J3 transitioning the AMR Project Management Office to DLA 

Transformation, all remaining DLA AMRs were postponed until FY 2023.

d. Denison Culture Climate Survey

In November 2020, 86% of eligible DLA OIG employees participated in the Denison 

Culture Climate Survey. In coordination with the DLA IG, the DLA OIG culture champion 

completed the OIG FY 2021 Culture Action Plan as well as follow-on quarterly status updates. 

The plan addressed three director-mandated areas: strategic direction and intent, customer focus, 

and capability development. The plan also incorporated ways to maintain successes in the 

“consistency” focus area through cross-functional coordination and integration, while also 

exploring ways to improve DPMAP efforts (the latter is DLA OIG’s lowest climate score). 

e. DLA IG Town Halls

DLA IG hosted Town Halls in December 2021 and March 2022. Topics discussed during 

in December included DLA OIG support for DLA priorities and “holiday social” topics such as 

thankfulness testimonials and holiday recipe exchanges. March topics included DPMAP 

appraisal standards and milestones, DLA reentry, and culture action plan progress.

f. OIG Virtual Holiday Gathering

DLA IG hosted a virtual holiday gathering for all its employees December 14, 2020. 

Employees had an opportunity to commune and share successes. They also exchanged holiday 

recipes and holiday traditions. The DLA IG shared his holiday message including safety tips as 

well as assistance options for those experiencing difficulties.
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g. DLA OIG Article for DLA Chief of Staff Newsletter

The DLA deputy IG for operations wrote a guest article on the enterprise hotline program 

for the December 2021 edition of the “CoS and Effect.” In addition to overviewing DLA OIG’s 

mission, he answered questions about the program, including: 1) Does DLA OIG investigate 

every hotline complaint?; 2) How long will it take for your hotline complaint to be processed?; 

3) Did you know you can file hotline complaints anonymously?; 4) How is DLA OIG hotline 

program staffed?; and, 5) How do I file a complaint?

h. DLA Support Agreement with the Defense Technical Information Center (DTIC)

Along with representatives from DLA J1 and DLA’s SAPR Office, the DLA IG and his 

deputies provided an overview of our sexual assault prevention and response (SAPR) and 

investigations bilateral agreement with DTIC to the DTIC Administrator January 12, 2022. The 

brief highlighted a bilateral agreement – to which the DTIC Administrator agreed at the 

conclusion of the brief – that provides DTIC with DLA OIG investigative and DLA SAPRrelated services upon request. Implementation of the agreement did not begin in FY22.

i. Carlisle Barracks, Pennsylvania, Workshop

On February 24, 2022, the Command Judge Advocate, U.S. Army War College, and 

Carlisle Barracks hosted a law enforcement workshop with invitations to service and DLA 

attorneys, law enforcement (LE) agencies, and DLA OIG. Two DLA OIG special agents (SA) 

participated. 

j. DoD OIG Qualitative Assessment Review of DLA administrative investigations

On May 3, 2022, DLA OIG updated DoD OIG on open recommendations from its 

qualitative assessment of its administrative operations, including hotline, whistleblower reprisal, 

and senior office investigations. Most recommendations relied on a new case management 

system (CMS) to replace two legacy CMS systems. Three recommendations were closed. Four 

of the remaining seven could not be fully resolved until the new CMS is at initial operation 

capability, which DLA J6 projects will be March 2023. Three of these open recommendations 

require updates depend on a fully operational CMS.

k. Investigations Case Management System

The DLA Contract Support Office awarded DLA OIG’s new CMS contract to 

Cybermedia Technologies, Inc. (CTEC) in May 2021. The new CMS will replace two aging 

databases that fail to support investigative case file management fully as required by policy and 

law. The new CMS will be shared with the Enterprise Hotline Program, replacing that program’s 

legacy database.
182

l. Annual Training Summit Postponement

Due to the pandemic, the DLA IG pushed its annual training summit back to October 

2022. DLA OIG returned FY 2021 funding allocated for this event to the Chief of Staff BMO. 
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Defense Logistics Agency

DLA Small Business Programs (DB) 

Fiscal Year 2022 Historical Report
184

1. Introduction. 

In an October 27, 2021 memo, Secretary of Defense Lloyd J. Austin wrote “increasing 

opportunities for small businesses is one of my key priorities.” DoD and government-wide 

priorities (refer to OMB M-22-03) point to an enduring requirement that will expand the reach 

and mission of the DLA Office of Small Business Programs for years to come.

It is the policy of DLA to provide maximum practicable acquisition opportunities 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), known as DLA-DB, was established 

pursuant to the Small Business Act of 1953, as amended, and Department of Defense (DoD) 

Instruction 4205.01, “DoD Small Business Programs,” to aid, counsel, assist, and protect the 

interests of small businesses. DLA-DB provides small business advocacy and promotes small 

business utilization to strengthen the competency, capability, and commitment of the industrial 

base. 

During FY 2022, DLA OSBP demonstrated unwavering commitment to maximizing the 

contributions of small business. DLA OSBP guidance and vision culminated in more than forty 

percent of eligible contract dollars awarded to small businesses. At $15.2 billion, this amount 

was the highest ever.

Section 1241 of DoD Authorization Act for FY 1985 (Public Law 98–525) established the 

Procurement Technical Assistance Program (PTAP) to expand the businesses capable of 

participating in government contracts. The statute assigned administration of the program to 

DLA and authorized cooperative agreements with states, local governments, nonprofit 

organizations, and other eligible program participants. Under the PTAP, cooperative agreement 

recipients establish Procurement Technical Assistance Centers (PTACs) to assist businesses 

pursuing and performing contracts with DoD, other federal agencies, and state and local 

governments. On October 1, 2022, ninety-five PTACs operated under cooperative agreements 

with DLA OSBP.

2. Organization: 

DLA OSBP was authorized thirteen FTEs for FY 2022, comprised primarily of GS-1102 personnel. 

Mr. Dwight D. Deneal continued to lead the team as DLA Small Business director.

Two of OSBP’s FTEs are stationed in Philadelphia, Pennsylvania, to support the DLA Contracting 

Services Office (DCSO). All other DB FTEs are stationed at DLA Headquarters in Fort Belvoir, 

Virginia, where seven primarily support PTAP. Four FTEs, including the OSBP director and deputy 

director, oversee operations at headquarters. Additionally, DLA’s six MSCs each have a small 

business office, but those personnel report through their chains of command and not to headquarters 

OSBP. Small business personnel at DCSO, which also supports DLA Strategic Materials’ contracts, 
185

report through DLA-DB because these activities are components of DLA Acquisition (J7). This 

reporting structure maintains separation between the contracting and small business functions within 

DLA headquarters. 

3. Key Personnel. 

a. Dwight D. Deneal, Director, OSBP 

(Dec 2019 – Present) 

b. Christopher Hall, Deputy Director, 

OSBP (May 2016 – Present) 

c. Sherry Savage, Program Manager, 

PTAP (Sept 2016 – Present) 

4. Total Personnel.

DLA OSBP was staffed with ten full-time 

personnel at the end of FY 22, all civilians. 

Two of the GS-14 Grants Officer positions 

and the GS-12 Program Analyst position were vacant on September 30, 2022. 

5. Historical Narrative.

a. DLA Small Business Performance

Small business represents a critical component of DLA’s diverse industrial base, which 

reduces risk in our supply chains and is essential to our ability to provide resilient and secure 

support to the Warfighter. DLA has about 10,000 suppliers and 80 percent of them are small 

businesses.

The Small Business Act established the 

23% government-wide small business goal, 

which sets a target for the proportion of eligible 

contract dollars that federal agencies should 

obligate to contracts with small businesses. 

From there, the Small Business Administration 

(SBA) sets separate goals for agencies and 

departments as it attempts to position the 

government to meet the collective 23% goal –

for FY2022, the DoD goal was 22.5%. 

In similar fashion to what SBA does, 

the DoD sets separate goals for its components, 

such as DLA. The Department challenged DLA 

by setting our FY22 small business goal at 35.10 percent, which was higher than it has been in 

more than 10 years. The chart below shows goals and achievements since FY17.
186

For FY 2022, DLA met its small business goal for the tenth consecutive year, with 

contracts worth more than $15 billion. We exceeded the 3 percent goal for the Historically 

Underutilized Business Zone (HUBZone) Program for second consecutive year. The HUBZone 

Program supports investment in underutilized communities, such as those with high 

unemployment. The value of DLA contracts with HUBZone small business concerns exceeded 

$1.3 billion. During FY 2022, DLA OSBP provided targeted outreach to underserved individuals 

and communities, including vendors participating in the small business socioeconomic 

contracting programs. Our FY 2022 webinars attracted 220 small disadvantaged businesses, 175 

woman-owned small businesses, 140 service-disabled veteran-owned small businesses and more 

than 100 HUBZone small business concerns.

b. The Procurement Technical Assistance Program (PTAP)

Within DLA, OSBP is responsible for implementing the PTAP. DB executes 

cooperative agreements with eligible program participants to 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 such as helping prepare bids/proposals, 

marketing, establishing or improving quality assurance and accounting systems, complying with 

cybersecurity requirements, and resolving payment problems. After more than thirty years, 

PTAP management will move from DLA to OUSD(A&S) in accordance with Section 852 of the 

National Defense Authorization Act for FY 2020. As a result, primary program oversight will 

come from OUSD(A&S) in FY 2023 with DLA in a supporting role, focused on cooperative 

agreements awarded in FY 2022 and prior years.

At the end of FY 2022, there were 95 PTACs assisting businesses in 49 states, 

Washington, D.C., Puerto Rico, Guam, the U.S. Virgin Islands, and regions established by the 
187

Indian Affairs bureau of the U.S. Department of the Interior. For FY 2022, DLA OSBP obligated 

$47.9 million for PTAC use. As a cost sharing program, $23.7 million in non-federal funding 

was committed by the states and other local entities. PTACs provided more than 183,000 hours 

of one-on-one counseling to 62,266 businesses and 5,211 training and networking events. 

c. DLA Strategic Plan (2021-2026) and the DLA OSBP Operating Plan.

DB continuously reviews its small business strategy to ensure it aligns with DoD 

priorities and the DLA Strategic Plan. The DLA OSBP operating plan describes four strategic 

focus areas, ensures DLA small business activities further national defense priorities, and build 

small business functional community alignment. 

(1) Strategic Focus 1, “Support the Industrial Base,” aligns with DLA Strategic 

Plan LOE 4: Modernized Acquisition and Supply Chain Management.

DB initiatives include: 1.1, “Acquisition Planning,” which covers DB 

contributions to acquisition strategy, market research, and contracting processes to ensure small 

businesses receive maximum practicable opportunity to provide innovative, cost-competitive, 

and timely products and services; 1.2, “Expand Small Business Subcontracting,” which supports 

the DLA Small Business Subcontracting Program, including the development of small business 

participation strategies; 1.3, “Promote Small Business Participation in DLA Acquisitions,” which 

helps ensure DLA contract requirements are structured to facilitate competition and to increase 

participation by small businesses.

(2) Strategic Focus 2, “Strong Partnerships,” aligns with DLA Strategic Plan LOE 

4: Modernized Acquisition and Supply Chain Management.

DB initiatives include: 2.1, “Strategic Industry Communication,” develops 

information for DLA’s thoughtful communication with industry; 2.2, “Collaborate with Industry 

Organizations,” justifies industry events, tradeshows and panel discussions; 2.3, “Small Business 

Engagement,” entails proactive engagement with the small business communities to increase 

their knowledge of – and comfort with – DLA; 2.4, “DoD and Interagency Relationships,” 

involves cooperation with DoD and interagency partners; 2.5., “Unified Small Business Team,” 

encompasses building a unified structure among DLA small business professionals, whether at 

the MSCs, other buying commands, or headquarters.

(3) Strategic Focus 3, “Skilled & Agile Workforce,” aligns with DLA Strategic 

Plan LOE 5: Future of Work & CC-A: People and Culture.

DB initiatives include: 3.1, “Investment in Small Business Professionals,” which 

comprises investment in the small business functional community at DLA, and 3.2, “Internal 

Direction, Training and Guidance,” which concerns the implementation of internal small 

business education and training for personnel, including DLA senior leaders whose duties and 

functions affect the small business program.

(4) Strategic Focus 4, “Stewardship and Accountability,” aligns with DLA 

Strategic Plan CC-B: Fiscal Stewardship.
188

DB initiatives include: 4.1, “Small Business Goals,” which includes analysis and 

evaluation of current and past performance data to gauge effectiveness and make improvements 

and 4.2, “Policy,” which is the evaluation and reform of DoD and DLA policy to ensure 

maximum practicable opportunity for small businesses to participate in our acquisitions, while 

balancing the DLA mission.
189

Defense Logistics Agency

DLA General Counsel (DG) 

Fiscal Year 2022 Historical Report
190

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, J7, J8, J9, DLA Installation Support, and the 

director’s staff on the full range of matters affecting the agency, while ensuring compliance with 

laws and regulations. As part of the legal enterprise, major subordinate command (MSC) legal 

offices provide full service support to their commands. The case numbers reported herein reflect 

their invaluable contributions.

The legal enterprise’s mission is to deliver professional, candid and independent advice and 

support to the agency. As the largest general counsel in the fourth estate, we have a broad range 

of subject matter experts. Our legal enterprise consists of six major legal practices: 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 

procurement fraud and business integrity program; labor and employment law; and acquisition 

law. DG also oversees legal support in all practice areas at MSCs and activities. The timely and 

effective resolution of legal issues contributes significantly to the goals, lines of effort, and 

priorities of the agency’s strategic plan. 

On March 14, 2022, Ms. Ruth M.S. Vetter assumed the duties of general counsel. Ms. Vetter is a 

DLA OGC alumnus who returned to DLA after most recently serving in the commercial sector. 

Her previous experience includes serving as an Army judge advocate, being detailed to the 

White House Office of Counsel as a deputy designated agency ethics official, and leading our 

administrative and international law division, when she also served as chief of overseas 

operations. Ms. Vetter left DLA OGC in 2015 when she was selected to the senior executive 

service and appointed director of DoD’s standards of conduct office, where she served until 

2018. She then joined the Boeing Company as senior director, ethics and business conduct for 

Boeing International and Government Operations then as the interim vice president, ethics. 

2. Organization and Personnel

The following are organization charts of the DLA OGC Legal Enterprise and the HQ DLA OGC 

organization:
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DEFENSE LOGISTICS AGENCY OGC HEADQUARTERS, FORT BELVOIR, VA

Office of General Counsel

HQ, DLA

Ft. Belvoir, VA

Pearl Harbor, Hi

Kaiserlautern, GE

MacDill AFB, FL

Ruth Vetter GC

Jon Lightner DGC

43 FTE

DLA Aviation

Steve Davis

Richmond, VA

Huntsville, AL

Warner-Robins 

AFB, GA

Tinker AFB, OK

Philadelphia, PA

Hill AFB, UT

30 FTE

DLA 

Disposition

Corky Malcom

Battle Creek, MI

11 FTE

DLA Distribution

John Karns

New Cumberland, 

PA

San Joaquin, CA

Tinker AFB, OK

20 FTE

DLA Energy

Scott Romans

Ft. Belvoir, VA

18 FTE

DLA Land & 

Maritime

Mike Gordon

Columbus, OH

Aberdeen, MD

Warren, MI

28 FTE

DLA Troop 

Support

Michael Wilson

Philadelphia, PA

42 FTE
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3. Historical Narrative

a. International & Operational Law Highlights 

The legal enterprise’s mission in this area is to support contingency operations by 

providing around-the-clock legal advice on planned and unplanned DLA logistic support. We 

proactively counsel the DLA Logistics Operations director (J3) and three DLA regional 

commands. To facilitate this support, DG has offices in Tampa, Florida; Hawaii; and Germany 

that assist regional commands supporting six geographic and functional combatant commands. 

We are the agency experts in operational and international law, military justice, and discipline. 

We also serve as legal advisors to the inspector general, DLA Public Affairs, and DLA 

Transformation. Our attorneys specialize in disaster-preparedness and overseas contingencies. 

We provide advice on local law, customs, international agreements, and federal employee and 

contractor rights in areas where humanitarian military operations take place. 

Our directorate and the DLA regional command legal offices gave client-focused legal 

support to regional commanders. In FY 2022, we shifted focus from efforts to support the 

Afghanistan withdrawal and Operation ALLIES REFUGE to supporting agency efforts to counter 

Russian aggression in Ukraine. Our attorneys, along with the administrative and civil law team, 

provided advice on Red Hill bulk fuel issues. We continued to support whole of government 

efforts to fight the pandemic and FEMA’s hurricane and fire recovery efforts. 

b. Administrative & Civil Law Highlights

The mission of administrative and civil law is to provide timely and effective advice in 

the areas of environmental and safety, installation law, fiscal law, and general administrative 

law. Included in the division are three agency programs: the standards of conduct and employee 

ethics program, procurement fraud and business integrity program, and legislation program.

(1) Standard of Conduct and Employee Ethics

We implement the ethics program in accordance with the Office of Government 

Ethics (OGE) and Standards of Conduct Office program. The DLA GC serves as the designated 

agency ethics official. Throughout the enterprise, DLA attorneys provide mandatory ethics 

training, identify and train employees required to file financial disclosure statements, and collect 

and review financial disclosure statements for legal sufficiency and potential conflicts of 

interests – 5,400 in FY 2022. We advise on employee disqualification statements, divestitures, 

and post-employment restrictions. We report annually to OSD and OGE. 

(2) Procurement Fraud and Business Integrity

In our fraud remedies program, we examine indications of contract fraud or other 

improper conduct by contractors and offerors. DLA attorneys refer matters that merit 

investigation to the appropriate investigative body, and monitor and report on DLA-wide efforts 

to prevent, detect, deter, and remedy procurement fraud and related irregularities. We coordinate 

administrative, civil, and criminal remedies. We execute the suspension and debarment program 

on behalf of the agency – our attorneys prepare suspension and debarment recommendations for 
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the suspending and debarring official (the director, general counsel) and may hold meetings, 

when requested, with parties facing suspension or debarment. 

In FY 2022, the suspending and debarring official issued 1 suspension, 26 notices 

of proposed debarment, and 30 debarments for a total of 57 actions. We also entered into 5 

administrative agreements (AA). AAs are an alternative to ineligibility actions. They provide that 

certain verifiable actions are taken in a prescribed timeframe, such as implementation of 

enhanced internal corporate governance practices and procedures and/or use of independent 

third-party monitors.

(3) Legislative Program

We draft and advocate for legislative changes that will enhance DLA mission 

accomplishment and analyze the impact of proposed legislation. In FY 2022 we advocated for 

the reinstatement of the stockpile biennial requirements report and the authorization of loan to 

the Department of Energy and military service of stockpile material, which were effected by 

sections 1064 and 1412, respectively, of Public Law 117-81 (FY 2022 NDAA). We provided 

comments on DoD and other federal agency proposals to DoD Office of Legislative Counsel and 

reviewed all agency congressional reporting requirements. 

In FY 2022, our installation support attorneys at all DLA locations provided 

advice to the agency’s sexual assault prevention and response program. They also advised on 

missions within the installations support directorate to include environmental, occupational 

health, safety, real property, security and emergency services and morale, welfare, and recreation 

programs. In a lawsuit by the Sierra Club challenging DLA contracts for incinerating firefighting 

foam with PFAS, a chemical linked to adverse health effects, attorneys from DLA Disposition 

Services and HQ DLA supported the Department of Justice in the ongoing defense. 

Our fiscal law attorney participated in the meetings on the agency cash position; 

provided audit support in the agency’s ongoing FIAR audit; advised on potential Anti-Deficiency 

Act matters, policies, and investigations; and identified issues with G-invoicing.

c. Labor & Employment Law Highlights

The mission of the labor & employment (L&E) law division is to provide guidance to the 

agency on workforce issues. We defend DLA before the Equal Employment Opportunity 

Commission (EEOC), Merit Systems Protection Board (MSPB), the Federal Labor Relations 

Authority (FLRA), arbitrators and to assist Department of Justice attorneys representing DLA in 

federal court. In FY 2022, as COVID-19 conditions improve around the country, L&E continues 

to advise on a myriad of COVID-19 related issues on workplace flexibilities, leave and benefit 

issues, and work on implementing the updated guidance on reentry to the physical workplace and 

the DLA Safety Plan. In FY 2022, DLA attorneys defended 212 EEOC cases, 65 MSPB cases, 

59 federal court cases and handled 29 arbitrations and 18 unfair labor practice actions. We advise 

management officials on labor and employment matters to include disciplinary actions, policy 

issues, and Office of Special Counsel or Congressional inquiries. 

 We run the Agency’s Alternative Dispute resolution (ADR) program, which has 

approximately 80 DLA mediators, 23 of whom are DG personnel. Our ADR program establishes 

procedures to resolve disputes at the earliest possible stage, thereby reducing the time, expense, 

delay, acrimony associated with adversarial dispute resolution processes. DLA uses ADR to 
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address disputes in EEO, workplace, labor, contracts, and FOIAs. In FY 2022, we continued to 

promote the benefits ADR. 

d. Acquisition Law Highlights

The mission of the acquisition law division is to support billions of dollars of 

procurement for the military services and federal agencies, including fuel, construction and 

equipment, medical equipment and consumables, pharmaceuticals, subsistence, uniforms and 

clothing, weapons system repair and replacement parts, distribution services, disposition 

services, and contract actions for internal DLA support. We analyze new acquisition statutes, 

regulations, and policies and serve on the Defense Acquisition Regulation Council. DLA 

attorneys assist in the preparation and review of solicitation and contract documents for major 

acquisitions. They also serve on source selection panels and assist with contract negotiations.

We support the director, DLA Acquisition, and his staff in procurement policy and 

actions. Examples include justifications and approvals requiring senior procurement executive 

involvement, procurement oversight and review, participation on Red Teams, and special interest 

reviews and inquiries such as DoDIG audits and Congressional inquiries. We support the J3 

director and his staff in procurement-related areas such as F-35 support, reform initiatives, and 

GSA/whole-of-government issues. 

In FY 2022, we advised on DLA’s newly released additive manufacturing 

implementation plan and the impact of COVID-19 on contractor claims. We also coordinated 

reviews of several subsistence prime vendor bridge contracts. We provided counsel on F-35 Joint 

Strike fighter issues and Army Pilot Program for Aviation Critical Safety Items. Our eDiscovery 

attorney served on DLA’s Electronic information disclosure and discovery program, making 

significant improvements to DLA’s litigation hold and storage capability. DLA’s intellectual 

property capability advanced by providing subject-matter expertise on data rights, trademark, 

and litigation issues. 

We run the contract litigation program that defends the agency 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. MSC legal offices serve as lead counsel in most cases, with active oversight from HQ 

attorneys. In FY 2022, cases involved more than $640 million in dispute (including government 

claims). In all, DLA attorneys handled 91 protests, 78 ASBCA cases, and 25 Federal court cases, 

protecting and advancing the agency’s interests. 

Along with DLA Information Operations, DLA OGC began training users on e-discovery 

software for the agency-wide electronically stored information disclosure & discovery (ESIDD) 

program, which includes extensive volumes of ESI in eDiscovery, investigations, Freedom of 

Information Act and congressional requests. 
195

Defense Logistics Agency

DLA Chaplain (DH) 

Fiscal Year 2022 Historical Report
196

Defense Logistics Agency

DLA Intelligence (DI) 

Fiscal Year 2022 Historical Report
197

1. Introduction. 

DLA Intelligence (DI) serves as the de facto J2 of the Defense Logistics Agency. DI provides 

enterprise-wide policy, program, and operational support for the following programs: 

Intelligence; Counterintelligence (CI), to include cyber threat; Special Security Office (SSO);

Special Program Activities; Personnel Security (PERSEC); Information Security (INFOSEC);

Operations Security (OPSEC); Industrial Security; Foreign Disclosure (FD); and the Insider 

Threat Program (InTP). DI presents tailored intelligence to ensure DLA decision-makers are 

aware of sensitive international factors affecting current and potential support requirements, are 

informed of foreign intelligence entity collection targeting DLA equities, and have awareness of 

foreign threat activity occurring throughout DLA’s footprint. DI ensures personnel have received 

adequate training, security clearances, and security awareness to ensure unclassified and 

classified information is protected from compromise and personnel are equipped to detect, deter, 

and mitigate risks to networks, personnel, facilities, and operations.

2. Organization. 

3. Key Personnel.

Key DI personnel include the director, Stephanie Samergedes (March 2010-present); deputy/

Intelligence division chief, Adrain Clay (March 2010-present); Security division chief, Tim 

Sullivan (May 2015-present); and Sensitive Support programs chief, Linda Uehling (March 

2010-present).

4. Total Personnel. 

At the end of FY 2022, DI had 39 positions in 9 locations supporting DLA enterprise worldwide, 

plus 4 reimbursable PERSEC positions, 1 position operationally controlled (OPCON’d) from J6 

to cover the CI cyber duties, and 4 military reservists. 

5. Historical Narrative.

a. Managing DI Personnel and Customer Expectations
198

While DLA has been at max telework through much of the year, DI’s classified mission 

required certain staff personnel to provide onsite services for DLA leaders and programs. With 

minimum staffing and unfunded mandates, DI personnel adapted to provide seamless support to 

customers both virtually and in-person.

It has been important for DI leadership to touch base with employees to ensure all was 

well, both personally and professionally. Every two to three months, Adrain Clay, my deputy, 

and I conducted “health and wellness (H&W) checks.” These checks gave us the opportunity to 

meet virtually with employees to hear how they were doing and to thank them for their customer 

support. These checks are popular and making a difference with our culture. 

In FY 2022, DI undertook three manpower initiatives. We included intelligence 

manpower requirements (two full-time reservists and one civilian intelligence specialist) in J3 

integrated contingency plan discussions. During the FY 2024 business-case analysis process, we 

were approved for an additional intelligence specialist to satisfy the insatiable appetite among 

DLA and non-DLA customers for intelligence products. We also requested a security specialist 

to conduct open-source OPSEC research for the supply chains. In addition, we entered into 

discussions with the deputy at DLA Europe & Africa regarding the possibility of an individual 

mobilization augmentee at each regional command.

DI leveraged military reservists to assist with new OSD policy developments in 

PERSEC, such as continuous evaluation (CE). DI’s four reimbursable personnel supported more 

than 7,800 reimbursable customers from six organizations. These reimbursable personnel 

conducted personnel security services in accordance with DoD and DLA regulations, specifically 

DoDM 5200.2, Personnel Security Program, and DLA Instruction 5200.02, Personnel Security 

Program. Services included pre-appointment security checks on civilian personnel selected for

sensitive positions, granting interim security clearances, and processing serviced employees for 

the CE program. 

DI focused on implementing its culture climate action plan. While we were meeting critical 

targets, our culture climate champion left for another job. Our new management analyst/executive 

officer will assume responsibilities in FY 2023. We have conducted H&W checks with employees, 

updated Health of Agency (HOA) briefs for those MSCs with requirements (DLA Troop Support 

and DLA Energy) regarding PERSEC and insider threat statistics, and maintained a small cadre of 

reservists for PERSEC support. 

Our DI products have always been successful in transmitting intelligence and security 

information throughout the enterprise. How do I know? – by the number of requests for copies of 

said products. In addition to our classified products is one unclassified one – our quarterly DI 

newsletter. Many articles in this newsletter drive our security and intelligence-related messages 

home, being derived from experiences of DLA and DoD employees. As the majority of DLA 

employees have been under max telework for two or more years, they may have forgotten what 

needs protection and how to protect. Our articles remind personnel of what/how to protect and 

make them aware of various courses of action. 

b. COVID-19 Pandemic Impacts

COVID-19 and max telework did not bring an end to threat collection. In fact, they had 

the opposite effect – more collection. Why travel to the U.S. when you can sit back, relax, and 

collect via computer? Good cyber security was still the best way to mitigate such collection. 

With almost the entire enterprise working from home, our networks and personnel were more 
199

vulnerable. Bad actors had a field day with the pandemic. Employees were anxious, distracted, 

working with new/unfamiliar technologies, and accessing sensitive data outside secure work

environments. Cyber remained the major threat in the U.S. per our intelligence community (IC) 

partners. During a September 2022 alignment group, the vice director had DI brief on the cyber 

threat so all leaders would be aware. The brief was well received.

Now that DLA employees are slowly reentering the workforce, the DI security team 

developed re-entry, i.e. refresher, training. This training focused on secure spaces, protection,

destroying classified and sensitive documents, protecting the common access card, and more. We 

deployed this training to all MSC, regional command, and HQ personnel in both live and 

PowerPoint formats. 

c. Current Intelligence Support 

DI relied on near-daily communication with the IC, DLA political advisor, and joint 

logistics enterprise (JLEnt) to provide tailored intelligence on DLA equities overseas. The 

intelligence team participated in 125 global update briefs and another 125 daily intelligence 

summaries. It researched special requests from both DLA leaders and the broader JLEnt. 

DI’s intelligence division prepared leaders for missions as varied as the US withdrawal 

from Afghanistan and Russia/Ukraine crisis. DI specialists designed briefings for the later crisis 

that were easily understood, timely, and accurate. Feedback confirmed they helped leaders 

understand the pertinent geopolitical dynamics of their support to the Warfighter. We are now 

adding a focus on China and the Pacific. Other initiatives included preparing the DLA director

for meetings with outside customers and supporting J3’s planners.

DI publicized its support this FY. SMEs conducted an “Around the World Intel brief” to 

Air Force captains in the DLA/AF F35 career-broadening officer program and a DI orientation 

brief for material management contingency deployers. Briefs detailed what intelligence products 

were available and how to retrieve them. In September, the director briefed DI capabilities to 

senior leader orientation course participants.

DI continued its strong partnership with TRANSCOM by participating in the command’s 

J2 community-of-interest meetings on Russia and Ukraine. I have been impressed with this “best 

practice.” Where else could you get members of the IC within and outside DoD to discuss 

ongoing crises? 

d. Counterintelligence (CI) Highlights 

DI’s CI program incorporated mandatory SECDEF guidance on Anomalous Health 

Incidents (AHI) into its debriefing program for foreign travelers. As a result, DI CI SMEs 

published an article in a DI Newsletter explaining these phenomena and their reporting 

requirements. They also had the chief of staff distribute an enterprise-wide announcement. DI CI 

analysts worked closely with Army CI to investigate potential AHIs involving DLA personnel.

The CI team managed all DLA CI functional services for 28,000+ employees, to include 

foreign travel pre-briefs/debriefs, foreign visitor vetting, and publishing the first DLA CI 

issuance. The CI team liaised with Army CI, the Defense Threat Reduction Agency (DTRA), Air 

Force Office of Special Investigations, Navy Criminal Investigative Service, FBI, and Defense 

Intelligence Agency in support of the director's supply chain security priorities: to leverage 
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capabilities as part of DLA CI incident assessments (inquiries) and to support counterpart 

investigations involving DLA equities. 

DI developed initiatives for DLA’s partners-in-protection plan. This effort included 

foreign travel reporting requirements in blog posts, making October cybersecurity month, and CI 

tips for cyber awareness. Due to a complete turnover in Army CI personnel, the CI team drafted 

an MOU with Army CI, which is currently in staffing. 

e. Insider Threat (InT) Highlights 

The InT Program is crucial to DI. Despite COVID-19 restrictions, InT experts maintained

awareness and provided outreach. They also drafted a new issuance and updated the insider 

threat SOP.

The InT team liaised with the InT community to include DoD Insider Threat 

Management and Analysis Center (DITMAC), National Insider Threat Task Force, Air Force, 

Navy, DTRA, and DFAS InTPs, in quarterly meetings, during ongoing DLA InTP inquiries, and 

at DLA locations worldwide. The InT team also addressed a DoD IG audit of DITMAC and 

answered over twenty requests for information regarding DLA's InTP Policy, inquiries, and 

mitigation strategies. The InT team routinely briefed DI and senior leaders on program 

requirements through command briefs and training. Despite personnel changes, the team 

maintained its certified counter-insider threat professional-fundamentals and certified counterinsider threat professional-analysis certifications. The team also keep the chief of staff, as InTP 

senior designated official, aware of progress. 

f. CI/Cyber Highlights

DI coordinated with J6 to lead the way in CI Cyber operations with its OPCON’d cyber 

program analyst. This analyst served as the agency SME on CI cyber. He provided timely leads 

to other analytical groups within the IC within 24 hours of receipt. His specialized skillset filled

a gap in between threat intelligence and cyberspace awareness for DLA’s Computer Emergency 

Response Team (CERT) and DLA as an agency by providing valuable input to specific threat 

assessments such as Operation Gladiator Shield. This individual filled a valuable role in 

defending against real world threat actors and adversaries. 

DI’s CI cyber analyst assisted numerous internal and external organizations in fulfilling 

their missions successfully. He assisted the Office of the Inspector General (OIG) and law 

enforcement in acquiring specific evidence on behalf of DLA and mitigating a known fraud 

against DLA. He continued working with OIG and the DLA fraud counsel to help secure DLA 

networks from account/access abuse, which could jeopardize DLA’s long-term strategic goals.

Within the DLA CERT, DI’s cyber analyst used his skills to identify future phishing 

campaigns and, in some cases, sent specific warnings to those being targeted. He helped DLA's 

red team (cyber threat emulation team) emulate accurate threat actions, using intel and 

understanding of the threat landscape to shape the emulation. He also prioritized CERT network 

defense and detection measures and briefed cyber threats during the morning GUBs.
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g. Support to Sensitive Customers

DLA provided services and support to DoD and whole of government entities in 

furtherance of the requestor’s classified and sensitive missions. In FY 2022, DI focused on 

clearing old customer receivables and meeting new audit processes and documentation 

requirements. DI partnered with DLA J8 and DLA Energy to educate customers on financial and 

fuel purchasing procedures to provide better services and ensure the required Economy Act was 

followed to the letter. DLA expanded the services provided these customers and ensured their 

mission was not affected by working on DLA’s unclassified systems. DI briefed the special 

programs council in September 2022 on all activities to ensure leadership was aware of all 

support/requirements. Customers were happy with DLA support.

h. TS/SCI and JWICS Support

DI worked with the Defense Intelligence Agency (DIA), Ground Intelligence Support 

Activity (GISA), and National Security Agency (NSA) to transfer Joint Worldwide Intelligence 

Communications System (JWICS) IT support from the Army to DIA. Currently, DLA has five 

accredited secure compartmentalized information facilities (SCIFs) and one (at DLA Troop 

Support) in the final stages of construction. As we move forward, J6 is taking an increased role 

in JWICS support by appointing an information system security manager (ISSM) and three SCIcleared personnel to provide touch labor. J3, with assistance from DI, monitored requests for 

JWICS accounts to manage costs associated with support from two providers as well as site costs 

to have the service provided to each SCIF in FY23 and beyond.

i. PERSEC highlights

There were two successful developments in PERSEC. The first was a contract for 

fingerprints, which was awarded on suggestion of the DLA director during a Health of the 

Agency brief. With the assistance of J7, DI now has a contract in place to conduct fingerprinting 

at over 1500 locations across the U.S., Guam, and Puerto Rico. Not only does this contract 

alleviate reoccurring outages to systems but also protected the agency from insider threats by 

allowing non-vetted individuals access to DLA spaces. This contract has worked as advertised. It 

is a WIN-WIN and allowed our PERSEC specialists to focus on other priorities. DI and DLA 

Human Resources Service have used this service over 2,695 times. Feedback has been extremely 

positive from both applicants and DI. 

The second development was the ability to implement the medical evaluation process 

through the Defense Counterintelligence and Security Agency (DCSA) consolidated adjudication 

service. DCSO assisted DI in completing the task order for an indefinite delivery/indefinite 

quantity contract that allows DI to schedule personnel who require assessments for security 

clearance eligibility under the DCSA CAS contract. This greatly benefitted DI as medical 

professionals under this effort have experience in reviewing/evaluating issues which may impact 

an employee’s eligibility for access to classified and sensitive information. This is a big deal!

DI and DHRS SMEs met to discuss our recent article on mental health as it pertains to 

security clearance eligibility. All want to expand messaging to augment their efforts in 

eliminating the negative stigma sometimes attached to obtaining mental health counseling. DI 

has assisted in crafting messaging to support mental health awareness efforts.
202 

More good news involved the temporary clearance process. DI PERSEC reviewed the 

process and was able to report that time to grant has been met for the first time in three years. DI 

lost many positions during the major headquarters activity reduction and those losses led to an 

almost doubling of the target set in DoD standards. Through the efforts of many, we reached the 

goal. The PERSEC team monitored these requests and shared them when requested by MSC, 

regional command, or J/D staff leadership. DI believes integrating DI workflow with J1’s timeto-fill application will lead to greater successes once complete. This integration will eliminate 

Outlook e-mail and Adobe file sharing between offices. 

The DI PERSEC team conducted several other initiatives this FY. DCSA is actively 

deploying a new system, National Background Investigation Services (NBIS), that will serve as 

the federal government’s one-stop shop IT system for end-to-end personnel vetting. NBIS is 

designed to deliver robust data protection, enhance customer experience, and integrate data 

across DLA better. DI has included DLA Human Resources Services personnel in this transition 

as they utilize this vetting tool for suitability investigations. Live testing began August 2022. 

Another PERSEC initiative was continuous evaluation/vetting (CE/V), which included 

military, civilian, and contractors for both DLA and DI’s reimbursable community. DoD focused 

on the candidate population that had not been enrolled in CE/V previously and told the services 

and agencies to work those cases as the priority to ease the burden and get the Department close 

to meeting the mandate for Trusted Workforce 1.25, September 30, 2021. The CE working group 

continued enrollment under current conditions versus preventing services and agencies from 

deferring investigations for those individuals not enrolled by September 30. DI focused on 

enrolling the remaining personnel. DI obtained one reservist to assist with the initiative.

j. INFOSEC/OPSEC highlights 

The Information Security Oversight Office (ISOO) recently conducted a review of select 

security classification guides. The review found DLA met the administrative and technical 

requirements of E.O. 13526 (Classified National Security Information) and 32 CFR Part 2001 

(its implementing directive). We used comments received to clarify classification elements in 

this year’s update to classification guidance.

We provided support as a member of the DLA DoDNet Compliance Working Group. J6 

was tasked to validate the physical security of all communication rooms, closets, and other 

locations where network equipment was stored to ensure they were properly protected. My staff 

monitored the assessments and helped validate current spaces. When deficiencies were noted, we 

provided guidance on how to achieve compliance, and, in many cases, documented certification 

of the facility. This project will continue for the foreseeable future. 

We submitted the annual report on controlled unclassified information (CUI) to the 

ISOO. This report documented DLA efforts to implement CUI. We were fully compliant in 

budget, training, policy, physical safeguarding, and self-inspections. DLA J6 is still working to 

modify business systems to meet the CUI requirements but we are on a positive path. The DoD 

CIO has the lead for the IT portion of the implementation plan but has yet to define requirements 

for the Department. 

The Security Division supported DLA virtually with INFOSEC, industrial security, and 

OPSEC oversight and assistance. It supported the relaunch of the Agency Management Review 

(AMR) program by participating virtually during DLA Strategic Materials AMR.
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FY 2022 presented multiple opportunities for DI to increase communication and heighten 

awareness of OPSEC. DI responded to mandatory telework by reminding personnel of the need 

to practice proper information security in a remote environment. DI passed information over a 

variety of media, utilizing the director’s blog, DLA Today, and emails to staff and leadership. DI 

conducted many live sessions via MS Teams and other collaboration tools to educate the work 

force. Overall, DI conducted no less than 100 offerings and trained several thousand personnel. It

also developed a CUI reference library and posted training material and aids to this location.

DI continued to represent the agency at DoD-level working groups. Membership in the 

Defense Information Security Advisory Board and CUI Working Group allowed DI to shape and 

reinforce security policy across the department. DI personnel once again were part of the DoD 

Security Conference Steering Committee charged with developing the annual DoD security 

conference.

DLA Installation Management and DI teamed up to organize a security symposium in 

September via WebRTC, available to all security personnel within DLA (100 attended). Topics 

included cyber threat, Trusted Workforce 2.0, risk management, domestic threat, and leadership. 

This was the inaugural security symposium for DLA. It was a great success.

Along with mission partners from J6 and DLA Installation Management, DI began 

codifying a process to monitor the creation of secure spaces to work with classified national 

security information. A standard operating procedure will establish responsibilities and create a 

repeatable process that can strengthen communications between organizations and improve 

installation timelines. 

k. Foreign Disclosure (FD) Highlights

DI served as the designated disclosure authority and appointed a new DLA foreign 

disclosure officer (FDO). The FDO served as the point of contact for all DLA-owned 

information release requests to foreign entities to ensure compliance with DoD policies on 

protecting and disclosing classified and CUI to foreign nationals, while the CI SME conducted 

CI vetting of NON-US PERSON foreign visitors to DLA facilities and provided appropriate CI 

support, as required, and briefed DLA Contact Officers before each foreign visit.

The FDO has forged a strong partnership with the J3’s DLA Foreign Visit Office. The 

fruits of this partnership included an extensive overhaul of DLA Instruction 5230.01, “DLA 

Foreign Visit and Foreign Disclosure Program,” to ensure it delivered clear and concise direction 

on processing foreign visit and disclosure review requests. Another significant accomplishment 

was creating a new DLA form (DLA 1996, “Foreign Disclosure Review Request”). The new 

form streamlined the FD review process and minimized back and forth communications.

l. Industrial Security Highlights

DI, in partnership with DLA Training (J1), developed/launched a training module with a 

target audience of program staff, contracting officers, contracting officer representatives, and 

product specialists. The training, deployed in DLA’s Learning Management System (LMS), will 

educate students on the proper completion of a DD Form 254, Contract Security Specification, 

and proper industrial security processes and procedures. This training will close a knowledge gap 

for personnel executing classified contracts, creating more efficiency in the acquisition process.
204

m. Intelligence Training Highlights

The Intelligence Division focused routine awareness training efforts on new 

MSC/regional command leaders for both the CI and InT Programs. The programs also ensured 

100% of all new DLA employees at the McNamara HQC received awareness training during bimonthly onboarding of new employee briefings.

6. Summary

FY 2022 was a challenging year for DI. Even as a customer-focused organization unable to meet 

face-to-face due to maximum telework and COVID-19 concerns, DI supported its customers in 

both intelligence and security mission areas. Many DI employees were rewarded for their efforts. 

As always, DI continued to provide outstanding support to the customer. I was pleased to 

announce that Shayne Nakamoto, our security specialist supporting DLA Europe & Africa won 

the Senior Security Professional of the Year for 2022. He was recognized for his outstanding 

work in implementing security programs for the Command and his support of DLA CENTCOM 

Forward. This agency-level award recognizes performance, dedication, and innovation in all 

aspects of work. Shane set the benchmarks for security professionals across the agency to 

emulate. His award is the second in a row from DI and the second from a DI security specialist 

supporting DLA Europe & Africa. Congratulations, Shane.
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Defense Logistics Agency

DLA Legislative Affairs (DL) 

Fiscal Year 2022 Historical Report

 
206

1. DL Mission and Activities 

The mission of the Defense Logistics Agency’s Office of Legislation Affairs (DL) is to provide 

advice and assistance to the director, vice director, executive board, and major subordinate 

commands (MSC) on all matters regarding Congress; the White House; and national, state, and 

local political activities bearing on the mission of the agency or its operations. The vision of the 

office is continued proactive engagement with members of Congress, congressional committees, 

and congressional staffs to gain support for DLA’s mission, programs, and initiatives. 

DL provides full spectrum support to DLA headquarters and the MSCs. Each legislative 

specialist is responsible for congressional actions related to his or her portfolio. Support includes 

congressional inquiries, Hill engagements (meetings/briefings), and hearing preparation. 

Congressional support is centralized within DL. The MSCs, except DLA Troop Support, have no 

assigned legislative affairs specialists. However, there are designated legislative points of contact 

at each MSC in either general counsel offices or the command support group.

2. DL Staffing 

DL is comprised of seven full time employees. Two GS-13 legislative affairs specialists are 

tasked with direct legislative activity; one GS-14 senior legislative affairs specialist is lead for 

the legislative team and also provides direct activity. One GS-12 management analyst provides 

information management and database support. The administrative assistant, director, and deputy 

director round out the team. The director and his deputy provide direct support to the DLA 

director, vice director, chief of staff, MSC commanders, J-code directors, and D-staff directors. 

DIRECTOR

LEGISLATIVE AFFAIRS

(GS-15)

DEPUTY DIRECTOR

LEGISLATIVE AFFAIRS

(GS-15)

CONGRESSIONAL 

AFFAIRS SPECIALIST

(GS-14)

LEGISLATIVE AFFAIRS 

SPECIALIST

(GS-13)

LEGISLATIVE AFFAIRS 

SPECIALIST

(GS-13)

ADMINISTRATIVE 

ASSISTANT 

(GS-8)

MANAGEMENT ANALYST

(GS-12)
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The legislative affairs specialists directly support the legislative director and deputy, and their 

director’s staff group, MSC, J-code, and D-staff customers. 

The GS-08 FTE was eliminated in the 2013 Office of the Secretary of Defense (OSD) 

efficiencies initiative. The position is an over hire and is currently funded by J8. The position 

will not be refilled when the current employee separates from DLA.

DL is currently led by Mr. John K. Muller, Director (GS-15). His deputy is Dr. Cordell C. 

Francis Jr.

a. Change of DL Director 

In 2020, DL saw the retirement of its long-time legislative director and welcomed a new 

director. On May 31, 2020, Robert T. Wimple Jr., USAF, Colonel (Ret.) retired from federal 

civil service after 17 years as DLA director of legislative affairs. In February 2003, then Colonel 

Wimple completed his service in the Office of the Assistant Secretary of Defense for Legislative 

Affairs and was assigned to DLA as director, legislative affairs. On June 1, 2007, Colonel 

Wimple retired from the United States Air Force after 30 years and 8 months of active-duty 

military service. Colonel Wimple subsequently became the first civilian director of legislative 

affairs. On March 31, 2020, he retired from DLA after twelve years and three months of civilian 

service.

On September 28, 2020, DL welcomed a new director, Marta McLellan Ross, who came 

to the agency from the U.S. Agency for Global Media. On April 1, 2021, Ms. Ross departed 

DLA for a position with National Public Radio.

On April 25, 2021, DL welcomed another new director, Mr. Roger Pena. Mr. Pena came 

from the OSD Chief Management Office. On July 2, 2021, he departed DLA for a senior 

position in the Army G4.

On December 20, 2021, Mr. John Muller joined DL as its director. He is a retired Army 

colonel with 33 years of service. Prior to DLA, he served as the senior director of development 

for defense and national security at the Center for Strategic and International Studies where he 

led fundraising efforts in a core work area. He has also served as a professional staff member on 

the House Armed Services Committee. As the Readiness Subcommittee lead, he oversaw more 

than $208 billion in DoD programs. While in uniform, he served in senior positions in the 

Department of the Army, the Army National Guard, NATO International Security Assistance 

Force – Afghanistan, and the Office of the Chairman of the Joint Chiefs of Staff. John graduated 

from Florida Southern College with a bachelor of science in business administration, received a 

master’s degree in public administration from American University, and completed a Secretary 

of Defense senior service college corporate fellowship. 

Dr. Cordell Francis served as the acting director during each vacancy period.

b. DL Staff Changes 

DLA Legislative Affairs’s small staff experience three retirements this FY. On June 18, 

2021, one of DL’s GS-13 legislative affairs specialists began terminal leave. She retired on June 

31, 2021, after a successful 35-year career in federal service with more than a decade of service 

to DLA Legislative Affairs. On June 27, 2021, DL’s GS-12 management analyst retired after a 
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successful 36-year career in federal service with more than a decade in DLA Legislative Affairs. 

On January 31, 2022, DL’s GS-14 congressional affairs specialist retired after a successful 35.5-

year career in federal service at DLA.

Each retiree was backfilled by exceptional personnel new to DLA. The GS-14 

congressional affairs specialist arrived on March 28, 2022. She is a retired military police officer 

in the U.S. Army with over 22 years of service. She recently served as legislative director with 

the Department of Veterans Affairs, an executive officer and military strategist for the Secretary 

of the Army and a congressional defense fellow in the office of the late Congressman Elijah 

Cummings. She has legislative experience with a variety of issues such as women’s health, 

mental and behavioral health, and veterans' homelessness. She is a 2020 TEDx Alum, 

showcasing advocacy for suicide prevention, awareness, and support for suicide survivors. She 

earned a PhD in organizational leadership from Regent University, an executive masters from 

Georgetown University, and a master’s in education from Old Dominion University. 

3. OSD Efficiencies Initiative 

On January 13, 2013, based on an OSD efficiencies initiative, the DL deputy director, Dr. 

Cordell Francis, is dual-assigned as 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 every five days. As of 2019, DLA and OSD terminated the timesharing 

agreement, although there is still a direct connection and regular communication between DLA 

Legislative Affairs and OASD Legislative Affairs. 

4. Fiscal Year (FY) 22 Budget 

ITEM ACTUALS (As of 

Aug 2022)

Labor $1,483,711

Travel $2,000

Training $6,500

Supplies/Equipment

- Congressional Directories 

$8,000

Contracts 

- DACS-RM ($100,000 initial) 

- Congressional Quarterly ($41,000) 

$141,000

Most of DL’s budget is labor, followed by a contract for document automation and content 

services – records management (DACS-RM) and a subscription to Congressional Quarterly 

(CQ). DACS-RM was approved and funded by the chief of staff business management office in 

FY 2022 and the initial build costs $100,000 with $50,000 annually each subsequent year for 

maintenance. The CQ contract is shared with J8, J3, J7, and DG. DL was also approved for 

$8,000 to purchase access to online directories for federal, congressional, and staff directories. 
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5. Congressional Engagements

a. CY 2022 DL Engagements (Jan 1 through Aug 3, 2022)

(1) 152 verbal

(2) 46 written

(3) 53 Hill engagements (briefings / meetings / teleconferences / reports / 

notifications)

(4) 6 administrative

(5) 206 contract announcements

b. CY 2021 DL Engagements (Jan 1 through Dec 31, 2021)

(1) 221 verbal

(2) 51 written

(3) 86 – Hill engagements (briefings / meetings / teleconferences / reports / 

notifications)

(4) 21 administrative

(5) 1,264 contract announcements

6. FY 2022 Legislative Proposals

DLA offered six proposals (two resubmissions) for the FY 2022 legislative call. The new 

proposals included one national defense stockpile (NDS) proposal, one joint logistics 

information service proposal, and two DLA Distribution proposals. They would:

a. Authorize acquisitions and disposal for the NDS (2 proposals).

b. Authorize DOD to exclude advance billings for national emergency or contingency 

operations.

c. Extend the authority for the United States to provide reciprocal cataloging services and 

data to certain non-North Atlantic Treaty Organization (NATO) members of the NATO Allied 

Committee 135 (AC/135) (14 Countries).

d. Establish a statutory requirement for the use of DLA-operated storage and distribution 

facilities collocated with organic depot maintenance locations.

e. Update and make permanent the pilot program for distribution support and services for 

weapon systems contractors authorized by Section 883 of the National Defense Authorization 

Act for Fiscal Year 2017.

7. FY 2022 National Defense Authorization Act (NDAA)

On December 27, 2021, S. 1605, the Fiscal Year 2022 National Defense Authorization Act 

(NDAA) became Public Law 117-81. The bill provided $777.7 billion in funding for national 

defense. Within this topline, the legislation authorized $740.0 billion for DoD and $27.8 billion 

for national security programs in the Department of Energy. The legislation, like the president’s 

budget request, did not include a separate overseas contingency operations request – war-related 

costs are included in the base budget.
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The bill included the DLA-specific provisions below. One section had significant impact to 

DLA. Section 352 permanently designated U.S. Transportation Command (TRANSCOM) as the 

element responsible for DoD’s bulk fuel management and delivery on a global basis. As a result, 

OSD, DLA, and TRANSCOM began developing a plan for compliance.

a. Sec. 318: Inspection of piping and support infrastructure at Red Hill Bulk Fuel Storage 

Facility, Hawaii.

b. Sec. 352: Global Bulk Fuel Management and Delivery.

c. Sec. 843: Assuring integrity of overseas fuel supplies.

d. Sec. 844: Assessment of requirements for certain items to address supply chain 

vulnerabilities.

e. Sec. 1064. Continuation of certain DoD reporting requirements.

f. Sec. 1070. Study and report on DoD excess personal property program. 

g. Sec. 1411. Acquisition of strategic and critical materials from the national technology 

and industrial base.

h. *Sec. 1412. Authorization to loan materials in National Defense Stockpile.

*DLA is not mentioned specifically in this section; however, it pertains directly to DLA Strategic 

Materials.

8. FY 2022 DoD Appropriations Act 

On March 15, 2022, H.R. 2471, the Consolidated Appropriations Act became Public Law 117-

103. The legislation included the DoD Appropriations Act, 2022, Division C, which provides 

$728.5 billion for the department and related activities. That amount was $32.5 billion more than 

FY 2021. 

The bill recommends reductions to hundreds of terminated or underperforming defense 

programs. Examples include the $3.3 billion Afghan Security Forces Fund, rescission of $700 

million in prior-year funds, and rescission of $3.3 billion in unobligated prior-year funds from a 

variety of programs. Savings, along with increased allocation provided by the bill, were 

redirected to military capabilities directed involved with (1) countering China and investing in 

the Indo-Pacific (2) artificial intelligence, cyber, and microelectronics (3) space (4) infrastructure 

and public shipyards.

In addition to the priority areas above, the bill increases several programs of DLA interest, to 

include:

a. $300 million for the Ukraine Security Assistance Initiative, including new authorities 

to respond to Russian aggression. 

b. $276.4 million for the Defense Environmental Restoration Program, in addition to the 

$1.03 billion in requested funding.

c. $255.3 million for PFAS-related environmental remediation activities, AFFF removal 

and the CDC multi-site health study in addition to the $67 million in requested funding. 
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d. $97 million to accelerate implementation of the Independent Review Commission’s 

recommendations to address sexual assault and harassment in DoD, fully funding executable 

spending for the remainder of the FY. 

e. $54.5 million for the Special Victims’ Counsel and sexual assault prevention.

f. $686.4 million for families affected by the most recent fuel spill at the Red Hill Bulk 

Fuel Storage Facility in Hawaii, as well as continue remediation and recovery, including 

environmental restoration efforts, and to conduct activities in compliance with State of Hawaii 

Department of Health Order 21-UST-EA-02. 

For the first time since fiscal year 2010, the bill contains no funds for overseas contingency 

operations, consistent with the budget request.

9. Congressional Reporting Requirements

DLA wrote and provided input to the following congressional reporting requirements: 

Due Date/

Days Late Subject US Code/Public Law/Report Section/Page Type Report

09/30/25 Pilot program for temporary issuance 

of maternity-related uniform items 

P.L. 116-283 

2021 | Sec. 361 | Fixed

02/15/23 

Acquisition and development of 

strategic raw materials: Reports to 

Congress 

50 USC 98 h-2(a) | SECDEF Annually

12/27/22 

Study and report on Department of 

Defense excess personal property 

program 

P.L. 117-81 

2022 | Sec. 1070(b) | Fixed

10/01/22 Warstopper Program RPT 117-118 

2022 | Pg. 186 | Fixed

05/26/22 Restrictions on transfer of items to 

law enforcement 

P.L. 116-260 

2021 | Pg. 2134 | Quarterly

04/20/22 

Report on expenses incurred for inflight refueling of Saudi coalition 

aircraft conducting missions relating 

to civil war in Yemen 

P.L. 116-92 

2020 | SECDEF Sec. 1275(a) | Monthly

03/01/22 Advanced materials processing 

briefing 

RPT 117-39 

2022 | Pg. 120 | Fixed

03/01/22 Recycling rare earth materials RPT 117-39 

2022 | Pg. 134 | Fixed

03/01/22 Authorization to loan materials in 

National Defense Stockpile

RPT 117-39 

2022 | Pg. 274 | Fixed
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10. Congressional Items of Interest

a. DLA Troop Support

(1) Reliance on Foreign Sources in the Medical Supply Chain

Several Members of Congress have expressed concern regarding medical personal 

protective equipment, pharmaceuticals, and medical equipment utilized by the military services, 

specifically potential national security risks posed by reliance on Chinese-sourced active 

pharmaceutical ingredients (APIs).

(2) Hot Weather Combat Uniform for Women (IHWCUF)

Congress has inquired about a solicitation for IHWCUF. DLA Troop Support is 

working on an acquisition and projects additional IHWCU-F will be available during the 2nd 

quarter of FY23.

b. DLA Disposition Services

(1) Law Enforcement Support Office (LESO) / Executive Order 14074

On July 19, 2022, the Secretary of Defense received a letter signed by 22 

members of Congress requesting an update on Section 12 of Executive Order 14074. 

Appropriations staff also requested information after the EO was signed in June. DLA expects 

full implementation by January 1, 2023.

(2) Aqueous Film-Forming Foam (AFFF) containing Polyfluoroalkyl Substances 

(PFAS)

The Department of Defense uses many products containing PFAS. The substance 

is harmful to the environment and difficult to destroy. They FY 2023 Defense Appropriations 

and Authorizations bills each contain prohibitions and guidance regarding use, remediation, and 

incineration of the products.

c. DLA Energy

(1) INDOPACOM Fuel Study

In May 2021, DLA Energy briefed HASC professional staff members (PSMs) on 

the Institute of Defense Analysis’s INDOPACOM fuel study and DLA Energy’s role sourcing 

unified combatant command (CCMD) fuel requirements during major conflicts and in contested 

environments. PSMs wanted better to understand roles and responsibilities between CCMDs, the 

military services, and DLA in intra-theater movement of fuel, especially, during the last tactical 

mile, and intra-theater connectors relative to fuel distribution. DLA Energy discussed DLA’s 

views on the fuel study, and DLA’s role in bulk fuel management in the INDOPACOM theater, 
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including coordinating operational plans and fulfilling requirements. DLA Energy also explained 

its relationships with CCMDs and the military services in this space. 

(2) Global Bulk Fuel Management

Sec. 352 of FY 2022 NDAA designated TRANSCOM the element responsible for 

DoD’s bulk fuel management and delivery on a global basis as of January 1, 2023. On August 

24, 2022, TRANSCOM, OSD, and DLA briefed the House Armed Services Committee on the 

status of TRANSCOM’s bulk fuel management strategy.

(3) Red Hill Leak, Clean Up, Strategy, Spend Plan, Defueling, Closure

The deputy defense secretary is the Department lead. The spend plan is being 

finalized by the Office of the Under Secretary of Defense (Comptroller) and will be delivered to 

the appropriate committees on August 31, 2022. The spend plan is organized into four lines of 

effort (LOE): LOE 0: community response, LOE 1: defueling, LOE 2: tank closure and LOE 3: 

dispersing. A joint task force (JTF) is being stood up to manage efforts. DLA will support the 

Red Hill JTF and leverage the Defense-wide Working Capital Fund (DWWCF) as appropriate. 

The Navy will work with the EPA and Hawaii Department of Health to determine an appropriate 

assessment and follow-on remediation. 

(4) Reimbursement for inflight refueling sales

This has been a high-visibility issue involving DLA, OSD, and Air Force. DLA 

Energy has responded to data calls regarding sales and reimbursements for countries including 

UAE. DLA is providing recurring monthly reports on the status of inflight refueling 

reimbursements from the Saudi-led Coalition.

(5) Federal Helium Reserve

DLA Energy has responded to recent congressional inquiries about the sale of the 

Federal Helium Reserve and the impact on the defense industrial base. DLA Energy is concerned 

the sale of the Federal Helium Reserve may adversely impact our ability to support demand and 

requirements.

d. DLA Aviation

(1) TransDigm

There is congressional interest in reverse engineering in the wake of TransDigm’s 

overpricing to DLA. Congressional oversight committees have engaged DoD regularly to 

determine if TransDigm has reimbursed the government. To date, DLA has not received a 

reimbursement. Similarly, the House and Senate Armed Services Committees have included 

legislation regarding the disclosure of pricing data in the FY 2023 NDAA so the government can 

determine fair and reasonable pricing. There was concern that companies like TransDigm would 

sell to the government using a third-party representative so as to avoid disclosure. The 
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authorization committees are aware of the legislative loophole and are working to resolve the 

matter in conference.

e. DLA Small Business Programs, DB

On January 25, 2022, the DLA director signed the Memorandum of Understanding with 

OUSD(A&S) Office of Small Business Programs transitioning the responsibilities for the 

Procurement Technical Assistance Program from DLA to the Under Secretary of Defense for 

Acquisition and Sustainment. USD(A&S) signed the delegation memo August 16, 2022.

f. DLA Acquisition, J7

Impact of removal of accelerated payment to businesses – DLA responded to several 

Congressional inquiries concerning DLA’s change from a 15-day payment schedule to net 30 

days. To manage the health of the DWWCF more effectively, DLA changed its payment terms to 

the stated contract term (i.e., net 30 days). 

g. DLA Logistics Operations, J3

(1) Contested Logistics

The HASC and SASC are focused on preparing for future conflicts, including 

contested logistics scenarios. In 2020, the HASC held multiple briefings with the military 

services, CCMDs, and DLA. DLA responded to inquiries from the HASC. Members of the 

HASC Readiness Subcommittee expressed concerns about the sustainability of operations in a 

Pacific conflict. 

(2) Ukraine Support

The military services and the Defense Security Cooperation Agency are 

supporting Ukraine defend itself again Russia’s recent aggression. DLA has received numerous 

congressional queries regarding our support to this effort. To date, most of DoD’s support 

provided has been accomplished via the use of presidential drawdown authority (PDA). The 

PDA is not well suited to supporting the sustainment needs of Ukrainian forces. Neither PDA nor 

the recently enacted Ukraine Supplemental provides DLA the legal authority, funding, or 

obligation authority necessary to meet the known sustainment needs for the equipment provided 

to Ukraine by the military services. As a result, DoD/DLA is exploring an explicit authority that 

will resolve the funding and obligation authority issues currently limiting flexibility in 

anticipation of future demand. 

(3) COVID-19 Support

DLA’s role and congressional interest is decreasing but the agency continues to 

support the Department of Health and Human Services in its response to the COVID-19

pandemic. DLA currently procures masks, gowns, vaccines and over-the-counter test kits in 

support of federal and state responses.
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(4) 2% Zadroga Tax

The Zadroga tax is an excise tax imposed on certain foreign procurements 

pursuant to the James Zadroga 9/11 Health and Compensation Act of 2010, P.L. 111-347. 

Specifically, the law added section 5000C to the Internal Revenue Code (Code) which requires 

agencies to withhold a 2 percent tax on payments made by the U.S. government to foreign 

entities pursuant to certain contracts. The intent of the tax was to generate revenue for medical 

treatment and financial compensation for thousands of first responders and survivors who have 

become sick from exposure to toxins at the Pentagon and Ground Zero in New York and 

Shanksville, Pennsylvania. However, there is concern this tax could impair overseas readiness by 

compromising existing contracts. DoD is considering the matter and may offer the HASC and 

SASC legislative proposals.

(5) Afghanistan Retrograde

There was significant congressional interest in the disposition of equipment after 

U.S. forces withdrew from Afghanistan on August 30, 2021. DoD retrograded equipment and 

supplies in support of the U.S. withdrawal. DLA Disposition Services provided input to an OSD 

report submitted in accordance with the reporting requirements of section 2205 of Public Law 

117-43 (the “Extending Government Funding and Delivering Emergency Assistance Act,” 

September 30, 2021). The report regarded the disposition of U.S. property, equipment, and 

supplies, including property, equipment, and supplies provided to the Afghanistan National 

Security Forces.

h. DLA Information Operations, J6

(1) Commercial and Government Entity (CAGE) codes

DLA had a notable increase in congressional inquiries related to CAGE code 

registrations in July 2022. On April 4, 2022, GSA discontinued its contract with Dunn and 

Bradstreet. Consequently, all currently registered business entities are required to re-register with 

SAM.gov and CAGE, which led to an increase in customer support resolution times. Since the 

change, GSA has been processing an average of 40,000-50,000 transactions per day and DLA 

CAGE processed anywhere between 5,000-9,000 transactions per day.
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Defense Logistics Agency

DLA Installation Management (DM) 

Fiscal Year 2022 Historical Report
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1. Introduction 

The DM historical record outlines actions taken during FY 2022 to improve the effectiveness and 

efficiency of services provided to our customers, civilian and military, internal and external. It also 

provides key operating goals, initiatives, metrics, and tools used to monitor our performance. Our 

greatest resource remains our people, who enable this support.
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DM provides worldwide policy, program, and operational support in the areas of:

a. Process Management

b. Environmental Management

c. Facilities and Equipment

d. Family and Morale, Welfare, and Recreation (FMWR)

e. Security and Emergency Services

2. Organization

a. DM Mission

DLA Installation Management enables DLA to support the Warfighter by providing security 

and emergency services, process management, environmental management, facilities and equipment, 

and FMWR support to DLA activities and external customers.

b. DM Vision

A positive, ethical, and adaptive team that provides outstanding support to internal and 

external customers while caring for its people.

c. DM Values

Our values are DLA’s foundation. They provide our guiding principles as we accomplish our 

mission, pursue our vision, and strive to support our DLA customers and Warfighters: Leadership, 

Professionalism, and Technical Knowledge through Dedication to Duty, Integrity, Ethics, Honor, 

Courage, and Loyalty.

3. Line of Effort (LOE) 1: Warfighter Always

a. Objective 1.1: Improve Readiness and Cost Effectiveness within Campaign and 

Contingency Plans

(1) Initiative 1.1.1: For each supply chain and logistics service, support 

development of standardized data, planning factors, tools, and logistics and supply activity 

processes.

Optimized FY 2022 military construction (MilCon) project selection, as 

evidenced by 100 percent program approvals from the Office of the Secretary of Defense (OSD) 

and Congressional subcommittees, place the entire project list in the National Defense 

Authorization and MilCon Appropriations Acts.

(2) Initiative 1.1.3: Develop a command and control (C2) strategy to align senior 

leaders to combatant commander campaign plan operations, activities and investments, and 

integrated contingency plan execution.
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DLA Indo-Pacific’s controlled space and Indo-Pacific synchronization Operations 

center at Joint Base Pearl Harbor-Hickam - Completed DD Form 1391 through Naval Facilities 

Engineering Command Hawaii.

b. Objective 1.2 Partnership with Customers

(1) Initiative 1.2.1: Identify alternative solutions to help improve support for both 

wholesale and retail customers of an identified low/sporadic demand population where 

collaborative or forecasting may not be the best solution.

(a) Executed FY 2022 budget to 97.4% while demonstrating continued 

fiscal responsibility throughout the FY due to ongoing COVID-19 related conservation measures 

and other cost reduction measures including ALT 104 (detailed below).

(b) Published Portfolio of Services, DLA Instruction 4001.01 on July 6, 

2022

4. LOE 2 Support to the Nation

a. Objective 2.1: Implement Whole of Government Support

(1) Initiative 2.1.4: Implement new organizational structure to best support the 

nation.

Ongoing policy development and execution in response to climate change and 

sustainability executive orders (EOs). In 2022, DM worked with J3 and DLA Energy to respond 

to DoD and administration requirements for climate change. Four current and pending EOs have 

DLA equities, including:

(a) EO 14008, January 27, 2021, “Tackling the Climate Crisis at Home 

and Abroad”

(b) EO 14017, February 24, 2021 “America’s Supply Chains”

(c) EO May 20, 2021 (no number), “Climate Related Financial Risk”

(d) EO 14057, “Catalyzing Clean Energy Industries and Jobs through 

Federal Sustainability

The FY 2022 climate enterprise budget increase (EBI) allocates $194 million for 

climate change initiatives in compliance with EOs 14008 and 14057 for the president’s budget 

review 2024-2028. Projects include zero emission vehicles (ZEVs), solar photovoltaics and 

battery storage, which will eliminate DLA’s electric bill within ten years.

5. LOE 3 Trusted Mission Partner

a. Objective 3.2 Financial Transparency

(1) Initiative 3.2.2: Align the level of detail and required changes to financial 

architecture baseline to enable customer-centric transparency.
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(a) In FY 2022, DM continued to support the acquire-to-retire and 

environmental liabilities management business cycles as DLA entered its sixth year of financial 

audit. DM assisted where DLA had made significant progress in attaining a stable and 

sustainable audit readiness. Although DLA was issued a disclaimer for FY 2022, the goal is to 

work toward closing corrective action plans for all three funds (General Fund FY 2024 

(modified), FY 2025 (unmodified), Transaction Fund FY 2025 and Defense-wide Working 

Capital Fund (DWWCF) FY 2028 unmodified opinions in several key programs. 

(b) DM FY 2022 funding levels achieved a 97.4% overall obligation rate 

for both labor and non-labor streams totaling $779.2 million. The non-labor stream includes 

DWCF and Sustainment, Restoration, and Modernization programs.

6. LOE 5 Future of Work

a. Objective 5.1 Virtual Work Modeling

(1) Initiative 5.1.1: Collaborate with Human Resources (J1) on seamless 

personnel work model issues relevant to administrative space requirements.

(a) DM / J1 co-led an enterprise working group and offered different work 

model approaches. 

(b) Developed administrative space categories and published criteria for 

dedicated, shared, and hoteling requirements.

b. Objective 5.2 Facility Footprint

(2) Initiative 5.2.1: Assess DLA (Continental United States (CONUS)) facilities 

footprint to maximize space utilization

(a) Performed in-depth analysis of DLA administrative space within 37 

DLA facilities to include square-footage, utilization rates, and utility costs analysis.

(b) Published DLA Instruction 5305.05 outlining the roles and 

responsibilities for administrative space management.

7. CC-A People and Culture

a. A.1 Supporting Our People

(1) CC-A1.4: Sustain Our People

(a) In FY 2022, DM ingrained its commitment to the workforce with each 

culture climate initiative, making intentional and accountable efforts to promote diversity and 

inclusion in all aspects of the DM portfolio by examining current policies and hiring practices. 

DM gathered its senior leadership in the first in-person offsite in 5 years, focusing on teambuilding in an inclusive setting and expanding efforts to support diversity of experience, ideas, 

and backgrounds.
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(b) Implemented “all hands” town halls and “chats with the boss” on a 

quarterly basis as DM sites executed their own programs.

b. A.2 Culture

(1) CC-A2.3: Build Connections 

In FY 2022, DM continued to execute a culture action plan focusing on mission, 

adaptability, involvement, and consistency to promote understanding, awareness, and employee 

engagement. Through DM all hands, social engagements, internal focus groups, and professional 

development, DM continues to promote teamwork, collaboration, and camaraderie. 

8. CC-B Fiscal Stewardship

a. CC-B.1 Auditability

 

(1) CC-B1.4: Achieve modified audit opinion 

(a) Linked to LOE 3.2, financial transparency, DM has responsibility for 

two major programs: property, plant, and equipment (PP&E) and environmental liabilities 

management (ELM), both which are under audit in the three major funds and dependent on 

external organizations.

(b) Implemented a risk and internal control administration program to 

enhance audit processes per OMB-A123, Management of Internal Controls Program.

b. CC-B.2: Cost Visibility and Cash Management

(1) Close Out and DM Optimization

As a part of the review DLA was required to provide a decision memo with a 

potential implementation plan and associated savings for transferring installation management 

functions at four DLA sites to the Army. DM formed a comprehensive Joint IPT with Army 

Installation Management Command and Army Materiel Command which identified annual cost 

savings of $48 million in existing DLA facilities sustainment, contracts, leases, and 

personnel/labor – with DLA retaining the sites as the course of action for execution.

To save $48 million by FY 2026, DM will: 

(a) Reduce facilities sustainment $36.87 million per year for five years 

(b) Reduce contracts $1.34 million per year for five years 

(c) Reduce personnel/labor $2.68 million per year for five years 

(d) Reduce facility leases $2.73 million per year for five years 

(e) Reduce FMWR O&M $2.90 million per year for five years

On April 7, 2022, OSD’s response to DLA’s efforts was “returned without 

action/closed.” On June 23, 2022, Under Secretary of Defense (Acquisition & Sustainment) 
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returned a DLA follow-on memo as “returned without action,” ensuring successful closure and 

no further action by DLA. A formal memorandum of record was generated August 2, 2022.

9. CC-C Digital Business Transformation

a. CC-C3.1: Cyber-Security Policy & Oversight 

(1) Approved for EBI funding at $129,948,000 which includes 36 full-time 

equivalents (16 for DM, 17 for J6, and 3 for J7) per EO 14028, “Improving the Nation's CyberSecurity.”

b. DM at Defense Supply Center-Columbus accomplishments:

(1) Bldg. B-20 light emitting diode (LED) driver replacement program is ongoing. 

We have replaced over 1,000 LED drivers this FY. 

(2) The B-20 lighting control system is operational again. Through phased 

schedule changes, lighting load has been reduced by 35% year over year. 

(3) DSCC partitioned off several acres of unused parking during COVID-19. This 

reduced direct maintenance costs such as snow removal.

(4) DSCC is using historical meter data from the building control system to refine 

energy conservation measures.

(5) DSCC and Columbus Water replaced selected infrastructure to enable more 

efficient water usage.

c. DM at Distribution Depot, San Joaquin accomplishments:

(1) 971 light fixtures in 14 small buildings were retrofitted at a cost of $ 517,000 

with estimated energy savings of 50,000 kilo-watts-hertz per year. This year’s energy savings is 

equivalent to removing 7.6 gasoline powered cars from the road for one year. 

(2) Installation of photovoltaic (PV) array on Bldgs. 57-58 at a cost of 

$4,750,000, generating up 2,200 mega-watts-hertz (MWH) per year in clean energy.

d. DM at Defense Supply Center-Richmond accomplishments:

At Bellwood Manor, the heating, ventilation, and air conditioning (HVAC) system was 

upgraded, the lighting systems were retrofit, and energy and water efficient components were 

installed in the dining/meeting portion of the building.

e. DM at Distribution Depot, Susquehanna accomplishments:

(1) Solar project parking lot 640 ~500KW carport – Charleston

(2) Solar project parking lot 626 ~500KW carport – Charleston

(3) Eastern Distribution Center (EDC) electrical design – Charleston

(4) Kicked off the Massachusetts Institute of Technology (MIT) Lincoln Labs 

comprehensive electrical study of solar, microgrid, electric fleet vehicles technologies 

(5) Lighting retrofit project at Buildings 103, 104, 105, 210, 211 - Mechanicsburg 
223 

(6) Replaced the natural gas service laterals and commissioned various buildings 

– Mechanicsburg, PA 

(7) Renewed option year 1 of the controls service contract 

f. DM at DLA Distribution accomplishments:

(1) Distribution Depot, Oklahoma City, Oklahoma (DDOO): LED lighting retrofit 

including interior fixtures for 5 buildings and exterior fixtures for 18 buildings. 

(2) DDOO: HVAC replacement for Building 506. 

(3) Distribution Depot, Cherry Point, North Carolina: MOD to FY21 Lighting and 

HVAC project. MOD served to add additional LED lighting retrofit scope. 

(4) Distribution Depot, Red River, Texas (DDRT): LED lighting retrofit including 

interior fixtures for 12 buildings and exterior fixtures for 49 buildings. 

(5) DDRT: Ground-mount solar photovoltaic (PV) array. 800 KW capacity with 

projected energy savings of 1,284 MWH. 

10. CC-C3.4: User Awareness

a. Operational Technology (OT) Cyber-Security EBI funding allocated and FTE Support 

(1) Grew DLA’s technical capabilities in OT. The OT program was approved for 

labor and non-labor resources beginning in FY 2024. Labor resourcing will provide functional 

experts in facility related control systems and electronic security systems to help ensure DLA 

facilities comply with the latest unified facilities criteria. Non-labor resources will provide 

greater ability to mitigate OT deficiencies across the enterprise. 

(2) In addition, DLAI 4163.03, Life Cycle Management of Facility Related 

Control Systems (FRCS) was April 6, 2022. The DLAI clarifies the processes and stakeholder 

responsibilities. It provides a foundation for managing FRCS in the agency and encourages 

greater involvement from the major subordinate commands (MSCs). 

b. DLA uses the risk management framework which is the DoD process for applying 

cybersecurity to IT, including control systems. As a product of this effort, the OT risk matrix was 

implemented. MSCs can identify operational impact and DLA Information Operations, 

Information Assurance (J61) can identify cyber risk. DM and DLA Information Operations, 

Enterprise Capabilities (J62B) continue to work with DLA Acquisition (J7) to ensure contracts 

have the appropriate compliance language.

c. The OT executive board meets monthly and is co-chaired by the chief of staff and chief 

information officer. Monthly OT issues are discussed to determine optimal solutions. 

d. Ground water monitoring system at DSCR has been revised to manual 

operation/observation only, thus eliminating previous cyber connections. 

e. Automated material handling equipment pillar completed projects: 

(1) Replaced programmable logic controllers at the Eastern Distribution Center, 

Susquehanna, Pennsylvania. Contract awarded in 2019 and completed the end of May 2022. 

(2) Installed vertical lift modules (VLMs) at Anniston, Alabama. Contract 

awarded September 2021 and completed March 2022. 
224

(3) Installed VLMs at Jacksonville, Florida. Contract awarded March 2021 and 

completed August 2022.

f. Other Completed Projects

(1) Purchased computer numeric control router and software for distribution for 

Depot Warner Robins, Georgia 

(b) 3D Scanning – DLA Technology Accelerator 

11. Cyber-Security

a. The following initiative have reduced cyber risk:

(1) Electronic security system (ESS) at Hill AFB, Utah, maintenance contract 

option year 1 - includes OT cyber-security patching and updates.

(2) ESS at Philadelphia, Pennsylvania, maintenance contract - includes OT cybersecurity patching and updates.

(3) ESS at Norfolk, Virginia, upgrade operating system and Lenel version.

(4) DLA Distribution, AMHE factory talk view upgraded from version 9 to 

version 12.

(5) Columbus, Ohio, HVAC mechanical maintenance contract- includes OT 

cyber- security patching and updates.

(6) Camp Carroll, Korea, OT cyber-security review of new warehouse (FY 2017 

MilCon)

(7) New Cumberland, Pennsylvania, utility management controls system contract 

to include OT cyber-security patch and updates.

12. Climate Resiliency Initiatives

a. Optimize DLA's vehicle fleet to comply with fleet requirements

DM Facilities and Equipment, Installations and Sustainment (DM-IS) continues to assess 

the DLA fleet management program to identify opportunities for optimization through 

organizational realignments, reorganizations, and mission changes. The fleet management team 

anticipates contract support in FY 2023 with four option years to accomplish a vehicle allocation 

methodology survey. 

(1) DM-IS has modified our previous reviews of agency fleet data to support new 

directives on electrification of our fleet. 

(2) The FY 2022 General Services Administration (GSA) leased vehicle cycle 

reviewed all eligible light duty vehicle replacements with ZEVs: battery electric vehicles, plug-in 

hybrid electric vehicles, hydrogen powered fuel cell electric vehicles. The selection process will 

focus on ZEVs first, then hybrid vehicles, low greenhouse gasoline, alternative fuel, and 

gasoline/diesel if no other option complies with EOs 14008 and 14057. 
225

(3) DM-IS implemented telematics on the DLA CONUS, GSA-leased vehicles as 

they are replaced to comply with EO 14057. The GSA-leased vehicle payment process for 

European locations has been streamlined and resembles the CONUS GSA process. 

13. Per-and Polyflouroalkyl Substances (PFAS)

PFAS are a large chemical class of man-made compounds found in many industrial and 

consumer products, including nonstick cookware and microwave popcorn bags. In DoD 

applications, the chemicals have been found in aqueous firefighting foam (AFFF) to rapidly 

extinguish fuel fires. Although successful in protecting against catastrophic loss of life and 

property, it is now known that the release of PFAS can contaminate private and public water 

systems.

The secretary of defense created a PFAS task force to manage growing concerns over these 

substances. The task force provides an aggressive, holistic approach to find and fund an effective 

substitute, implement cleanup, make lasting policy change, and coordinate across federal 

agencies. DLA worked with the Deputy Assistant Secretary of Defense (Environment & Energy 

Resilience) and services on OSD committees for the Resource Conservation and Recovery Act 

(RCRA), cleanup (defense environmental restoration program), Safe Drinking Water Act, and 

Clean Water Act. These committees drafted numerous policies addressing task force priorities.

In FY 2022, DLA, as chair of the RCRA Steering Committee, continued to provide guidance and 

facilitate support to DLA’s customers in the proper disposal of PFAS waste. Under DLA’s 

chairmanship, the committee drafted DoD’s PFAS disposal policy for the PFAS task force and 

interagency review, which will continue to evolve in response to Environmental Protection 

Agency guidance and emerging legislation. DLA notified agricultural operations in proximity to 

DLA sites impacted by PFAS in accordance with Section 335 of the FY 2021 National Defense 

Authorization Act and supported DoD Inspector General and Government Accountability Office 

audits. DLA anticipates broad engagement in support of the task force’s efforts.

14. Conclusion

As FY 2022 drew to a close, we continued navigating the challenges confronted by DLA in 

executing missions while navigating a persistent pandemic. Lessons learned continued to show 

the versatility, agility, and dedication of the DM workforce, many who remained on site 

throughout. Reentry is going well in terms of support to our team and MSC customers.

Starting in FY 2023, DM will receive the previously mentioned budget increases of 

approximately $330 million in labor and non-labor funding to address enterprise “must do” 

taskers regarding climate resiliency, electrification, and cybersecurity. We will adjust our 

priorities and functions to direct new resources to new missions, maintaining linkage to the 

initiatives and objectives of the agency’s strategic plan. 
226

Defense Logistics Agency

DLA Equal Employment Opportunity (DO) 

Fiscal Year 2022 Historical Report
227

1. Introduction

a. Mission

The key mission of the DLA EEODI office is to advise and assist the DLA Director, 

leadership, and workforce on all matters of the EEO Program and to champion a culture that 

fosters diversity, equity, inclusion and accessibility (DEIA), as well as empower individuals and 

organizational growth. The office seeks to promote a workplace free from harassment and 

unlawful discrimination based on race, color, religion, sex, national origin, age, physical or 

mental disability or reprisal for personnel engaging in EEO protected activity. 

b. Vision

The vision is simple but profound, to be the premiere DLA EEODI Office in the 

Department of Defense. 

2. Organization / Key Personnel / Total Personnel

DO began a reorganization in 2021; we are still implementing that plan today. We have 

increased from 17 to 20 positions and made several significant hires, to include the diversity and 

inclusion staff director. We lost this position in 2018 and gained it back in 2022 due to the 

agency’s new charge of ensuring DEIA across the enterprise. DO now consists of the director, 

the deputy director, one management analyst (a change from administrative assistant), three staff 

directors (increase of one), nine EEO Specialists (increase of two), two program analysts, and 

three interpreters. 
228 

3. Historical Narrative 

a. Post COVID-19 Reentrance of DLA Workforce

DLA adopted a maximum telework posture following the March 2020 national 

emergency declaration related to COVID-19. In April 2020, Office of Management and Budget 

(OMB) guidance established a framework for agencies to plan for the reentry of employees. 

DLA used this process to develop a phased approach. 

In January 2021, the new administration established the safer federal workforce task 

force to provide guidance. The task force directed agencies to submit plans addressing model 

workplace safety principles. DLA established its own COVID-19 working group to develop and 

monitor plans, make decisions regarding safety procedures and exceptions, and coordinate with 

external groups, including the task force. The EEO office was an integral part of that team. 

DLA EEO has been participating in all phases of the reentry plan. We have also been at 

the forefront of COVID-19 vaccination exemption requests, COVID-19 testing exemption 

requests, and all other COVID-19-based reasonable accommodation (RA) requests. Disability 

Program Coordinators (DPCs) at MSCs have been ensuring we provide optimal service to our 

customers. 

b. Technology 

DoD’s GSA Fed Relay contract supporting the deaf and hard of hearing expired February 

13, 2022. The department migrated most program capabilities to the Federal Communications 

Commission (FCC) Telecommunications Relay Service (TRS). DLA transitioned its employees 

and appointed a relay official to maintain registrations and assist employees registering for 

services. The FCC's TRS program provides the following services: 

(1) Captioned Telephone Service 

(2) Internet Protocol Captioned Telephone Service 

(3) Internet Protocol Relay Service

(4) Speech-to-Speech Relay Service

(5) TTY Relay Service

(6) Video Relay Service 

DLA EEO is programed to go live with a new RA management system by the end of 

calendar year 2022. Entellitrak Reasonable Accommodation (ETK RA) will automate RA 

request processing for all DLA employees through a workflow-based system that tracks events, 

creates notices, and sends encrypted emails. Employees will request an accommodation through 

ETK E-File and DPCs will process the request within ETK RA. The system allows DPCs to 

process, track, and report on RA data. It will also store data, documents, and records containing 

personally identifiable information or personal health information in accordance with DLA 

records management policy.

c. Diversity Initiatives
229 

(1) Workforce Recruitment Program (WRP)

In FY 2022, DLA hired nine WRP participants and two were noncompetitively 

converted to permanent, totaling 11 hires: DLA Distribution (4-temporary, one permanent), DLA 

Disposition Services (3-temporary 1-permanent), DLA Troop Support (1-temporary) and 

HQDLA (1-temporary). 

RAs were provided through the computer/electronic accommodations program, J6 

decision-makers, and MSC DPCs. DLA responded to all RA requests, with 96% met in a timely 

manner. It averaged 12 days to grant requests and 27 days to provide accommodations. 

DLA won the SECDEF award for the best mid-sized component for achievement 

in the employment of individuals with disabilities for 2022. DLA EEODI office will be 

recognized at a pre-broadcasted virtual DoD Disability Awards ceremony on Thursday, October 

20, 2022. DLA has won this prestigious award for the 21st time and six times in a row, more 

than any other DoD component. 

A charter approved by DLA leadership in FY 2021 was revisited in FY 2022 to 

authorize a diversity and inclusion committee and appoint representatives from each MSC and 

D/J code.

Yearly, the EEO office performs a self-assessment to eliminate barriers 

preventing equal employment opportunities in the workplace. DLA provided its assessment with 

agency collaboration on time. FY 2021 alleged issues are shown in the chart below. 

(2) Outreach

DLA has active partnerships with DoD agencies (e.g. Diversity Management 

Operations Center and the Office for Diversity, Equity, and Inclusion in Office of the Under 

Secretary of Defense for Personnel & Readiness); external federal agencies (e.g. the Office of 

Employment Policy under the Department of Labor, the Diversity and Inclusion division of the 

U.S. Office of Personnel Management); affinity groups (e.g. Blacks in Government, Federal 

Asian Pacific-Islander American Council, League of United Latino American Council; and 

advocacy groups (e.g. National Industries of the Blind, Gallaudet University, Ability One). 

DLA’s collaboration helps us innovate at speed and scale to solve problems. We will continue to 

adapt strategies to reflect the rapidly changing competitive environment in which we operate. 

(3) Anti-Harassment Program

The Labor and Employee Relations office in DLA Human Resources (J1) has 

continued to refine the agency’s anti-harassment program and is tracking total management 

inquiries into harassment cases without an EEO basis. Cases in FY 2021 increased in number but 

decreased in time taken to resolve:

(a) In FY 2019, seven cases with investigations averaged three months. 

(b) In FY 2020, five cases with investigations averaged less than three 

months. 

(c) In FY 2021, twenty-one cases with investigations averaged less than 

two months. 
230 

For complaints of harassment with an EEO basis, the EEO office performs 

management inquiries during the pre-complaint process. The DLA EEO office continues to 

partner with J1 to implement changes. The EEO office uses a template for its specialists to report 

claims initiated through the anti-harassment program manager in the Labor and Employee 

Relations office via the HR anti-harassment mailbox. 

(4) Agency Management Reviews (AMR)

DO conducted AMRs at selected MSC EEO offices to ensure compliance or

identify and correct deficiencies. Reviews were conducted at DLA Aviation and DLA Land and 

Maritime.

(5) EEO Complaints

Pre-complaints have been trending downward by 4%. Formal complaints 

decreased slightly by 0.6% and settlements remained the same at both informal and formal 

stages. DLA averaged 32 days to accept or dismiss formal complaints of discrimination. 

(a) Untimely Final Agency Decisions (FADs)

Last FY, there were 75 EEO complaints awaiting FADs, 28 (37%) were 

issued untimely decisions, with two (7%) decisions issued timely within 60 days of the request. 

In FY 2021, a Tiger Team was disestablished due to staffing shortages. EO approach to 

271

30

124

1 0

272

34

117

39

1

313

26

156

34

2

301

30

155

30

1

200

20

170

40

3

0

50

100

150

200

250

300

350

Pre-Complaints

Initiated

Pre-Complaints

Settled

Formal Complaints

Filed

Formal Complaints

Settled

Findings of

Discrimination

DLA EEO Complaint Trend Overview

FY17 FY18 FY19 FY20 FY21
231

improving includes hiring a new FAD writer, who is currently in training, and hiring a retired 

annuitant, who is an experienced FAD writer. In a seven-month period the FAD team averaged 

four merit FADs per month. A total of 41 merit FADs were issued in FY 2021 with seven 

decisions (17%) issued timely within 60 days.

(b) Untimely Investigations

During FY 2020, DLA did not complete investigations within applicable 

timeframes. In 1st Quarter, FY 2021, training on the process and requirements for requesting 

EEO evidentiary data were provided to the seven EEO offices. Complaint data was reviewed 

monthly and the completion of timely EEO investigations improved. Of 108 completed 

investigations, 76 (70%) were timely and 32 (30%) were untimely. At the end of FY 2021, a new 

investigator contract was awarded. 

(c) Trigger Analysis

During FY 2021, the DLA workforce decreased by 2.42% to 24,437 

employees. DLA had few opportunities to improve workforce demographics while hiring 2,260 

new employees, which is 9.25% of the workforce at 2.34% higher than 6.91% in FY 2020. At the 

beginning of FY 2021, DLA had under-representation compared to the civilian labor force (CLF) 

in women overall, Hispanic men and women, white women, Asian women, and American Indian 

or Alaskan Native women.

By the end of the year, employees in all women groups decreased relative 

to our overall workforce as follows: Hispanic women by 0.04% to 2.34%, White women by 

0.63% to 19.50%, Black women by 0.17% to 11.75%, Hawaiian women by 0.02% to 0.26%, 

American Indian women by 0.03% to 0.46% and Multi women from 0.02% to 0.30%. Overall 

females decreased by 0.83% to 36.30%, or 11.86% lower than the 48.16% CLF.

5.17% 4.79%

38.33%

34.03%

5.49% 6.53%

1.97% 1.93% 0.07% 0.07% 0.55% 0.53% 0.26% 0.28%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Hispanic

Male

4.06%

Hispanic

Female

2.34%

White

Male

40.44%

White

Female

19.50%

Black

Male

14.30%

Black

Female

11.75%

Asian

Male

2.86%

Asian

Female

1.68%

NH/PI

Male

0.58%

NH/PI

Female

0.26%

AI/AN

Male

0.96%

AI/AN

Female

0.46%

MultiMale

0.51%

MultiFemale

0.30%

DLA Workforce compared to the CLF

FY2021 CLF (2014-2018 American Community Survey)
232

(d) Ongoing Barrier Analysis

For FY 2022, DO is on the glide path to establish fully the Diversity and 

Inclusion Committee after DLA senior leadership approved the D&I Charter. HQ DLA will 

coordinate the appointments of committee members to form a viable committee which will 

perform targeted analyses on identified triggers affecting underrepresented or discriminated 

groups in the workplace. 

4. Conclusion 

COVID-19 remains challenging upon re-entry; however, DLA EEODI remains diligent and 

focused on the workforce. The ability of our government to meet the complex needs of our 

nation and the American people rests strongly on the dedication of its people. Federal agencies 

must position themselves to attract, develop, and retain a top-quality and diverse workforce. 

DLA EEODI is committed to enforcing best practices throughout the agency. The agency’s 

ability to attract, develop, and retain a diverse, skilled, and agile workforce is vital to our 

continued success as a nation. To develop a competitive, highly qualified workforce, federal 

agencies such as DLA must fully utilize and embrace all workers' talent, without regard to race, 

color, religion, national origin, sex, age, sexual orientation, or disability. 
233

Defense Logistics Agency

DLA Public Affairs (DP) 

Fiscal Year 2022 Historical Report
234

1. Introduction: 

DLA Public Affairs is the voice of the agency. It informs audiences through electronic 

communication, press engagements, command information, and public outreach. It also executes 

the DLA History Program, which provides institutional memory through research, publications, 

and the Annual Historical Report.

2. Organization:

DLA Public Affairs consists of two GS-15s supervisors, four sections (video production, 

plans/media engagement, news/web, historical office), and an administrative assistant.

3. Key Personnel: 

DLA Public Affairs is led by the two GS-15s: the director, Joe Yoswa (April 2014 - present), and 

his deputy, Pat Mackin (May 2014 – present).

4. Total Personnel: 

DLA Public Affairs has fourteen DoD civilians in five federal job series.

5. Historical Narrative:

Little good can be credited to COVID-19. For DLA Public Affairs, one of the few benefits has 

been increased communication. The staff director began holding daily meetings with 

headquarters and subordinate command public affairs personnel once offices were forced to 

telework. Even though the group was already tight, the sessions increased synchronization. The 

director liked the result so much he continued meetings after coronavirus restrictions lessened, 

sustaining the staff’s high performance throughout the year.

There are two components to high performance: executing daily tasks and investing in the future. 

DLA Public Affairs invested in four future-oriented projects over the year. The DLA Website 

Redesign was a carryover from FY 2021. Its goal was to make dla.mil as intuitive as possible. 

Whereas the site used to be organized by agency structure, it is now oriented to customer need. 

User satisfaction is at an all-time high.

DLA Public Affairs is also looking to optimize video production. The staff’s audiovisual team 

needs to ingest, tag, store, and archive more than 128 gigabytes of data. The bandwidth required 

for this processing is far greater than what DISA/DLA can provide. DP responded by 

coordinating with J6 to contract out this asset and file transfer capability.

A third initiative expands the social media staff. Social media provide key outreach for the 

agency. Even so, staffing reductions have left DP only one employee to research, assemble, edit, 

and post material. While this individual is highly capable, there is a limit to how much she can 

do. The staff director addressed this situation by approving two contracts for next year. One will 
235

review current social media efforts, analyze capabilities, and develop a comprehensive and 

focused strategy. The second contract will implement that strategy.

DP was able to resource its fourth improvement internally. With reductions in most agency PA 

offices, the staff director decided to provide editing services. For the new rating period, he asked 

his lead editor to coach interested personnel. Reaction has been mixed, but writing has improved. 

While projects improve future performance, DP’s daily tasks maintain the agency’s reputation. 

The most significant challenge for DP’s news/web team has been responding to fuel spillage and 

water contamination from the Red Hill fuel storage facility in Hawaii, a topic of interest to the 

Secretary of Defense. While the Navy has the lead on resolution, reality is a number of entities, 

to include DLA, are involved. With a general officer recently appointed to oversee defueling and 

closure of the facility, coordination should become more streamlined. Even so, questions about 

how the Indo-Pacific will provision fuel remain to be addressed. Fortunately, DP’s regular 

coordination with DLA Energy, Joint Task Force-Red Hill public affairs, and legislative affairs 

seems to have kept issues under control. 

Another reputation-enhancing story was COVID-19 response. As it has for the last two years, 

DLA Public Affairs covered the agency’s efforts to mitigate the coronavirus. The biggest story 

this year was DLA Distribution’s transshipment of at-home antigen test kits. The command’s 

public affairs office wrote several articles on the mission that DP pitched to as many outlets as 

possible. The communication with the greatest reach was “DLA Packs, Ships COVID-19 Tests 

for White House Mission,” which appeared in National Defense Transportation Assortation’s 

newsletter and Combat & Casualty Care magazine and on DLA Today, dla.mil, and defense.gov.

Headquarters promoted other articles as well. Five were picked up by defense.gov: “DLA 

contracting strategies offer tailored, flexible solutions” on Oct. 27, “DoD logistics touches 

American lives” on Nov. 2, “Defense Logistics Agency Ships Vaccines for Children Overseas” 

on Nov. 5, “New Back to Basics framework emphasizes career-long learning for acquisition 

staff” on Jan. 31, and “R&D Program Yields New Sources for Obsolete Parts, Raw Materials” on 

May 18. The fact that these articles were published outside the agency testifies both to the skill 

of agency writers and general interest in DLA’s capabilities.

DLA Public Affairs used media outlets for more than articles. The staff facilitated interviews and 

speaking engagements with media companies, trade associations, and other professional 

organizations. Its plans/media engagement team has long helped DLA Information Operations 

publicize progress on automation and data management. This year, it coached J6’s leaders 

through interviews with Federal News Network, FedScoop, Nextgov, and other platforms. DP 

also prepared the deputy DLA chief of staff for an interview with the Daily Scoop podcast and a 

DLA Acquisition official for a conversation on robotic process automation.

The DLA Public Affairs utility employee was the office’s visual information specialist. This 

individual had his hand in almost every project produced by the staff. For the first months of the 

year, he developed the multimedia portion of the DLA Galley, to include designing content for 

five touchscreen monitors, overseeing their set up, and scheduling their maintenance. In March, 

he worked with the historian on a trifold for the senior-leader museum tour. Later, he produced a 
236

Menu of Services foldout in pursuance of the strategic plan. Finally, he created visuals for a 

DLA Aviation exhibit. These projects were in addition to composing graphics for DLA articles.

The video production team’s entire output is projects. This two-person crew released a 60th 

anniversary documentary that Armed Forces Network advertised twice during the Super Bowl. It 

produced the 54th annual awards celebration, a recognition of forty-plus employees by senior 

and departmental leaders. Due to the pandemic, the team converted the live event into a prerecorded production every employee could watch at his or her convenience. The team also 

composed videos for DLA Energy, DLA Industrial Plant Equipment Services, DLA Land and 

Maritime, and DLA Aviation. The DLA Land and Maritime and DLA Aviation videos aired at 

supplier conferences. Other projects included additions to the team’s “Logistics on Location” 

series as well as coverage of research and development projects, DLA Document Services, and 

DLA Disposition Service’s 50th anniversary. 

With DLA celebrating an anniversary of its own, the agency historian continued interpreting the 

organization’s past for internal and external audiences. In addition to articles and social media 

posts, he spoke about DLA at an academic conference and delivered a lecture to the J9 Annual 

Leadership Review. His key accomplishment for the year was seeing the FY 2021 Historical 

Report through to completion. 

While the above projects all had a lead, none was accomplished without the help of others. 

Public affairs is a communal endeavor and the headquarters staff, though small, includes five 

complementary job series. Experienced both in their jobs and working together, staff members 

continued their pandemic-level coordination. Productivity and quality were the result.
237

Defense Logistics Agency

DLA Transformation (DT) 

Fiscal Year 2022 Historical Report
238

1. Introduction

DLA Transformation (DT) has focused its efforts on core mission functions, products, and 

services to optimize transformational efforts and business operations across the agency. DT has 

consistently delivered while working through manning shortages and key personnel transitions. 

To refresh our core functions, we first needed to focus inward and reshape each enterprise 

program to meet changing global challenges. In December 2021, retirements drove our manning 

levels below 50% which required expediting position description reviews and recertifications. 

The entire team leaned into opportunities to improve continually key programs to ensure we 

deliver impactful capabilities across the agency. We embraced our desire to EVOLVE to remain 

relevant in support of the Warfighter.

Enhance Capabilities by Expanding our Knowledge

Value Added with Validated Results

Ownership of our Vision, Values and Mission

Leverage Partnerships and Relationships

Versatile and Agile Approaches

Empower Others to Succeed

DT persevered through challenges and obstacles with hybrid (virtual/in-person) working 

environments, a global pandemic, and political/environmental challenges impacting DLA’s 

mission. The exceptional team in DT will continue to lead the way in FY 2023. We are the 

agency synchronizers on every front.

2. Organization

DLA Transformation consists of two divisions (Strategy, Policy, & Governance and Enterprise 

Process Management), an executive officer, and three GS-15s.

3. Key Personnel

DLA Transformation is led by Ms. Aleeta D. Coleman (September 2020 – present). DT has two 

division chiefs, Ms. Heather Vickers (acting role April 2021 – October 2021; permanent role

October 2021 – present) and Mr. Dennis King (November 2021 – present). DT also has an 

executive officer, Ms. Sabrina Dewalt (January 2022 – present).

4. Total Personnel

DLA Transformation has 20 DoD civilians in multiple federal job series.

5. Historical Narrative

a. Strategy, Policy, and Governance (SPG) Division

The SPG division is comprised of three major pillars that facilitate and enable senior 

leader decision making. First, Strategy continued to develop, support, and manage the agency’s 
239 

strategic Plan in 2021. The Strategy team honed key relationships across the agency and aligned 

the strategic plan with new Defense Department leadership. These key leadership roles brought 

new vision and changes to the undersecretary of defense for acquisition and sustainment 

(USD(A&S)) and assistant secretary of defense for sustainment (ASD(S)) strategic plans, to 

which DLA needed to be aligned. The Policy branch is comprised of 

Issuances, Forms, and Enterprise Organizational Alignment (EOA) 

programs. The Issuances program employed effective quality and 

control of key instructions, manuals, standard operating procedures, etc. 

and ensured these documents were current and readily available. The 

Forms program developed vital agency forms needed to enable 

operations globally. The EOA program continues to improve effective 

communication with internal and external customers, stakeholders, 

users, auditors, and partners to ensure mission completeness. Finally, the 

third pillar, Governance, also improved existing processes to enable 

governance at the highest levels in the agency. It conducted the first full 

charter review in seven years, reviewing all Level 1-3 governance boards and identifying areas

for improvement or updating. Streamlining processes has vastly improved the management of the 

23 Governance boards to include executive boards and alignment groups, facilitating decision 

making across DLA. 

(1) Strategy

The strategy team continued to manage the DLA Strategic Plan 2021 - 2026, 

working with the eight lines of effort (LOE) and critical capability 

(CC) owners to align the strategic plan to the changing political 

and operating environment, especially in regards to the pandemic. 

With new Secretary of Defense, Deputy Secretary of Defense, and 

A&S leadership, the Strategy team reviewed the FY 2022 National 

Defense Authorization Act, 2022 National Defense Strategy, 2022 

A&S strategic plan, and participated in the current ASD(S)’s 

Logistics & Materiel Readiness (L&MR) Strategic Plan review.

For each of these efforts, the Strategy team

coordinated across all J/D-Codes and Major Subordinate 

Commands (MSCs) to assess impacts, validate alignment, and 

ensure significant efforts were aligned to the defense secretary and USD(A&S) priorities. In 

addition, the Strategy team reviewed nine joint doctrine publications as part of J3’s support to the 

joint staff’s doctrine development process. In support of A&S’s 2022 offsite, the Strategy team 

provided an alignment map to show how DLA’s strategy is nested with the A&S plan at the 

LOE/CC level as well as a narrative assessment with detail on the A&S priorities and goals.

In line with the initiatives above, the newly appointed ASD(S) conducted an

offsite with senior leadership and DLA to review the L&MR Strategic Plan. Currently, DLA is 

assigned office of primary responsibility (OPR) for Goal 4, “Transform global logistics to deliver 

readiness and lethality" and office of coordinating responsibility (OCR) for Goal 1, "Deliver 

sustainable logistics to support DoD mission requirements." The objectives in DLA’s Strategic 

Plan for LOE 1, "Warfighter Always," and LOE 4, "Modernized Acquisition and Supply Chain 

Management," formed the basis for L&MR’s Plan Goal 4. The DT Strategy team continues to 
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work closely with DLA J3 Logistics Operations and J7 Acquisition (who are OPR/OCR for DLA 

under the L&MR Goals 1 and 4) to ensure key performance indicator (KPI) metrics are aligned 

between DLA’s and L&MR’s strategic plans.

(a) Strategic Execution Tool 

In 2021, DT introduced the strategy execution tool as a centralized means 

to plan, track, and monitor agency progress against the strategic plan at the initiative level. In 

2022, the Strategy team developed KPI tracking capability within the tool to consolidate KPI 

information across all objectives for better management and performance monitoring. The team 

conducted 23 LOE/CC objective owner reviews to assist with KPI management and reporting on 

78 initiatives. Additionally, an internal DT initiative to develop a KPI training aide was 

completed, and training provided to all objective and initiative OPRs. The training was 

intended to reinforce KPI development and assist in the management and reporting of KPIs, 

while accounting for personnel turnover. The strategy team implemented additional changes to 

the tool to increase functionality, improve use, and to provide better management visibility. 

(b) Strategy Action Plan

DT reviewed and analyzed modifications to the agency Strategy Action 

plan between July 2021- June 2022. The 

assessment covered all 23 objectives and 78 

supporting initiatives at the milestone level to

confirm adherence to established business 

rules. The assessment revealed over 55 changes

were made to objective or initiative charters, 

with 34 being significant milestone or KPI

changes -- 18 requiring DLA vice director 

approval and the remaining requiring LOE/CC

SES approval. The assessment also confirmed 

LOE/CC objective owners are using business 

rules as intended and changes are being 

facilitated and effectively managed by the DT 

Strategy team.

(c) Strategy Execution Tools 

The DT Strategy execution tool (MS Excel based) and strategy map 

monitoring tool (MS PowerPoint based) provided an immediate, interim solution to 

standardizing strategic plan objective-level reporting and KPI management across the enterprise. 

Understanding the restrictions with the interim solution and the need for IT alignment, it was 

determined that the Strategy execution and monitoring tool would be integrated within the 

Business Capability Management (BCM) initiative (C4.1). This initiative leverages module(s) 
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within an existing agency platform for project 

management by creating an auditable end-toend capability with enterprise account 

management for all 23 strategic objectives, 78 

initiatives and over 90 KPIs. DT is working 

closely with the J6 team to develop a new 

automated strategy monitoring tool called the 

strategy management system, which will 

sunset the use of Microsoft Excel/PowerPoint 

based tools to enhance senior leader reporting, 

KPI tracking/monitoring, and user experience.

(d) Strategy 

Performance Monitoring & Reporting 

DT processed and published to the DLA dashboard over 60 DLA strategy 

map updates for use across the agency. These weekly updates provided a snapshot of all 90+ 

LOE/CC KPI, 23 objectives, and 78 initiatives (68 active) with drill-down capability to the 

milestone and task level. The outputs from the tool were used by LOE/CC owners (SES) and 

objective and initiative OPRs during their bi-weekly and weekly synchronization meetings. 

(e) KPI Placemat

To improve KPI visibility and enhance senior leader awareness, DT

developed a new KPI “placemat” view for the strategy monitoring tool. This placemat

consolidated KPI information across all objectives while enhancing leadership’s ability to view 

and understand the status of each metric. This product is produced weekly and is now a key part

of LOE/CC reviews.

(f) Agency Financial Report (AFR)

DT provided input to DLA’s 2022 AFR which informs the president, 

congress, and the American people on DLA’s finances and operations. The strategy team

provides input to Section 1 “Management’s Discussion and Analysis” of the AFR. 

(g) Dynamic Operating Plans (DOP) and Performance Reviews

DT oversees the coordination across J/D codes and MSCs to ensure annual 

reviews of their respective DOPs. The team has reviewed FY 2023 proposed DOP submissions 

for compliance, continuity, and record. Similar to FY 2022, DT will manage approved DOPs. 

(2) Governance

DT executed executive-level governance forums and facilitated collaboration, 

enabling DLA to progress toward its strategic goals. DT developed agenda items and content for
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21 senior leader governance forums (4 executive boards, 16 alignment groups, and 2 senior 

leader offsites). DLA’s strategic plan performance was discussed at these forums.

(a) DLA Director-chaired Strategy Council

Six strategy council forums were conducted during executive boards to

review the status of DLA’s strategy and provide “deep dives” on select LOEs/CCs. Two sessions 

were dedicated for MSCs providing updates on their accomplishments and continued alignment.

Ten DLA vice director-chaired strategy steering committee sessions were

conducted during alignment group. These sessions tracked program status, approved changes to 

strategic objectives/initiatives, and reviewed DLA strategic priorities.

(b) DT Director-led Strategy Council Preparation

The strategy team conducted 16 strategy council preparation sessions with 

the DT director. These sessions involved in-depth reviews of at-risk/off-track objectives and

initiatives, flagged obstacles to progress that needed elevation if not resolved, and reviewed "getwell" plans.

(c) Agency-wide Strategy Working Group

The strategy team led 22 strategy working group sessions comprised of

members from all J/D codes, MSCs, and objective/initiative OPRs. These sessions reviewed 

strategy execution and performance status, synchronized/prepared for higher-level governance

forum briefings, addressed strategy execution and monitoring tool concerns, and provided a

forum to resolve strategy related topics.

(d) Other Governance Forums

DT participated as voting members at several key Level 2 & 3 governance 

meetings (EOPC, D-BX, AEIC, CJAR, etc.). Additionally, it hosted the strategy management 

working group (GS-15/O6 Level 3) for the 55+ LOE/CC objective OPRs in synchronizing 

strategy management and execution across the agency.

(e) Senior Leader Offsite, 15-16 March 2022

DT planned, coordinated, and executed a two-day senior leader offsite to 

enable discussions-engagements on how the agency has evolved to face global challenges and 

adapted to the DLA Strategic Plan 2021-2026. The agenda included a keynote address by

Andrew Hunter, assistant secretary of the Air Force for acquisition, technology, and logistics, 

performing the duties of USD (A&S). Seven sessions were dedicated to LOEs in the strategic 

plan, professional senior leadership development breakouts, and a tour of the National Museum 

of the United States Army. The sessions were augmented by over 20 guest speakers and panelists 

from DoD, whole of government (WoG) customers, and industry partners. 

This offsite brought the enterprise’s executive leadership together for 

strategic discussions and engagements with OSD, WOG, and industry partners. At the 
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conclusion, DLA leaders focused on how better to align to the current strategic and operating 

environment with current and future agency efforts. Over 40 key takeaways were captured that 

served as topics for future breakout sessions.

(f) Strategic Integration

Strategy and Governance teams conducted multiple projects and taskings

to enable J/D codes and MSCs to operate across the agency. These initiatives were time-sensitive 

and required coordination with internal and external stakeholders, other DoD agencies, and staff.

(g) Engagement with the Defense Health Agency (DHA)

In July 2021, DHA requested DLA’s assistance as it accepted over 400 

DoD military treatment facilities (MTFs). Given DLA’s size and reach, DHA’s leadership 

wanted a better understanding of how DLA was structured. To support this request, the DT 

governance team planned a senior leader roundtable for November 8, 2022. The team facilitated

five formal engagements, multiple informal engagements, and an all-day senior leader 

engagement at DLA headquarters. This engagement was a complete success, yielding interorganizational follow-on engagements, forging relationships, and assisting DHA.

(h) DT COVID-19 Reporting

DT continued to serve as the COVID-19 administrator for the DLA chief 

of staff, the senior accountability representative for the 19 organizations in the McNamara 

Headquarters Complex, and within the National Capital Region (NCR). DT collaborated with

DLA J1 COVID-19 coordination team and the J3 ASOC to submit 24 on-site reports daily and a 

weekly rollup of DLA employees and contractors. These reports facilitated senior-leader 

decision-making and changes to health protection conditions (HPCON).

b. Policy

There are three functions of the Policy branch: DLA Issuances program management

office (PMO), DLA Forms PMO, and the Enterprise Organization Alignment program.

(1) DLA Issuance Program

DT continued to lead the agency’s issuance program which manages policy with 

guidance, tools, and training. DT maintained over 101 issuances in FY 2022: 4 directive-type 

memorandums; 26 instructions; 16 manuals; and 55 standard operating procedures and joint 

service publication reviews. Additionally, DT enforced strict adherence to the design and 

management of organizational and issuance elements and supported the agency’s plain-language

program. These actions helped DT drive change.

(2) DLA Forms Program
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The DLA forms program helped the agency maintain mission-essential forms. 

These forms gather information in a consistent, controlled, and repeatable way, and are 

prescriptive to a specific DoD or DLA policy. DLA official forms are business tools that serve as 

internal controls for enterprise managers. In FY 2022, the DLA forms office designed and

redesigned 23 MSC forms; 27 DLA Headquarters forms; and 13 DLA-sponsored DoD forms. By 

the end of FY 2022, the program was maintaining approximately 525 agency forms.

(3) Enterprise Organizational Alignment (EOA) Program

The EOA program moved back to the DT-Policy Management & Oversight 

branch of the Strategy, Policy, and Governance division in accordance with General Orders 14-

17 and 05-17. Governed by DLAI 5010.05, the EOA program establishes policy, assigns 

responsibilities, and provides procedures to plan, coordinate, approve, and implement

organizational alignment (OA) changes to maintain the organizational structures best suited to 

meet the agency’s mission, needs, goals, and objectives. In FY 2022, the EOA program

reviewed, coordinated, and gained approval for nine general orders. 

(4) Enterprise Process Management (EPM) Division

The EPM division managed a diverse portfolio focused on delivering benefit to 

the agency through improving processes, establishing parameters for agreements, codifying 

process documentation, establishing the groundwork for evaluating success, and supporting 

auditability. During the FY 2022 president’s budget review process for FY 2024/2025, the EPM 

division requested four full-time employees, who will begin in early FY 2023.

(5) Agency Management Review (AMR) Program

The AMR program evaluates DLA’s compliance with laws, regulations, policies, 

and procedures. It provides an objective analysis to assist management in identifying

vulnerability areas, improving program performance, and isolating trends by establishing 

corrective action plans. The AMR program was transferred from DLA Logistics Operations to

DT in June 2022. An aggressive redesign effort is underway to increase efficiency, transparency, 

and accountability for a February 2023 restart.

(6) DLA Agreements Program

The DLA Agreements program establishes policy, assigns responsibilities, and 

provides procedures to plan, write, negotiate, coordinate, sign, store, and maintain agreements. 

The program offers guidance to organizational support agreement managers, DoD, and federal

and nonfederal trading partners. It participated in an agile approach to implement software for

writing and managing FS Form 7600A general terms and conditions, necessary for participation 

in the U.S. Treasury’s G-Invoicing system. The team participated in user-acceptance testing 

which revised software delivery. The next phase captures DT-focused requirements such as nonreimbursable agreements, agreements repository, automation of metrics, and auditability 

requirements. It began September 2022. 
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In FY 2022, the DLA Agreements program created, developed, and published

tools to assist the agreements community with policy, processes, and procedures. It released 

three issuances and developed job aids for reimbursable, non-reimbursable, and host-tenant 

support, as well as several checklists, templates, clause guides, and “cheat” sheets. 

The Agreements program launched an interactive customer enduring experience

help desk as customer interactive function on the Agreements SharePoint site by creating and 

capturing frequently asked questions (FAQs) related to agreements writing, policy, or metrics. 

Answers to previous FAQs have been populated into the help desk and are searchable using an

online form. Customers may also submit new questions using the online form.

To help manage DLA agreements, the team created a self-monitoring and 

oversight process. Two tools developed from this process are the Agreements Strategic Roadmap 

and the internal program review. The agreements strategic roadmap documents the Agreements

program goals, accomplishments, and best practices. Included is the alignment of each project to 

the LOE and CC of the director’s strategic plan. The roadmap is a living document and will be 

updated at the end of each FY to capture the previous year’s accomplishments and lessons. The 

internal program review is a self-assessment of the policies, processes, and procedures that the 

Agreements program develops. During this self-assessment, we validate that policies and 

procedures do not conflict with each other, are in-line with higher-level policies, and actions are 

being carried out in accordance with policy.

(7) DLA Continuous Process Improvement Program

The DLA Headquarters continuous process improvement (CPI) PMO establishes 

policy, assigns responsibilities, and provides procedures to increase the effectiveness and 

efficiency of DLA operations. CPI methods promote a deliberate data-oriented approach to 

improving efficiency, effectiveness, reliability, quality, and productivity. Through these

improvements, CPI projects achieve savings; avoid costs; improves efficiency, ensures

effectiveness, enhances quality, increases safety, establishes auditability; and reduces risk. In FY 

2022, the CPI PMO shifted its focus to creating a culture of problem solvers. This shift leverages

empowers all employees to use CPI methods to make improvements and increase compliance.

The CPI training program held 9 classes and trained 299 students from across the agency. In 

addition to best-in-class CPI training, we sponsored classes in advanced team facilitation, project 

oversight, project sponsorship, and executive championship. In conjunction with the EPM

program, the CPI PMO created the enterprise process improvement council (EPIC), a Level III 

governance body that works with process integrators to manage enterprise CPI projects. The 

EPIC publishes CPI management metrics to inform leadership and support project execution.

CPI PMO fostered growth among DLA employees by sponsoring a CPI rotation 

assignment. At the close of FY 2021, we said goodbye to five rotation participants and 

welcomed two new ones. All CPI rotation participants completed over five weeks of training.

They actively managed CPI projects targeted for completion by December 2022. With coaching

and execution assistance from CPI PMO, over 31 projects were completed across the agency. 
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(8) DLA Enterprise Process Management (EPM) Program

The revamped EPM program was launched February 2022. It leveraged agency 

stakeholders in a way that supported efficient and effective execution with minimal to no 

duplication of effort. Relationships were built with process owners, process cycle integrators, 

process integration, ERM, enterprise data management, enterprise architecture, supply chain 

security, J/D codes, and MSCs to understand requirements and remove roadblocks. Highlights 

include 

(a) establishing end-to-end (E2E) documentation/templates to better define 

processes in the agency

(b) reestablished enterprise business cycle owner connections 

(c) enhanced EPM SharePoint site

(d) provided workshops for process owners 

(e) performed analysis identifying training and communication gaps 

(f) created an integration council to help senior leaders make time-efficient 

recommendations/approvals 

(9) Internal Review (IR) Program

The IR program provided MSCs oversight for policy, guidance, information 

sharing, lessons learned, and best practices. IRs evaluate a subject matter. They are less detailed 

than an audit, but the analysis is useful when the organization needs assertions about operations, 

programs, or financial statements. DLA IR offices are an integral element of a command’s 

management review function. They provide MSC commanders and J/D code directors 

nonpartisan assessments. IR offices improve the stewardship of resources and promote the 

effectiveness and efficiency of local programs. IR program 

policy has been refreshed with a new DLA instruction to

allow greater autonomy and flexibility at the MSC level. A 

center of excellence has been created to establish an 

environment fostering collaboration and communication in 

accomplishing agency missions, goals, and objectives. 

(10) Enterprise Risk and Internal Controls 

Administrator

DT serves as the D-Staff Enterprise Risk and 

Internal Controls Administrator. In this role, we oversee, 

communicate, and coordinate with the agency ERM program management office to ensure 

implementation of the D-code assessable unit (AU) initiative. The initiative supports the GAO 

Green book requirements; OMB Circular A-123 controls, and other regulations. Below are some 

completed efforts:

(a) Segmented and prioritized programs, functions, organizations, and

processes to meet relevant mission objectives.
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(b) Drafted plans, developed presentations, communicated objectives, 

coordinated discussions, developed senior executive briefings for 9 D-Codes and 2 staff 

directorates.

(c) The agency CoS approved 10 assessable units for FY 2022.

(d) Held briefings to inform D-codes how to complete AU crosswalk 

templates and questionnaires.

(e) Created, communicated, coordinated, and briefed the CoS D-code

portfolio FY 2022 statement of assurance strategy and timeline.

(11) DT Internal Program Reviews on Agency Programs

DT launched Program Review 2.0 to ensure programs operate at optimal levels. 

DT Program Review 2.0 follows standards for internal controls in federal government guidance. 

Managers leverage the internal control process to achieve mission objectives. The focus is on 

efficient and effective operations; adherence to laws, policies, and regulations; and ensuring

effective reporting. This internal DT effort directly supports the agency’s ERM, AMR, and IR

programs, ensuring DT remains accountable and auditable.

6. Conclusion

FY 2022 was a great year not only to commemorate DLA’s 60th anniversary but also to renew a 

culture of hard work and dedication. Through resourcing struggles, environmental challenges, 

and balancing the “new normal,” DT achieved unparalleled success. As DLA begins FY 2023, 

DT will remain engaged in improving decision-making and making meaningful change.