Defense Logistics Agency

Fiscal Year 2020 Historical Report

The Nation’s Combat Logistics Support Agency

DLA History Program
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Defense Logistics Agency

Table of Contents

Fiscal Year 2020 Historical Report

Message from the Director 3

Agency Historians 4

Executive Summary 5

DLA Troop Support 10

DLA Land and Maritime 39

DLA Aviation 47

DLA Energy 56

DLA Disposition Services 73

DLA Distribution 86

DLA Human Resources (J1) 110

DLA Logistics Operations (J3) 123

DLA Information Operations (J6) 152

DLA Acquisition (J7) 168

DLA Finance (J8) 192

DLA Joint Reserve Force (J9) 204

DLA Inspector General (DA) 215

DLA Small Business Programs (DB) 221

DLA General Counsel (DG) 228

DLA Intelligence (DI) 234

DLA Legislative Affairs (DL) 243

DLA Installation Management (DM) 249

DLA Equal Employment Opportunity (DO) 259

DLA Public Affairs (DP) 265

DLA Transformation (DT) 269
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Defense Logistics Agency

Message from the Director

Fiscal Year 2020 Historical Report
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Defense Logistics Agency

Agency Historians

Fiscal Year 2020 Historical Report

DLA Historian Dr. Colin Williams

DLA Troop Support Mr. Christian DeLuca

DLA Land and Maritime Ms. Kristin Molinaro

DLA Aviation Mr. Leon Moore

DLA Energy Ms. Irene Smith

DLA Disposition Services Mr. Jake Joy

DLA Distribution Ms. Brianne Binder

J1 Ms. Kathy Rhem

J3 Mr. Jacob Boyer

J6 Ms. Sonya Rose

J7 Mr. Bob Bednarcik, Ms. Kim 

Villarreal

J8 Ms. Carol O’Leary, Ms. 

Maryann Gaudio

J9 Dr. Joseph Davenport

DLA Inspector General Mr. Andrew “Dutch” 

Duszynski 

DLA Small Business Programs Mr. Christopher Hall 

DLA General Counsel Ms. Michele Pavlak 

DLA Intelligence Ms. Linda Uehling 

DLA Legislative Affairs Dr. Cordell Francis 

DLA Installation Management Mr. Shawn Carpenter

DLA Equal Employment 

Opportunity

Dr. Angela Curtis

DLA Public Affairs Dr. Colin Williams 

DLA Transformation Mr. Thomas Doyle 

 
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Defense Logistics Agency

Executive Summary

Fiscal Year 2020 Historical Report

The measure of an agency is not how it survives but how it responds to change. In Fiscal Year 

2020, the Defense Logistics Agency faced, overcame, and grew from three types of change. The 

Defense Wide Review represented programmed change. A reform led by Defense Secretary 

Mark T. Esper, it could have significantly altered our mission and organization. COVID-19 was 

unexpected change. It placed massive and immediate demands on material while highlighting the 

agency’s acquisition capabilities to the entire nation. Finally, DLA instituted its own changes. 

Charged with providing logistical support in the most effective and economical manner possible, 

the agency initiated efforts to modernize DLA Distribution, one of its major subordinate 

commands. The ability to grow and prosper from all three changes allowed DLA to end the year 

in a strong position, albeit with enough challenges to promise continued excitement in FY 2021.

The fiscal year began with Defense Wide Review dominating discussions. The review examined 

defense agencies to identify savings that could be reinvested in the Services. It had two 

consequences for DLA. First, to prove the agency efficiency-minded, DLA Director Army Lt. 

Gen. Darrell K. Williams entered his meeting with Pentagon leadership promising to reduce 

people, operating expenses, and the agency’s cost recovery rate. Measures to achieve these 

reductions will affect every command and staff. The second consequence was organizational. 

Losses included DLA Logistics Operations deactivating its Joint Contingency Acquisition 

Support Office, DLA Distribution transferring 181 people to the U.S. Navy, and DLA Small 

Business Programs moving its 92 Procurement Technical Assistance Program sites to the Office 

of the Under Secretary of Defense for Acquisition and Sustainment. A decision as to whether 

DLA Installation Management will sign properties over to U.S. Army Installation Command is 

expected in FY 2021. Gains included three warehouses from the Defense Security Cooperation 

Agency and more supply, storage, and distribution responsibilities from the Services.

Other reforms demanded time and attention. With the rest of the Defense Department, the agency 

continued its financial audit. Commands and staffs corrected deficiencies and reported progress 

to the Audit Task Force, part of DLA Finance. Lt. Gen. Williams initiated a second reform in 

December. Looking to show the agency’s commitment to efficiency, he directed DLA Troop 

Support’s Industrial Hardware be divided between DLA Land & Maritime and DLA Aviation. 

The Industrial Hardware decision affected employees and agency identity. Nonetheless, it 

conformed to changes in wholesale military logistics over the years. Whereas once supply chains 

were organized by items bought and stored, today they are customer-focused. Thus, Industrial 

Hardware, which manages consumable repair parts such as nuts and bolts, had once merited its 

own inventory control point, the Defense Industrial Supply Center. A 1993 Base Realignment 
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and Closure decision subordinated the supply chain to the Defense Personnel Support Center, 

which assumed the Defense Industrial Support Center’s headquarters in northeast Philadelphia. 

This arrangement saved money and prevented employees from having to move but was 

logistically unsound. Williams’s decision will increase procurement efficiencies and reduce the 

DLA components with which customers have to engage. Industrial Hardware will cease being a 

separate supply chain in FY 2021. 

While Lt. Gen. Williams was making his Industrial Hardware decision, Mr. Brad Bunn, director 

of DLA Human Resources, led a team negotiating a new Master Labor Agreement with Council 

169 of the American Federation of Government Employees. The negotiation process is 

leadership- and time-intensive. It is also important, with the potential to amend working 

conditions throughout the enterprise. The two parties ended the fiscal with 14 of 50-plus issues 

still in dispute. Resolution is expected in FY 2021.

Not all negotiations during the First Quarter were labor-related. In acquisition, the agency 

continued to increase the efficiency of its massive procurement system. One notable achievement 

was automated indefinite delivery contracts, agreements with companies for low-demand items. 

Fielded in November 2019, they have a ceiling of $250,000 or one-year duration. DLA Land & 

Maritime has benefitted most from this vehicle. To date, it has awarded more than 5,300 

contracts under the program, one third of which required no buyer intervention and two thirds 

only limited intervention. 

Also negotiated were DLA’s responsibility for the F-35 Lightning II, the military’s joint strike 

fighter. After discussions with the aircraft’s program executive office and manufacturers, DLA 

Logistics Operations and DLA Distribution prepared the agency to become the North American 

warehouser for parts and, with U.S. Transportation Command, their distributer. These 

assignments are noteworthy not only because of the size and breadth of the program – the most 

expensive in history – but also because they help solidify the agency’s relationship with 

TRANSCOM, an important logistics partner. 

Unexpected change brought project development to a complete stop in Second Quarter. The 

coronavirus, first diagnosed in China on the last day of 2019, spread throughout the world in 

January. DLA responded by reporting on-hand personal protective equipment and researching 

how to lodge Americans returning from China. By the end of February, the agency was 

following Secretary Esper’s guidance to protect the workforce, defend the country, and support 

efforts to defeat the virus.

Those efforts accelerated in early March when U.S. Forces Korea sent a distress call for PPE and 

other pandemic-related supplies. DLA Troop Support responded through multiple means. In the 

following days, the World Health Organization declared the coronavirus a pandemic, DLA 

bought PPE with money from the Coronavirus Preparedness and Response Supplemental 

Appropriations Act, Congress passed the Families First Coronavirus Response Act, and 

President Donald J. Trump prioritized COVID-19 purchases by invoking the Defense Production 

Act.
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March also brought unprecedented change to the workforce. By mid-month, employees who 

were not designated mission-essential-on-site were authorized to telework full time. Nearly 

overnight, two-thirds of the agency began working from home. DLA Human Resources wrote 

policy for this change and teamed up with DLA Public Affairs to purvey information on an oftvisited website. For their part, DLA’s “blue collar” employees had to learn how to social 

distance at work and abide by strict safety measures. 

Meanwhile, developments occurred in rapid succession. In early March, Saudi Arabian and 

Russian oil ministers disagreed on production cuts, dropping the price of crude oil. DLA Energy 

refined product cost and subsequently reflected those cost reductions. Then the Army deployed 

three combat hospitals and the Navy two hospital ships to American cities devastated by the 

pandemic. DLA Troop Support supplied medicine and DLA Land & Maritime repair parts. DLA 

Troop Support also provided PPE to workers constructing temporary medical facilities for the 

U.S. Army Corps of Engineers and pharmaceuticals to medical professionals taking care of 

patients in them. 

DLA Troop Support assumed the lead in other actions as well. It ordered 8,000 ventilators for the 

Services and Federal Emergency Management Agency. The command also responded to FEMA 

requests for human remains pouches and other items. In addition, it helped the Navy prevent the 

virus from spreading aboard the USS Theodore Roosevelt, an aircraft carrier in the Pacific. DLA 

Troop Support provided test kits for the vessel and supported two other carriers in the region as 

they went into pre-deployment lockdowns.

Demand exceeded supply during Third Quarter. Five processes allowed DLA to continue 

fulfilling orders. Perhaps most important was the Warstopper program, measures and procedures 

developed after the First Gulf War to ensure access to critical items. The program provides 

readiness solutions for all supply chains but its contribution to the COVID-19 response focused 

on medical material, to include N95 respirators – medical facemasks that help prevent the 

transmission of respiratory diseases. Second in importance was other-transaction authorities, a 

vehicle that allowed DLA to contract with companies that do not normally do business with the 

government but can provide access to emerging technology. DLA Research and Development 

used other-transaction authorities to produce face shields by additive manufacturing and develop 

a substitute for the N95 respirator that was more comfortable, less expensive, and sourced 

entirely from American materials.

Supply chain management sparked two additional processes. Despite being the executive agent 

for items needed to control the coronavirus, DLA had no way of identifying on-hand quantities 

across the Defense Department, much less the federal government. Without this information, the 

White House Supply Chain Stabilization Task Force could not make informed decisions. The 

DLA Metrics Branch and the DLA Program Executive Office resolved the problem by 

developing, automating, and deploying the Federal Medical Material Common Operating 

Picture.

Initially, the Defense Department did not have a decision-making body comparable to the White 

House Supply Chain Stabilization Task Force. Since the agency could not make allocation 

decisions, the DLA’s Troop Support commander consulted with the Defense Health Agency and 
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Joint Staff Surgeon to raise the idea of converting the Joint Materiel Priorities and Allocation 

Board into a medical material decision-making body. Lt. Gen. Williams presented the idea to Air 

Force Lt. Gen. Giovanni K. Tuck, director of logistics for the Joint Staff. Tuck, a former DLA 

Energy commander, formed the Defense Medical Logistics Enterprise Working Group in 

response.

The fifth process allowing the agency to operate in a resource-constrained environment. DLA 

Disposition Services collected PPE and ventilators from military units with excess. More than 

showcasing the agency’s stewardship, reverse logistics provided material that helped save lives.

Third Quarter also showed DLA exercising its purchasing power to help vulnerable Americans. 

The elderly were most in need of protection: as of early April, almost half of coronavirus deaths 

in the U.S. were occurring in assisted living facilities. To slow this trend, the White House Task 

Force announced a plan to provide two-weeks of PPE to more than 15,000 nursing homes. DLA 

Troop Support wrote the contracts for this provision. Since national and state governments had 

depleted their PPE reserves early in the crisis, the agency started refilling stockpiles. Despite its 

military focus, DLA was the only purchasing agent capable of obtaining large quantities of 

scarce material at a reasonable price. Another massive project dependent upon DLA was 

Operation WARP SPEED, the federal government’s effort to deploy a vaccine. The agency 

provided the PPE needed to test 30,000 people for each of eight vaccine possibilities.

DLA Troop Support continued its coronavirus-related provision in the Fourth Quarter by 

fulfilling requests for test kits. One was for a surge planned by the Department of Health and 

Human Services. A second was initially intended for schools across the country. The contract 

ultimately supported nursing homes, a higher priority according to the White House Supply 

Chain Task Force. 

Just as the new school year forced students, teachers, and parents to conduct normal activities in 

an abnormal environment, DLA spent the Fourth Quarter pursuing non-coronavirus change in a 

COVID-19 environment. Many of these changes affected DLA Distribution. In addition to 

transferring personnel to the Navy, receiving warehouses from Defense Security Cooperation 

Agency, and increasing its role in supply, storage, and distribution, the command continued to 

develop the Trans-Arabian Network and adjusted to two automations. One automation was the 

Transportation Management System, a U.S. Transportation Command program promising 

increased in-transit visibility. It is currently undergoing a 24-month trial at DLA Distribution San 

Joaquin. 

The second management system was the result of agency-driven change. As part of its quest to 

perfect business practices, DLA started replacing its legacy Defense Distribution System with 

the Warehouse Management System. The Warehouse Management System will be cloud-based 

and run off the same platform as DLA’s Enterprise Business System. Like its predecessor, it will 

automate the receipt, storage, and issuing of materiel. Unlike the Defense Distribution System, 

the Warehouse Management System will make DLA Distribution immediately auditable. 

Implementing this new system will be the responsibility of a new commander, Marine Corps 

Brig. Gen. Keith D. Reventlow. 
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Like DLA Distribution, the entire agency received a new leader in late summer. Lt. Gen. 

Williams retired in July at the end of a 38-year career and Navy Vice Adm. Michelle C. Skubic 

replaced him a month later. FY 2021 will be shaped by her leadership.

The challenges Vice Adm. Skubic face are serious but not beyond the capabilities of her 

workforce. As indicated by the nomination packets for nine DLA Hall of Fame inductees, the 

agency has emerged stronger and more connected to customers after each event, reform, and new 

mission. In December 2019, Secretary Esper recognized this success with a Joint Meritorious 

Unit Award. Among the many achievements cited in the award’s justification were responses to 

natural disasters, efforts to prevent the spread of Ebola, establishing the Nuclear Enterprise 

Support Office, and realizing over $150 million in savings for the Defense Health Agency.

DLA’s past provides momentum for the future. Change resulting from the government’s 

COVID-19 response belongs to the unexpected category for now. Other change is programed. 

Besides helping U.S. Transportation Command implement the Transportation Management 

System, DLA is working with the combatant command on a bulk liquid fuel pilot and F-35 

projects. In addition, DLA continues to support the command with human resources, improving 

its time-to-hire and other readiness measurements.

In the future, DLA will need to change to address four known challenges. Two are 

environmentally related. The destruction of per- and polyfluoroalkyl substances (PFAS) has 

environmental groups concerned and refurbishing a navy fuel storage facility in Hawaii will help 

prevent accidental spills. Another significant challenge is DLA Joint Reserve Force’s lack of a 

joint manning document. Without such a document, the agency cannot predict labor availability 

during crises. 

Finally, forecasting material requirements is a challenge whose remediation has the potential to 

alter how DLA conducts business. Forecasting is problematic because it affects multiple business 

areas, from military service support, to order management, to the Defense Wide Working Capital 

Fund. The working capital fund is itself a complex instrument, shared with the Defense Finance 

and Accounting Service and Defense Information Systems Agency and existing in a relationship 

with on-hand cash. Despite being hard to explain during audits, a positive balance in this fund 

represents readiness, the only profit in which the agency is interested. 

To maintain readiness, DLA must accept, incorporate, and grow from change. It did so superbly 

in FY 2020. To keep the nation ready for armed conflict, natural disasters, pandemics, and other 

national emergencies, it will continue to do so in FY 2021.
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Defense Logistics Agency

DLA Troop Support

Fiscal Year 2020 Historical Report
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1. Introduction

The Defense Logistics Agency (DLA) Troop Support Annual History outlines actions taken by 

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

Equipment, Medical, and Industrial Hardware – as well as the Product Test Center Analytical 

during FY20 to support our customers around the globe.

DLA Troop Support collaborates with military services, combatant commanders, and industry 

partners to balance Service requirements with industry capability in order to meet warfighter 

demand.

In addition to direct customer support, DLA Troop Support actively supports agency goals of

reducing inventory, decreasing operating costs, decreasing material costs, improving customer 

service, and achieving 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 to our nation’s Warfighters and WoG 

teammates.

c. Values

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

Integrity, Ethics, Honor, Courage and Loyalty. 

2. Organization and Total Personnel

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

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

Industrial Hardware. Sales for FY20 totaled $19.1 billion. Staffing includes 2,255 civilians, 69 

active duty military personnel, and 42 reservists.

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

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

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

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

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

equipment items, medical capital equipment, and consumable repair parts.
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Using long-term contracts, tailored logistics, prime vendor relationships, and traditional 

contracts, DLA Troop Support procures products needed to meet the requirements of our 

warfighters serving around the globe. The Philadelphia-based field activity also oversees two 

forward-based commands, DLA Troop Support Europe & Africa and DLA Troop Support 

Pacific, headquartered in Germany and Hawaii, as well as forward-based offices throughout the 

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

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

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

3. Key Personnel

a. The DLA Troop Support Command leadership team includes:

(1) Brig. Gen. Gavin Lawrence, USA, Commander: June 2019-present

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

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

Management: August 2010-present

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

b. Supply Chains

(1) Subsistence

COL Eric McKoy Director: June 2019-present

Rich Faso Deputy Director: April 2016-Present

Lourdes Valentin Supplier Operations Director: November 2018-Present

John Sheehan Customer Operations Director: July 2016-Present

(2) Construction & Equipment

CAPT Jacqueline Meyer Director: June 2019-present

Thomas Grace Deputy Director: April 2016-Present

Marko Graham Supplier Operations Director: July 2018-Present

Howard Page Customer Operations Director: July 2016-Present

(3) Clothing & Textiles

Lt Col Justin Swartzmiller Director: April 2020-present

Roy Dillard Deputy Director: August 2016-Present

Steven Merch Supplier Operations Director: August 2016-Present

Richard Miller Customer Operations Director (Acting): December 

2018-Present

Lisa Raucheisen Plans & Integrations Director: August 2015-Present
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(4) Industrial Hardware

COL Adrian Crowley Director: September 2013-present

Tina Piotrowski Deputy Director: September 2017-present

Gary Shifton Supplier Operations Director: February 2014-present

(5) Medical

COL Matthew Voyles Director, Medical: June 2018-present

David Johns Deputy Director: February 2016-present

Nora Steigerwalt Customer Operations Director: August 2016-present

Dan Keefe Supplier Operations Director: May 2016-present

c. Key Staff Elements

(1) Procurement Process Support

CAPT James Gayton, USN Director: July 2018-present

Jeffrey Horton Deputy Director: May 2016-present

(2) J3/J5 Operations and Plans

CAPT Timothy Griffin, USN Director: June 2019-present

Patrick Owens Deputy Director: December 2018-present

(3) Product Test Center Analytical

 

Jamie Hieber Director: July 2014-present

d. Key Personnel Changes 

(1) Army Lt. Col. Tracy Yates assumed command of DLA Troop Support Europe 

& Africa from Lt. Col. Sherdrick Rankin on June 5, 2020. Rankin, commander from July 12,

2018, will attend the Air War College at Maxwell Airforce Base, Alabama.

(2) Dan Keenaghan was the Process Compliance director from June 2018 to June 

2020. He is currently the Executive Director of insurance Services at the Veteran’s Benefits 

Administration. Rene King is the present acting Process Compliance director 

4. Command Accomplishments 

a. Awards and Recognitions

The Medical supply chain received a best-in-class acquisition award for its electronic 

catalog program. The program is an ecommerce platform where customers can browse, compare,

and order medical items. 
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(1) 2019 Troop Support Hall of Fame Inductees

Every November, former DLA Troop Support employees are nominated for 

induction in the DLA Troop Support Hall of Fame for significant long-term contributions,

outstanding customer service, and exemplary work ethic.

(a) Donald Buchwald was the Director of Medical during Operation Iraqi 

Freedom. He was a strong leader who made tough decisions. As Medical Director, he fostered 

many innovations, to include the Medical Air Bridge and readiness contracts. During his tenure 

as director of customer operations, Mr. Buchwald led many contingency efforts to include for 

Hurricane Sandy and the Haiti Relief.

(b) Thomas Daley served as the Subsistence Deputy Director prior to 

retiring from DLA Troop Support, where he dedicated 34 years of exemplary service. Mr. Daley 

was committed to acquisition excellence and successful leadership in multiple supply chains. His 

expertise and influence had a positive impact on readiness, strategic planning and sustainment 

operations for forces deployed around the world. Mr. Daley's dedication and professional work 

ethic benefited not only the Defense Logistics Agency but our nation's heroes as well.

(c) Joan Hewes made an indelible impact on DLA’s customer service 

practices and the type of support that our warfighters have grown accustomed. In her nearly 36-

year long career, Joan knew the financial and operational impacts on customer support and could 

translate those impacts into “customer speak.” In the early 1980’s Joanie was an Inventory and 

Accounting Clerk in the Directorate of Subsistence.

(2) Troop Support Innovation Award

During the December 2018 Troop Support Town Hall, the commander, Army 

Brig. Gen. Mark Simerly launched the inaugural Declaration of Innovation Award. The award 

will be presented quarterly to employees that make recommendations for changes or 

improvements within the organization. The award recipients by quarter were:

(a) Quarter 1 Individual Award: 

Miriam Tannenbaum, Europe and Africa Customer Facing division chief,

was recognized for exploring new ways to move food and water in Africa, expanding support 

to Navy ships in the Red Sea, and working to reduce military food waste in Poland.

(b) Quarter 1 Team Award: 

The Procurement Office Hawaii (POH) team was recognized for achieving 

significant success despite being undermanned (down 3 personnel). The team quickly turned 

around critical nutritional supplement requests for Naval Special Warfare Operators, took on 

responsibilities outside of their purview to ensure vendors were provided passes, and efficiently 

and effectively managed many additional programs.
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(c) Quarter 2 Individual Award: 

Susan Hill, Industrial Hardware material and training branch chief was 

recognized for her work with IH’s Pathways to Career Excellence (PaCE) Planning Branch. Hill 

created the foundation for the new planning training program, and established herself and her 

team as a force to be emulated across supply chains.

(d) Quarter 2 Team Award: 

Clothing and Textile supply chain’s Individual Equipment Procurement 

Team was recognized for its steadfast performance, efficient & expedient contract actions and its 

successful innovation in procuring critically needed ground troop body armor and loadbearing 

equipment.

(3) Public Affairs Community Relations

(a) Adopt-a-School program

DLA Troop Support started its Adopt-A-School program and planned and 

executed engagements at the Gilbert Spruance Elementary School. The team developed 

opportunities that not only met the school’s needs but also had a meaningful impact on students. 

Altogether, the team recruited 28 volunteers to support programs. It led 

the following events: Read Across America (March 8), with 10 military volunteers reading to 

540 students; Career Day (May 9), with five employees discussing their careers and federal job 

opportunities; and a Veterans Day event (November 7), with 13 military and veteran volunteers 

who read to students and discussed their experiences in the military.

(b) Philadelphia School District Internship Program

DLA Troop Support partnered with the Philadelphia School District to 

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

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

advancing to college. Five Northeast Philadelphia High School students were selected for the 

program. They worked in offices throughout the organization from January 2020 until March due 

to the COVID-19 pandemic. 

5. Supply Chain Accomplishments

 a. Subsistence

(1) Members of the Subsistence team met with the Army’s Joint Center of 

Culinary Excellence and SYSCO at Fort Hood, Texas, to discuss training for the new Army 

Outpost food truck which arrived at the base in mid-December. A grand opening for the truck 

was held on 6 February.

(2) DLA Troop Support coordinated with the Charleston County School District 

for its January Harvest of the Month initiative. Senn Brothers, the fresh fruits and vegetables 
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vendor for South Carolina, procured hydroponic lettuce from Vertical Roots, a local South 

Carolina farmer. This lettuce is pesticide free, uses 98% less water to grow, is held to the highest 

food safety standards, and is grown using energy-conscious production systems. 

(3) An indefinite delivery/quantity-type contract with a maximum value of $7 

million was awarded to US Foods San Francisco Division for customers in San Francisco and 

Sacramento, California, Reno, Nevada, and surrounding areas. The contract period is 250 days.

(4) A food truck bound for Kaiserslautern, Germany, was loaded onto a ship from 

New Jersey on 14 February. Subsistence awarded a contract to Custom Mobile Food Equipment 

in December 2019 for this food truck for $200,000. DLA Troop Support purchased six food 

trucks for the Army in 2019. They went to six bases in the U.S.; the truck headed to Germany 

was the first to be sent.

(5) Navy Groton submitted a large subsistence order on 14 February for delivery 

two days later. Despite the short lead time and weekend delivery schedules, subsistence prime 

vendor Hartford Provisions fulfilled 100% of the order. This demonstrates Subsistence and the 

prime vendor’s capacity to handle short fuse requirements when needed.

(6) A prime vendor contract for customers in Wisconsin was awarded to Sysco 

Baraboo. The maximum dollar value is $7M and the term is 3 years.

(7) USMC Marine Corps Community Services has been set up as a new customer 

at Camp Mujuk Korea and will use DLA prime vendor Subsistence catalog to support its snack 

bar.

(8) A DLA Field Representative met with warehouse personnel from the

Chickasaw Nation Native American tribe to discuss concerns with deliveries by the Oklahoma 

fresh fruits and vegetables vendor, Go Fresh. Pallets are now properly stacked with minimal 

quality issues. Indian Tribal Organization customers appreciated follow-up support and 

customer-facing time with DLA Troop Support Subsistence. 

(9) DLA Troop Support and DLA Distribution worked together to get 48 handwashing stations to Fort Leonard Wood, Missouri, in less than two days so service men and 

women could practice proper hygiene during the coronavirus. The Subsistence supply chain’s 

food service equipment team worked with Fort Leonard Wood and to request the hand-washing 

stations on March 17 at 9:15 a.m. Thomas Henry, general supply specialist with DLA 

Distribution Headquarters, said he started working on the requests at 10 a.m. The hand-washing 

stations were packed and ready to be shipped by 5 p.m., arriving at Fort Leonard Wood the 

following day at 1 p.m. 

(10) Subsistence received a ticket through the Fresh Fruit and Vegetable 

Order/Receipt System from Itawamba County, Mississippi, after 5 p.m. on Friday, March 20, 

seeking a produce delivery on Monday, March 23. The county had just learned it would be 

serving pre-made box lunches at its elementary school and needed produce to complete the 

meals. After working with the customer, the supply chain worked with the fresh fruit vendor for 

Mississippi, MS Fruit. The vendor confirmed the order over the weekend for delivery on 

Monday. 

(11) Subsistence provided support for the hospital ships USNS Comfort and 

USNS Mercy out of Norfolk and San Diego. The USNS Comfort went to New York and was

supported by the subsistence prime vendors Pocono Pro Foods and Market Fresh. The USNS 

Mercy went to Los Angeles and was be supported by subsistence prime vendor US Foods La 

Mirada, Coast Citrus, and Alta Dena. Over $1.3M in food items have been shipped to the 

hospital ships since mid-March. 
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(12) Due to COVID-19, $4.7 million in school orders were cancelled through 

March. Subsistence continues to work with school districts that have been identified as a central 

box breakfast/lunch distribution point. The supply chain continues to order bulk and pre-pack 

produce items for pick-up meals. In addition, support to tribal locations has increased. The 

USDA was asked to maximize support to this customer group as participation in the USDA food 

package increases.

(13) With the help of subsistence prime vendor Reinhart Valdosta, the supply 

chain filled an order for 5,779 cases of shelf-stable meal kits to support contingency operations 

for COVID-19 at Fort Benning, Georgia. These meals typically require a 21 day ordering lead 

time but, due to the emergent situation, the SPV was able to expedite delivery with the first

package arriving seven days after the order was received. The customer received the deliveries 

with enough separation so that storage capacity was not compromised.

(14) On April 1, Subsistence awarded contracts to Chef Minute Meals and GA 

Foods for almost 300,000 meals for FEMA support. 

(15) A Market Fresh contract for customers at Ft. Benning, Ft. Gordon, Ft. 

Stewart, NSB Kings Bay, Moody AFB, and Robins AFB, GA was awarded to Royal Service. 

The maximum dollar value is $90M and the contract term is five years.

(16) In June, DLA Troop Support received emergency requirements of 6,528 

boxes of MREs on May 30 from the Minnesota Army National Guard. The MRE team worked 

with the customer and partners at DLA Distribution to process the order that evening. Materials 

were picked up, packed, and prepared for shipment the next day. The order was delivered on 

June 2.

(17) DLA Troop Support worked with food managers from the Army Sustainment 

Command, the 402nd Army Field Support Brigade, the Army’s Joint Culinary Center of 

Excellence and prime vendors to establish a Culinary Outpost kiosk at Fort Wainwright, Alaska. 

A grand opening was held July 22.

(18) An indefinite delivery, indefinite quantity (IDIQ) contract for land customers 

located in the Norfolk region was awarded to US Foods Raleigh. The maximum dollar value is 

$22 million and contract term is 128 days.

(19) The Food Service Equipment team awarded a $412,000 contract to Custom 

Mobile Food Equipment for refurbishing three first-generation Culinary Outpost food trucks. 

The U.S. Army originally purchased these trucks for pilots at Fort Stewart, Georgia, and Fort 

Carson, Colorado. The refurbishment contract includes updating truck designs and equipment to 

increase operations and support new menus and nutritional equipment as per DA EXORD 252-

15, “Improving Garrison Dining Operations.”

(20) Pam Hamlett, Sharon Pollard, and Lauren Ginsberg, members of the 

Customer Operations Southeast Branch, attended the Virtual Food Service Board Meeting on 

August 12, hosted at Fort Bragg, North Carolina. The meeting was attended by the installation’s 

food program manager, SSMO representatives, dining facility managers, preventative medicine, 

nutrition care, and the Subsistence Prime Vendor Sysco Raleigh. Agenda topics included Food 

Management Assistance Team preparation, COVID-19 feeding guidance, installation feeding 

financial status, and key dates for the feeding program. 

(21) In early August, the US Navy contacted DLA to support feeding Basic 

Training Recruits at Fort McCoy during 14-day quarantines prior to their onward movement to 

Great Lakes training center. This COVID-19 mission began on August 24 with 200 support staff 
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and 900 recruits and increased to 3,600 recruits per month. The Navy utilized two DFACs for the 

recruits, who will be separate from the Ft McCoy population. 

(22) Starting in July, DLA Troop Support provided prime vendor support for 

shipping frozen and dry containers to the port of Balboa in support of the Navy’s CounterTransnational Criminal Organizations mission in Panama. The shipments are expected to 

continue through the end of November.

(23) USDA Foreign Agriculture Service, along with USDA Food Safety and 

Inspection Service, received European Union Commission approval on an updated model Health 

Certificate for military transit and/or storage of CLI in the EU. This new model Health 

Certificate, posted to the USDA Export Library on July 22, will greatly reduce frustrated 

OPRAT cargo in the EU by streamlining both mixed and composite ingredients onto one health 

certificate. USDA FSIS, DLA Troop Support, and OPRAT vendors participated in an online 

training session to review the new model Health Certificate and transit documentation 

procedures on July 23.

(24) DLA Troop Support Subsistence worked closely with the U.S. Department of 

Agriculture to provide students and tribes access to fresh fruits and vegetables during the 

COVID-19 outbreak and throughout the summer. A total of $352 million was spent through 

fresh produce contracts from July 2019 through June 2020. Twenty-three states utilized the 

Summer Feeding program, which had $472,000 in funds allocated for the year. For the 2020-

2021 school year, the program had $366 million allocated. With most schools in a virtual 

learning environment, many meals will need to be pre-packaged and picked up at school.

(25) The USDA and DLA produce program saw growth with the addition of 28 

tribes approved to receive shell eggs along with fresh fruits and vegetables starting on October 5. 

USDA and DLA representatives worked together with produce vendors from California to New 

York to offer the pre-pack shell eggs in dozen resale units for community feeding programs. 

(26) An employee from the Operational Rations/Equipment Division, Contracting 

Office, successfully passed her DLA Troop Support Proficiency Assessment Part II - Contracting 

Officer Review Board Interview. She has been appointed to the Level V/Unlimited warrant 

status after previously receiving her DAWIA Level III certification in the contracting field.

b. Clothing & Textiles

(1) C&T provided more than 55K operational camouflage pattern utility uniforms 

to 15K Air Force recruits October 2019, with a 99.8% first time fill rate at recruit training center 

Joint Base San Antonio-Lackland.

(2) Propper International Inc. was awarded a contract for the Air Force 

Intermediate Weather Outer Layer (IWOL) Flame Resistant Trouser Sage and OCP. This is a 

new item introduction for DLA Troop Support. The contract is for five years with a maximum 

dollar value of $35,904,653.25.

(3) Capps Shoe Co. was awarded a five year contract with maximum dollar value 

of $60,403,500 for Men's and Women's Dress leather shoes. This item is a Navy and Coast 

Guard bag item, and also is used by the Navy Reserve Officer Training Corps and the Air Force 

Junior Reserve Officer Training Corps.

(4) A new contract for the 23/P Advanced Technology Anti-G Suit (ATAGS) was 
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awarded to Vinyl Technology, Inc., Monrovia, California. This is a fixed quantity contract for 

450 suits, making them available in 11 sizes, and is estimated at approximately $1.74M. 

(5) A new contract for Overboots, Molded, Lightweight, Chemical/Biological 

Protective (MALO) was awarded to AirBoss Defense, Quebec, Canada. The maximum dollar 

value is $26,754,000. This is the first award for the MALO, which is part of the JSLIST 

ensemble, and replaces Overboots, Lightweight, Chemical, Biological, Radiological, and 

Nuclear Alternative Footwear Solutions. 

(6) A $4.7M long term contract for the Army’s newest version of the Modular 

Lightweight Loadbearing Equipment (MOLLE) Pistolman’s Set, and the new extended 9mm 

magazine pouch to be used by all military services, was awarded to the Federal Prisons Industry 

(FPI), inclusive of a one year base ordering period, with two option years. A new $1.4M long 

term contract for the Modular Lightweight Load-carrying Equipment M-4 three Magazine Pouch 

was awarded to The Resource Center (TRC), a Non-Profit Agency for Source America located in 

Jamestown, New York.

(7) The second of four planned contracts to support the Army’s requirements for 

Modular Lightweight Load-carrying Equipment (MOLLE) Rifleman’s Set was awarded to 

Patriot Industries, a Historically Underutilized Business (HUB) Zone Small Business, located in 

Monticello, Kentucky. This fixed quantity contract for 51K Rifleman’s Sets has a total dollar 

value of $51.7M. The Rifleman Set is the primary piece of load-carrying equipment within the 

MOLLE ensemble used by the infantry. 

(8) Belleville Shoe Manufacturing Inc, in Belleville, Illinois, was awarded a 

contract for Air Force Men’s and Women’s Temperate Weather Coyote Boots. The contract 

contains a base year and three one-year option terms with an overall contractual maximum of 

$43M. This contract will provide for continuity of deliveries of the newly introduced coyote 

boots required as part of the AF OCP rollout plan.

(9) A $2M contract was awarded to Raven Aerostar in Madison, South Dakota,

for the JP8 Fuel Handlers Coverall. The JP8 coverall is a critical weapon system coded item that 

provides protection against jet fuel for operators who work in and around aircraft fuel tanks and 

tanks with anti-explosive foams. The base year and each option year include a max ordering 

quantity of 1,230 coveralls (per term).

(10) December 2019 marked the final rollout of Athletic Footwear (AFW) to all 

services, with Marine Corps RTCs received the items. During this initial issue of athletic 

footwear 425 pairs of shoes were issued at MCRD Parris Island and 450 pairs were issued at 

MCSRD San Diego. Three types of AFW were provided as part of the initial clothing bag: Type 

I Cushion, Type II Stability and Type III Motion Control. There are three manufacturers 

providing the AFW: New Balance, Propper International and San Antonio Shoe. 

(11) A contract for the Men’s and Women’s Navy White Jumper was awarded to 

Bernard Cap LLC located in Hialeah, Florida. C&T was able to negotiate successfully with FPI, 

to allow DLA to set aside 50% of the requirement for Small Business. The Bernard contract is 

valued at $14.5M for one base year, and four option years; the contract was awarded one month 

ahead of the Time to Award Goal. The split in the total requirement allows for ordering 

flexibility. 

(12) C&T and the Air Force recently collaborated to add the AF as a user of the 

Army Female Advanced Combat Shirt. Contracts are in place to support the Army’s requirement 

of 66,000 per year. The AF projected annual usage rate of 4,800 year will be incorporated in the 

current contract.
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(13) A firm-fixed-price contract was awarded to Carter Industries, Inc. located in 

Olive Hill, KY with an 18-month base with two (2) one-year option periods for a total maximum 

contract dollar value of $71,871,000. Several rounds of negotiations resulted in a savings of 

$1,548,090. 

(14) C&T flag makers unveiled the very first Space Force flag to U.S. Space 

Command and Space Force Commander Air Force Gen. John W. Raymond during a visit to the 

flag room March 6 in Philadelphia. During the visit Raymond signed the Space Force flag on 

base fabric that would be covered with stitches. He also laid the first batch of stiches for the 

Space Force emblem by starting the embroidery machine. The completed flag was delivered to 

Raymond March 16.

(15) A $7M maximum contract, for a one-year ordering period, for the Men’s 

Army White Short Sleeve Dress Shirt was awarded to Sawasawa LLC (Los Angeles, California). 

This accelerated acquisition was started when the current vendor for this shirt, Brigade 

Manufacturing, lost their financial backing. Sawasawa has experience as a subcontractor for 

DLA, but this is its first contract award as a Prime Contractor (dress shirts are a new product line 

for Sawasawa). A pre-award survey site visit was conducted by the C&T Industrial Planning 

team prior to award, and Sawasawa was determined to be low risk.

(16) On 24 March, a long term contract for Enhanced Small Arms Protective 

Inserts (ESAPI) valued at $303M was awarded to Ceradyne, located in Irvine, California. The 

Ceradyne ESAPI award adds a third contractor for this critical safety item. This new award has a 

base ordering period of one year with two additional option years for monthly deliveries of 

ESAPI up to 15K per month. The Ceradyne award is a significant step in increasing DLA’s 

support of the warfighter with this critical piece of Personal Protective Equipment. 

(17) A new fixed quantity award for 58,039 each Improved Outer Tactical Vest 

(IOTV), Generation IV valued at $33.8M was awarded to Carter Enterprises, a Historically 

Under-utilized Business (HUB) zone small business located in Brooklyn, New York. This award 

was based on urgency due to production delays in the Army’s new Modular Scalable Vest 

coupled with the need for deploying soldiers to have the most modern body armor available.

(18) Clothing and Textiles awarded four contracts for surgical masks in support of 

the Strategic National Stockpile refit. Each contract period ends 12/31/2020, and respective 

deliveries are anticipated July 2020 through September 2020: 

(a) A contract for a minimum quantity of 1,500,000 masks and maximum 

quantity of 3,080,100 masks was awarded to Hu-Friedy in Chicago, Illinois, for a maximum of 

$924,030. Hu-Friedy will manufacture the surgical masks via subcontractor Crosstex in 

Hauppauge, New York.

(b) A contract for a minimum quantity of 5,519,967 masks and maximum 

quantity of 45,639,900 masks to Hilo Enterprises in McLean, Virginia, for a contract maximum 

$13,235,571. Hilo Enterprises will manufacture the surgical masks via non-domestic 

subcontractors: Skypro Medical Products, Acme Filter Masks, and V&Q Manufacturing. 

(b) A contract for a minimum quantity of 3,519,967 masks and maximum 

quantity of 45,639,900 masks to Big Apple Sign Corp in New York, New York, for a contract 

maximum $14,604,768. Big Apple Sign Corp will manufacture the surgical masks via nondomestic subcontractor Winner Medical Co. Ltd. 

(c) A contract for a minimum of 10,519,966 masks and maximum of 

45,639,900 masks to New Market Veterans, located in Chicago, Illinois, for a contract maximum 
21

$15,061,167. New Market Veterans will manufacture the surgical masks via non-domestic 

subcontractor ZHANGJIAGANG ZHIYI MEDICAL HEALTH PRODUCTS CO., LTD. 

(19) U.S. Air Force Lt. Col. Justin Swartzmiller took command as Director of the 

Clothing and Textiles supply chain, relieving former Director USAF Col. Joseph Elkins.

(20) A new long-term contract for the Army Combat Glove was awarded to 

Mechanix Wear in Valencia, California, with a total dollar value of $30,772,250. Its 

subcontractor Pyramid, LLC will produce the gloves at its facility in Providence, Rhode Island. 

This is the first DLA sustainment contract for Army combat gloves in support of the service’s 

requirements. This award is designed to provide continuous support for the next four years at a 

maximum monthly rate of 22,000 pairs.

(21) The Tentage and Shelters Team awarded a contract to Outdoor Venture 

Corp, a HubZone Small Business located in Stearns, Kentucky. This award provides for the 

manufacture of various Temper Tent configurations, as well as components requisitioned as 

spare parts. The award provides for a base year and four-term option periods, with an overall 

maximum dollar value of $50,111,115.00. This long-term contract will enable DLA Troop 

Support to continue supporting Army, Air Force, and Navy requirements.

(22) A long-term contract for Enhanced Small Arms Protective Inserts (ESAPI) 

with a total dollar value of $209 million was awarded to Point Blank Enterprises (PBE) in 

Pompano Beach, Florida. This indefinite quantity contract has a base ordering period of 18-

months with two available option years that allow for monthly deliveries up to 9,600 

ESAPI. PBE has been in continuous production of the ESAPI since 2017 and this this new award 

will ensure its ESAPI manufacturing for years to come. In addition, PBE will accelerate 

deliveries. DLA’s ability to provide ESAPI to the warfighter in the coming months will 

increased to 25,000 per month as a result of this new PBE award coupled with the ESAPI award 

to Ceradyne last month. The ESAPI is the primary hard body armor used by military services for 

torso protection against various armor piercing rifle rounds.

(23) A $500,000 maximum dollar value contract for the Military District of 

Washington (MDW) Raincoat was awarded on 6 August to American Apparel located in Selma, 

Alabama. The MDW Raincoat was a difficult item to source due to the low demand. The coat is 

worn by the Old Guard who guard the Tomb of the Unknown Soldier and at Inaugurations 

during inclement weather.

(24) On August 10, Space Force requested the expediting of two 3-Star Space 

Force general officer flags for two high-visibility events where two Air Force Major Generals 

became the first Lieutenant Generals in the Space Force. The Flag Room went into full 

production, and flags were in USSF hands 13 August 13. During the ceremony, members of the 

Air Force Honor Guard simultaneously furled the Air Force major general flag and unfurled the 

first-ever Space Force lieutenant general flag, marking the first promotion of a general officer in 

the new service.

(25) The first long term contract for the Chemical Biological Radiological and 

Nuclear (CBRN) canteen cap with a value of $6.7 million was awarded to Avon Protection 

System, a large business, in Cadillac, Michigan. The cap was developed for use on the Joint 

Services’ General Purpose Mask (JSGPM) which warfighters use to protect against exposure to 

CBRN agents while hydrating. The Marines are the primary user of the CBRN canteen cap and 

this new award will provide three years of support with tiered pricing. The CBRN canteen cap 

transferred to DLA Troop Support from DLA Land and Maritime. Avon Protection System is the 
22

sole source for the CBRN canteen cap.

(26) Clothing and Textiles provided more than 700 pairs of hot weather combat 

boots to the Army National Guard in support of firefighters mobilized to combat West Coast 

wildland fires.

(27) A new IDIQ contract for the improved sleeping mat valued at $2.2 million 

was awarded to Pioneer Vocational/Industrial, a non-profit agency for Source America located in 

Danville, Kentucky. The improved sleeping mat is primarily used by the Marines with some 

demand from the Army and Navy. 

(28) A new long-term IDIQ contract for the Marine Corps assault pack liner with 

a value of $2.8 million was awarded to Vinyl Technology, a small business located in Monrovia, 

California. This IDIQ contract has an 18-month base ordering period with three 12-month option 

periods. The assault pack liner provides waterproof protection for extra clothing items. 

(29) An urgent award for 850,000 protective coveralls to support the Federal 

Emergency Management Agency (FEMA) and Health and Human Services (HHS) efforts to 

combat the COVID-19 virus pandemic was awarded to DuPont Specialty Products for a value of 

$5.3 million. This urgent award enabled FEMA to issue orders against exiting FEMA Resource 

Request Forms (RRF) before the beginning of the flu season. The Tyvek 400 TY122 protective 

coveralls are to be made available to state COVID-19 test centers, laboratories, patient care 

facilities and other high risk operations with the addition of a Power Air Purifying Respirator 

(PAPR) or similar airborne respirator system and gloves. The contract completes all deliveries of 

DuPont’s Tyvek 400 TY122 coveralls by October 25.

(30) A new long-term contract with a value of $3.3 million for the Marine Corps 

main pack liner was awarded to High Noon Unlimited, a small business located in Holiday, 

Florida. There is a base ordering period of 18 months with three option years designed to support 

the Marine Corps need of the field pack waterproof protective liner for the next 5 years. The first 

article testing is due in December with the initial delivery due in May 2021, although 

acceleration shall be requested once the first article is approved for fill requisitions as quickly as 

possible.

(31) A new long-term contract with a total dollar value of $5 million for the water 

bag five gallon suppression assembly system supporting the Forest Service Wildland Fire 

Service was awarded to the Fountainhead Group, a small business located in New York Mills, 

New York. This firefighting equipment is currently below the critical re-order point for the 

Forest Service. This award used tiered pricing in lieu of option years, designed to seamlessly 

support customer requirements for the next three years. The first article testing requirement was 

waived and acceleration of the initial delivery has been requested sooner than the January 2021 

contractual requirement. 

(32) C&T hit $2 billion in sales for the first time since 2010; a tremendous 

achievement in light of the COVID-19 pandemic and all the associated challenges with the 

respective supply chain, vendors, etc.

(33) A new long-term contract for the extreme cold weather compression stuff 

sack with a total dollar value of $36.5 million was awarded to Seattle Lighthouse for the Blind, 

located in Seattle, Washington, under the Ability One Program. The award represents the Ability 

One 50% portion of the total requirement for this item and provides a base ordering period with 

four option years. The extreme cold weather compression stuff sack is a key component to the 

three season sleep system. 

(34) A new long-term contract for the Air Force 13B/P and Navy 15A/P Anti-G 
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Suit with a value of $9.7 million was awarded to RFD Beauford, a large business located in 

Sharon Center, Ohio. This long-term contract has a one-year base ordering period with three 

option years. This Anti-G Suit is a critical safety item worn by Air Force and Navy pilots to keep 

from losing consciousness during high-gravitational flight maneuvers. This is the second long 

term contract for this Anti-G Suit awarded this fiscal year to ensure DLA maintains proper safety 

levels for this CSI, war readiness type item. First article testing was waived under the new award 

as RDF Beaufort has successfully produced this item for DLA Troop Support under successive 

contracts. The first delivery under the new award is scheduled for April 2021.

(35) On 14 September the Department of Defense, on behalf of the Department of 

Health and Human Services (HHS), signed contracts with nine American businesses for the 

delivery of 73 million COVID-19 disposable isolation gowns at $335M. The contracts will 

support the replenishment of the HHS-managed Strategic National Stockpile and deliver by 

January 2021, ensuring HHS is poised to meet the nation’s medical needs. These contracts have 

a ceiling of $1.2 billion for up to 275 million gowns.

c. Construction & Equipment 

(1) The DLA Troop Support Command received a letter of recognition from the 

Naval Surface Warfare Center, which recognized the C&E HVAC team for its support on 

composite deck drains. The HVAC team tracked open purchase orders, responded to numerous 

status requests, and continually updated technical requirements for these items that are used 

onboard Navy destroyer vessels.

(2) During a monthly meeting with Navy’s Corrosion Control Working Group,

Navy members noted that DLA’s support for OCONUS Navy FSG80 supplies had improved 

over the last six months. This improvement is attributed to the C&E/DLA Distribution/Navy 

agreement to fulfill and ship Condition Code B FSG80 product from CONUS DLA depots,

which was implemented in Spring 2019.

(3) C&E received HCA approval on the competitive range determination for the 

Special Operational Equipment Tailored Logistics Support Program Follow-on Acquisition at the 

HCA Acquisition Review Board on October 10. The SOE TLS Program is C&E’s largest 

program, generating more than half of the supply chain’s annual sales. The SOE TLS Follow-on 

Acquisition has a maximum dollar value of $33 billion.

(4) Heavy Equipment Procurement Program (HEPP) IST awarded two delivery 

orders to Oshkosh Airport Products, LLC. The first order was for two 1,500-gallon Aircraft 

Rescue Fire Fighting (ARFF) vehicles with ultra high pressure (UHP) for $1,339,558. The 

second order for 3,000-gallon ARFF vehicles with UHP for $1,378,174. Delivery for both orders 

is 350 days.

(5) A customer operations liaison to CENTCOM visited MacDill Air Force Base 

in Tampa, Florida on December 4 to educate members of the Air Force Special Operations 

Command, Deployment Cell on DLA’s MRO and Spec Ops and Equipment programs.

(6) FSG 80 IST personnel, in coordination with the DLA CRM cell at Tinker 

AFB, worked diligently to avert a work stoppage. Tinker AFB advised DLA of an expected 

shortage of Epoxy Primer Coating due to constraints on sourcing material with the required 

appropriate dry-time. Upon notification of potential stoppage, the Customer was advised to 
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submit a Customer Direct requisition for their total required quantity in order to execute a 

directed procurement of material where the dry-time met their required specification. The award 

was turned around in less than 10 days and needed material delivered January 24, 2020.

(7) Received message of appreciation from Naval Surface Warfare Center 

IHEODTD for the support received through SOE TLS program. The customer expressed how 

much they appreciated the hard work of the SOE team as they worked to extend quotes on their 

$1.4M order and then expeditiously award once funding was received.

(8) Truck Country of Wisconsin, Inc., De Forest, Wisconsin, was added as an 

awardee to the multiple-award contract announced April 20, 2017.

(9) Atlantic Diving Supply, Virginia Beach, Virginia, was added as an awardee to 

the multiple-award contract announced May 31, 2017.

(10) Wright & Wright Machinery Co., Inc., Monticello, was added as an awardee 

to the multiple-award contract supplying John Bean Technologies (JBT) Corporation’s 

commercial material handling equipment, announced November 8, 2016.

(11) On February 5, 2020, the Acquisition Planning Branch awarded a contract 

for 85 Skid Mounted Meter Assemblies, to Scott Industrial (22,841), a small business in Ohio. 

Total dollar value is $1,131,605.00.

(12) Message of appreciation received from the 99th Security Forces Squadron. 

The customer indicated they had incidents downrange and the equipment procured through C&E 

helped accomplish the mission the mission.

(13) Kohler Company, Sheboygan, Wisconsin, was added as an awardee on 

March 18, 2020 to the multiple award HEPP contract (Portable Power Equipment Product 

Group) announced May 16, 2017. The items are portable generators. This is a five year IDIQ

contract with an estimated value of $69,513,262.00. The maximum not to exceeded value is 

$118,172,545.00.

(14) Navistar Defense, LLC., Melrose Park, Illinois, was added under contract as 

an awardee on March 19, 2020 to the multiple award HEPP contract under for the (Trucks & 

Trailers Product Group) announced April 20, 2017. This is a five year IDIQ contract with an 

estimated value of $82,340,643.00. The maximum not to exceeded value of the contract is 

$139,979,093.00.

(15) The Heavy Equipment Procurement Program (HEPP) Integrated Supplier 

Team awarded a delivery order to Caterpillar, Inc. for 26 bulldozers with 2-years of spare parts 

for $22,622,508 with delivery in 500 days in support of TACOM FMS Case QI-B-AEO for Iraq.

(16) A $31 million military interdepartmental purchase request was submitted by 

Army AIDPMO, Scott Air Force Base. The RFQ closed on April 28. The Competitive Range 

Determination & PBM have been completed. Lot #1 was awarded on May 20 to W&K 

Containers. The value of the fixed-price contract is $2,198,000 for 200 units with a CDD of 

February 22, 2021. The customer is located at United States Army Garrison, Wainwright, 

Alaska. Lot #2 was awarded on May 22, 2020 to Intrepid Eagle Logistics. The value of the fixedprice contract is $2,104.136 for 276 units and delivery on February 23, 2021. There are three 

East Coast customers - Ft. Drum, New York, Letterkenny Munitions Depot, Chambersburg, 

Pennsylvania, and Ft. Bragg, North Carolina. 

(17) On June 4, 2020, the SMSG Acquisition Branch awarded a long-term 

contract for aircraft tie down to Peck & Hale, a small business located in New York. This is a 5-

year IDIQ with a contract maximum of $7M.

(18) The Small Business Administration Procurement Center Representative 
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approved the Small Business Coordination Record for the Metals Tailored Logistics Support 

Program (TLSP) on June 3, 2020. The renewal represents the fourth generation of Metals 

Tailored Logistics Support. The maximum value of the five-year term contract is $900,000,000. 

Construction & Equipment submitted the Acquisition Plan to Contract Review on June 30, 2020.

(19) CL IV Wood Team awarded East Region Wood Products Total Logistics 

Support Program (TLSP) renewal on June 4, 2020. Four competitive IDIQ contracts were 

awarded to Middle Atlantic Wholesale Lumber, Inc. (Maryland); Progressive Services Corp. 

(Oregon); S&S Forest Products (Texas) and Sylvan Forest Products, LLC (Oregon). All small 

businesses. This TLSP will satisfy wood product requirements for fifteen states along the East 

Coast including Puerto Rico and U.S. Virgin Islands. All requirements will be competed among 

awardees. Each contract has a two-year base with three one-year options. The performance 

metrics are 90% on time delivery & solicitation responses. The TLSP maximum value is $42M.

(20) On Friday, 24 June, the U.S. Army Corps of Engineers (USACE) reached out 

to DLA on emergency basis regarding one of the district’s Dams (Tionesta). A USACE 

contractor was doing work on a road parallel to the Tionesta Dam. The road collapsed during 

construction which compromised the embankment, making it vulnerable to flooding. USACE 

Pitt required an emergency order of roughly around 300 tons of aggregate within a week to fix 

this road/embankment. They requested an emergency order to be fulfilled within 24 hours to 

repair the breech. They also requested 16 Expeditionary Barrier Systems (EBS) to fortify the 

embankment and to prevent flooding. They had previously ordered 190 tons of aggregate via 

MRO. Immediately after notification (Friday, 19 June), C&E sent a WARNO to Noble and MRO 

Support Ops to stand by for an incoming emergency order. On Monday, 22 June, USACE 

submitted a request for 400 tons of AASHTO No. 57 Aggregate w/ delivery within 24 hours of 

order placement. On Tuesday, 23 June, Noble expedited quotes and C&E issued a delivery order 

for execution. Great effort between C&E MRO program and its vendor Noble Supply responding 

to an urgent requirement.

(21) C&E efforts responded to a $140M FEMA mission assignment in support of 

a nursing homes. A contract was awarded on 27 April for a turnkey solution to Federal 

Resources ($67M) to provide kitted PPE to over 14.9K nursing homes with deliveries to 

commence the first week of May and to continue through the end of June. Total requirement 

consists of 609K pair protective eyewear, 6.9M masks, 32.2M pairs nitrile gloves, and 6.39M 

gowns.

(22) C&E is supporting the HHS Strategic National Stockpile replenishment. 

C&E has several awards to date under 1.0 to include 118M gloves ($14.2M), 6.7M goggles 

($17.5M), and 4.8M face shields ($11.5M). Deliveries will commence July 2020 and continue

through October 2020. Under 2.0, C&E has awarded contract for 45.3M boxes (100/box) valued 

at $507.7M with delivery 90 days ARO.

(23) A large buy was awarded to Aqua Chem on 26 June 20 for core assembly 

fluid. Good coordination and mentoring provided by senior contracting office (KO) to the buyer. 

The delivery schedule was negotiated to meet the customer requirements. Negotiated price 

savings of $33K, $664K total award value.

(24) A Food Service Water Heater was urgently required in support of the USS 

Stennis. Quick action and good coordination among the C&E IST buyer, material planner, and 

post-award branch resulted in the customer receiving material almost two (2) months sooner than 

the contract delivery date.

(25) DLA Troop Support C&E Heavy Equipment Procurement Program (HEPP) 
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awarded a five-year indefinite delivery contract to JCB, Inc. in Pooler, Georgia, on August 27, 

2020 under the Construction Equipment Product Group for an estimated value of 

$390,343,554.00 and a contract maximum value of $663,584,042.00. All delivery orders above 

the micro purchase threshold are competed amongst the current Construction & Equipment 

product group contract holders which will now include JCB, Inc.

(26) C&E is experiencing the end of fiscal year surge in the special operational 

equipment (SOE) and fire & emergency services equipment (F&ESE) tailored logistics support 

(TLS) programs with record numbers of orders. As of September 1, 2020, there are 1,748 active 

orders being worked in SOE, 395 active orders being worked in SOE Tents, and 392 active 

orders being worked in F&ESE.

(27) Through September 29, FY 20 sales were $6,256,289,125, setting a new 

record high.

(28) On September 24, an LTC for aircraft mooring tie downs was awarded by the 

SMSG Acquisition Planning Branch to Peck & Hale, a small business in New York. This is a 

five-year IDIQ contract (1-year base period, four 1-year option periods) with a contract 

maximum of $7M.

d. Medical

(1) On October 30, 2019, Medical awarded a five-year contract to Alliant 

Healthcare for medical/surgical supplies. The contract maximum is $30 million.

(2) On November 5, 2019, Medical awarded a new IDIQ economic price 

agreement contract to Biomet 3I, LLC. The contract is for five years with a maximum dollar 

value of $49 million. Biomet 3I, LLC manufactures and distributes dental products. The contract 

encompasses 2,200 items consisting of artificial teeth, dental implants and metals, alloys, 

amalgams, and other equipment. These items will be available for purchase by both CONUS and 

OCONUS customers to include customers in Alaska, Hawaii and Puerto Rico. 

(3) Medical had awarded a contract to Valneva USA, Inc. for Japanese 

Encephalitis Vaccine on January 15, 2019. On November 14, 2019, DLA received 28,000 doses,

bringing the total received at DDSP to 272,860. Recent deliveries and those scheduled for the 

coming months will ensure that DLA is able to support the Services’ requirements.

(4) On November 26, 2019, Medical awarded an Electronic Catalog contract to 

Sustainment Technologies, LLC, a service disabled veteran-owned small business. The company

distributes equipment such as scopes, treatment tables and ultrasonic cleaners manufactured by 

Midmark. A five-year contract with a maximum of $32.5 million reflects discounts that range 

from 14.08% to 61.62% off the manufacturers’ list price. 

(5) In mid-February 2020, DLA Troop Support Medical initiated contingency 

medical logistics support actions in response to the COVID-19 pandemic. DLA Troop Support 

began using its contingency stocks and emergency acquisition actions to meet high-priority DoD 

and the Federal Emergency Management Agency requirements. In addition, DLA Troop Support 

began an extensive survey of the medical commercial marketplace to assess its ability to meet 

the extraordinary demand for personal protection equipment and medical supplies related to 

COVID-19. In addition, the command began using its supply chain purchasing power to increase 

the velocity of medical materiel flowing to customers. 
27

(6) Between February 24–27, DLA Troop Support Medical personnel participated 

in an Army Medical Logistics Command medical maintenance tabletop exercise (TTX) at Fort 

Detrick, Maryland. The purpose of the TTX was to examine medical maintenance roles and 

responsibilities relative to deployed medical equipment, identify capability and process gaps, and 

provide recommendations for closing the gaps. The exercise generated numerous 

recommendations that will be briefed to the Army Materiel Command commanding general.

(7) On February 27, DLA Troop Support Medical awarded an electronic catalog 

contract to Marathon Medical Corporation, a small business. Marathon distributes the Ultramist 

System, an ultrasound generator and transducer. It is a five-year contract with a maximum value 

of $12.6 million. The final pricing reflects a discount of 16.67% off the manufacturer’s 

commercial list price. This contract will increase the availability of equipment and potentially 

attract new customers and business.

(8) On February 28, DLA Troop Support Medical awarded a contract to D-Scope 

Systems, a small business, to provide medical integrated video image sharing systems to DOD 

and Veteran Affairs customers five years. This contract was a joint effort of the Air Force, Army 

and VA to establish a long-term contract for this new technology. The IVISS will allow 

clinicians to acquire, display, report, and share video endoscopy studies, and will interface with 

the new DOD and VA electronic health records. Customer funding for the initial six systems will 

be drawn from joint DOD/VA incentive funds. The overall maximum value of the IDIQ contract 

is $45 million.

(9) On March 5, DLA Troop Support Medical awarded an indefinite purchase 

order to SZY Holdings for gas measuring tubes used. The glass detector tubes are filled with an 

inert reagent carrier material (silica gel, aluminum oxide, or aluminum silicate) and then an 

indicating reagent. The reagent produces a colorimetric indication in the presence of a particular 

gas, vapor or aerosol. Concentrations can be read directly from the color change on the tube's 

printed scale. These products have a two-year shelf life and are used in various weapon systems 

platforms. The contract is for three years with a maximum of $250,000. Delivery will be 30 days.

(10) DLA Troop Support Medical personnel coordinated with the Defense Health 

Agency medical logistics laboratory officer to identify requirements related to COVID-19 

specimen collection and COVID-19 testing authorized under Food and Drug Administration 

emergency use authorization. We are also working to ensure the DLA Troop Support Medical 

Electronic Catalog Program has sourcing for these required supplies and testing items and 

requirements. DLA personnel are tracking these specimen collection supplies in the DLA 

common operating picture.

(11) On March 19, DLA Troop Support Medical awarded an indefinite purchase 

order to Andwin Corp. for disk, filtering, microporous. These filters are one of the most widely 

used membranes in analytical research. They are designed to monitor air and fluids in the

laboratory. The contract is for three years with a maximum of $250,000. The vendor will deliver 

the material in ten days.

(12) On March 19, DLA Troop Support Medical received a request to expedite 

purchase requests for the USNS MERCY and USNS COMFORT. The ships were being 

deployed in response to COVID- 19. In less than a week, 87% of the purchase requests were 

expedited. 

(13) Medical also closely coordinated with the Defense Health Agency medical 

logistics laboratory officer to identify requirements related to COVID-19 test and specimen 

collection supplies authorized under Food and Drug Administration emergency use authorization 
28

and utilizing the Medical Electronic Catalog team for sourcing identified items and requirements.

Identified specimen collection supplies are being tracked on the DLA common operating picture. 

The supply chain also assisted The United States Army Medical Research Institute of Infectious 

Diseases with expediting catalog orders for COVID-19 tests and testing products. 

(14) DLA Troop Support Medical researched and coordinated with the Food and 

Drug Administration on guidance for face shields in response to a donation of 3D printed face 

masks from Ford Motor Company. 

(15) The national prime vendor program that services the Defense Health 

Agency's pharmaceutical home delivery operation saved an additional $15.0M. The Global 

Pharmaceutical Prime Vendor program, which services all CONUS and OCONUS, military 

treatment facilities, and other DOD customers, saved $17.2M. These contributions bring the total 

pharmaceutical prime vendor savings to $175.8M in FY 2020 and $1.874B since inception of the

programs.

(16) On 17 April 2020, DLA Troop Support Medical awarded a contract to 

Philips Healthcare for provide a 3.0T magnetic resonance imaging (MRI) system to the Evans 

Army Community Hospital, Fort Carson, Colorado. The value of the contract is $2.3M.

(17) On 21 April 2020, DLA Troop Support Medical received a request to 

expedite a purchase request for the USNS Mercy and USNS Comfort. The requisition, for a 

dialysis machine for each ship, was awarded the same day the order was received. The vendor 

delivered the machines in five days.

(18) DLA Troop Support Medical reduced the costs of sixty drugs through its 

national contracts program in March 2020, saving $25.7M. This reduction adds to a total of 

$140.3M in FY20, and $1.2B since the program began in August 2013. 

(19) On May 1, 2020, DLA Troop Support Medical awarded a contract to Del 

Medical under the Radiology and Imaging Systems program for its complete commercial product 

line of radiology systems including digital radiographic and mobile x-ray systems. The contract 

has a five-year base period with one five-year option. The maximum value of the indefinite 

delivery indefinite quantity contract is $100M. This is a joint contract with the Veterans 

Administration.

(20) On May 6, 2020, DLA Troop Support Medical awarded a contract to 

Intuitive Surgical under the Medical Equipment program for its complete commercial product 

line of daVinci Robotic Surgery Systems. The contract has a five-year term with a maximum 

value of $420M.

(21) DLA Troop Support Medical has been partnering with a new customer, the 

U.S Secret Service. We provided Electronic Catalog (ECAT) and FEDMALL training, which 

enabled the Secret Service to place two orders for protective protection equipment, including 

large quantities of both hand sanitizer and face masks. This material will be used by the Secret 

Service details protecting the president and vice president.

(22) On May 7, 2020, DLA Troop Support Medical awarded a contract to Inficon, 

Inc. for 63 medical instrumentation and critical sensor technology items, which are used in part 

for chemical analysis in clinical and emergency response. The contracting action is for $45M 

over five years with no options.

(23) On May 18, 2020, DLA Troop Support Medical awarded a contract to 

Metrex Research LLC DBA Orascoptic, a large business. Metrex manufactures surgeons’ eye 

loupes and accessories. The contract period is five-years, with a maximum value of $45M. The 

final pricing reflects a discount of 10% off the commercial list price for all offered items.
29

(24) On May 28, 2020, DLA Troop Support Medical personnel awarded a 

contract to Interior Fusion, LLC with a maximum value of $45M. This is an IDIQ contract for 

five years with no options. Interior Fusion, LLC is a service-disabled veteran owned small 

business offering 1,399 medical healthcare specific hospital beds and miscellaneous parts. The 

contract prices are 29% - 41% off the manufacturer commercial list price. These items have lead 

times that range between 1-60 days.

(25) On June 11, 2020, the DLA Troop Support Medical clinical liaison 

accompanied personnel from DLA Troop Support Construction & Equipment on a trip to Federal 

Resources Supply Company in Stevensville, MD to examine the facility and discuss the face 

masks, gloves, and medical and non-medical isolation gowns the vendor is providing in support 

of COVID-19 requirements.

(26) DLA Troop Support Medical personnel secured a volume-based discount on 

a key pharmaceutical required for recruit training centers across all Military Services. The 

Customer Pharmacy Operations Center collaborated with the seven military treatment facilities 

that support this readiness requirement, assisting with identifying their requirements, and 

securing committed volumes to support the highest volume based discount from five sites that 

opted into the offer. This effort resulted in a $9M prime vendor procurement and $1.86M, or 

21%, in savings for military recruits.

(27) The director of supplier operations, working in conjunction with the Joint 

Acquisition Task Force (JATF) and the White House Supply Chain Advisory Group (SCAG), 

held engagements with companies on opportunities for supporting DoD and WoG customers. 

Discussion topics included their capabilities and how to do business with DLA.

(28) On July 7, 2020, DLA Troop Support Medical selected the Mobile C-Arm 

Systems, provided by Ziehm Imaging, to be the standard for all DoD deployable medical 

hospitals. We awarded a contract to Ziehm Imaging for two Deployable C-Arm Systems for the 

Army, which will be sent for first-article testing. The value of the order is $429K and the 

maximum value of the standardization contract over ten years is $18.8M. 

(29) On July 22, 2020, DLA Troop Support Medical personnel awarded a firstgeneration contract to Red One Medical under the Electronic Catalog Medical Surgical small 

business program. This contract is a five-year IDIQ with no options and a maximum value of 

$12.6M. Red One primarily provides implantable surgical devices, and more specifically, the 

Orthofix Spinal implant product line.

(30) On July 24, 2020, DLA Troop Support Medical received a request to procure 

254,232 bottles of 8 oz hand sanitizer for delivery to the depot at New Cumberland, 

Pennsylvania. Medical established a national stock number for this item, created a purchase 

request and, on July 28, 2020, awarded a purchase order to Assure Global LLC, doing business 

as We Shield. The contract is for 254,232 bottles at a total price of $749.9k. 

(31) On August 19, 2020, the Office of Management and Budget notified the 

principals on the Federal Category Management Leadership Council that DLA’s electronic 

catalog (ECAT) program is designated Best-In-Class. DLA Troop Support Medical personnel 

have been working for over nine months with the Joint Medical Category Management Team to 

detail the cost benefits of ECAT and justify the designation. This designation will increase 

DLA’s Tier 3 Spend Under Management by ~$1 billion/year.

(32) DLA Troop Support Medical supplied expeditionary medical supply packs to 

the Disaster Assistance Relief Team of the Jamaica Defense Force (JDF). The effort was 

coordinated by U.S. Southern Command and the JDF Office of Disaster Preparedness 
30

Emergency Management. Funding was provided by Defense Security Cooperation Agency for 

Overseas Humanitarian, Disaster and Civic Aid.

(33) On August 7, 2020, DLA Troop Support Medical awarded a purchase order 

for $82.4k for 1,557 4.8-volt rechargeable batteries to be shipped to the depot. These batteries 

are used in the C420 Plus powered air-purifying respirator, which are used by first responders.

(34) DLA Troop Support Medical personnel are currently supporting two separate 

Overseas Humanitarian, Disaster and Civic Aid (OHDACA) made-to-order kitting projects for 

United States Central Command in an effort to provide emergency medical supplies to civilians 

in Syria. 

(35) DLA Troop Support Medical personnel awarded Benco Dental Company a 

medical/surgical corporate exigency contract with an effective date of September 11, 2020.

There are currently 884 product line items on contract, with a contract maximum of $32.8M.

(36) The DLA ECAT acquisition program reached a new milestone with 

confirmed Fiscal Year 2020 sales of $1,041,830,942. This is the first time in the program’s 

history that annual sales exceeded $1 billion.

(37) Since March 1, 2020, DLA Troop Support Medical personnel have filled 

2,989 high-priority orders, valued at $22.6M, for personnel protective equipment using stock 

from readiness contracts in support of COVID-19 relief efforts. Included are 12 orders for 36M 

1870+ Bulk N95 Respirators valued at $20.4M.

e. Industrial Hardware

(1) Expanded support to the Corpus Christ Army Depot (CCAD) through 

enhanced IPV support. The Boeing Request for Equitable Adjustment proposal for a new kitting 

requirement was received on October 21, 2019 reviewed by DLA contracting officers. It

received customer concurrence on November 25, 2019. Kits were added due to an increase in 

CCAD demand. The contracting team has maintained ongoing communication with the customer 

to ensure the analysis of the requirement is accurate further aligning IPV support for kitting 

operations.

(2) On February 12, 2020, IH awarded “spot buy” contracts to resolve a critical 

parts shortage for Navy H-53 helicopter “main gear box bolts.” The supply chain responded to a 

critical parts failure, researched to find a manufacturing defect with an assist from lab material 

analysis and found an acceptable source to replace the item ensuring a steady supply of critical 

weapons system components. 

(3) Provided support to Army Tank-Automotive Command through provision of 

775 “MANUAL HANDLE” items to clear 106 backorders directly related to 16/21 Bradley 

Fighting Vehicles’ non-mission capable status (NMCS) on November 22, 2019. Innovative 

collaboration with Industry partners and contracting personnel facilitated a 225 day (85%) 

reduction in projected time to delivery. 

(6) Successful vendor engagements with industry partners such as James Ippolito 

Co., W&G Machine, LOC, JKOZ Engineering, SPS Technologies, Avibank, and Boeing in 

O’Fallon, Missouri; strengthened communications and improved on-time delivery resulting in 
31

resolution of the Army H-60 door track delivery on track to meet forecast demands after 

previously posing issues to Army readiness. 

(7) IH SMSG awarded the Skookum/SourceAmerica Loop Clamp renewal 

project. The project is comprised 20 items in FSC 5340 for an estimated total contract value of 

$1,066,234.26. 

(8) Created novel Personnel Accountability Report (PAR) online tool in response 

to mass telework caused by COVID-19. Tool provides online accountability, saving employee, 

supervisory, and senior leader time. Shared for use across the agency. 

(9) On March 4, 2020, DLA Troop Support Commander Army Brig. Gen. Gavin 

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

Chain Realignment. This initiative will divest the Class IX mission from DLA Troop Support 

and assign it to DLA Aviation and DLA Land & Maritime to increase efficiencies and 

effectiveness of Class IX support and realize $4-7B in Agency growth over the three-year 

transition. The decision will decrease the agency cost recovery rate and have no negative impact 

on the DLA Troop Support Philadelphia workforce. 

(a) Between April and June of 2020, IH transferred 90,716 items to DLA 

Aviation and DLA Land and Maritime with a burn down of purchase requests and corresponding 

technical and supply actions to minimize associated tasks with these items. 

(b) During the transfer, 26 IH employees supported other supply chains’ 

COVID-19 related surge requirements while maintaining warfighter support with 90.8% materiel 

availability (over 95% for nuclear enterprise items) and 13,000 backorders reduced.

(c) 49 employees have been placed in positions to support other areas in 

DLA to support existing and growing missions. 

(11) Supported USAF critical requirement for the “ram lock nut” associated with 

a 10,000 lb. aircraft jack whose failure had caused 75% of the 1,877 jacks in the USAF inventory

to be inoperable. With failures potentially due to a technical drawing update, IH coordinated with 

the customer and industry to ensure conforming parts were available, solicited and awarded 

additional sources, and provided the requisite materiel on a prioritized schedule ensure safety and 

operational success. 

(12) During COVID-19 vendor shutdowns, IH received 170 COVID-19 related 

Post Award Requests (PARS). To date, 126 have been closed and 44 remain open. By utilizing 

questions to ascertain vendors’ operating status and focusing on a targeted list of PARs to 

provide closure on payment issues, IH maintained relationships while supporting both customers 

and the industry base. Since March 15, 2020 Post Award received 554 Payment Issue PARS and,

as of June 23, 2020, 411 have been closed. The remainder are being worked by post award.

(13) Executed three-year extension of Corpus Christi Army Depot contract in July 

2020, with a base value of $4.05 million for continued support to the Army’s only aviation depot 

maintenance facility. The contract runs through July 2023. 
32

f. Product Test Center Analytical

Quarters 1 2 3 4 FY 20

Total 

Total Reports 

Received 

2794 3563 2654 2210 11221

Shade 1812 1736 1825 1455 6826

Verification 53 60 60 22 195

Source 902 1709 713 725 4049

Other 1 7 2 2 12

Proficiency 2 1 2 0 5

Certifications 14 29 44 4 91

Source Untested 8 2 1 1 12

Total Reports 

Completed 

2586 3616 2643 2222 11067

Shade 1811 1711 1824 1466 6812

Verification 47 53 61 27 188

Source 707 1821 713 711 3952

Other 1 5 1 1 8

Proficiency 0 2 1 0 3

Certifications 14 25 36 15 90

Source Untested 5 4 1 2 12

g. FY 20 Sales Breakdown

DLA Troop Support sales for FY20 totaled $19.1 billion. Sales by supply chain 

breakdown as follows:

(1) Subsistence: $2.9 billion 

(2) Clothing & Textiles: $2 billion

(3) Construction & Equipment: $6.2 billion Medical: $7.4 billion

(4) Industrial Hardware: $496 million
33

h. Process Compliance Directorate: Continuous Process Improvement (CPI)

Over Fiscal Year (FY) 2020, Process Compliance led DLA Troop Support to increase 

audit knowledge of end to end processes, implemented and developed project management 

training across the workforce, fostered innovation through development of blockchain 

technology opportunities, and improved processes, policies, and controls to improve readiness 

and accountability.

CPI Projects

Conducted project support for Enterprise Projects: 

-OCONUS MRE Rotation and Storage (Subsistence)

- Enterprise Risk Management (ERM)

- Troop Support + L&M Blockchain

- OCONUS Class IV Material Distribution – C&E/Distribution

-Logistics Supportability Analysis (LSA) – DLA Wide

Local in process project support:

- 5 HR Onboarding projects TS 3.3.2

+1 formerly Enterprise HR project

- Blockchain Tactical Action 4.1.4 

- Project Management TA 4.4.2, 

- Sit to Stand Desk process support

- 2 Market Fresh projects in process 

-Joint Customer Engagement Strategy Travel Expense Reduction

- vetted & socialized 11+ project ideas across Troop Support organizations

- Pursuing 5 post project validations. 1 completed. 

+ 2 FSG-80 project validations in process. 

Audit Readiness Support

- Inventory team member, providing mapping for Inventory Kitting PCM

- IH PCM process mapping 

- Medical PCM AMMA process mapping

Personnel Trained Observations and Findings New item roll-out

Supply Chains: Planning virtual 

Audit Readiness training 

FY20: Six (6) observations 023 

through 028 issued initially, one 

(1) observation 023 closed by 

auditor. Four (4) concur (025-

028), one non-concur (024) 

observations remain. One new 

NFR pending for observation 

Centralized Library Orientation 

Training
34

AR Teams: Audit and analysis 

courses via LMS and other 

training resources

024. Reissued NFRs FIN-2020-

WCF-008 apply to observations 

027 and 028; FIN-2020-WCF037 applies to observation 026; 

and FIN-2020-WCF-208 applies 

to observation 025.

Personnel Trained Green Belt Certification Coached Belts

25 OCT 2019, 22 students 

trained - LSS Green Belt Course

1 certification in routing

2 completed 

16 belts 

i. Process Compliance Directorate: Audit Readiness (AR)

The Audit Readiness (AR) team increased progress towards DLA achieving a positive 

audit opinion, demonstrating that DLA Troop Support is accountable and auditable. Our 

collaboration with the external auditor, led to successful outcomes in FY20 for Troop Support 

including closure of one of six observations from DLA Troop Support and successful closure of 

67 of 73 observations associated with the command. Support was also provided for closure of 

observations associated with DLA J-code office processes and areas of responsibility. DLA 

Troop Support Audit teams have seamlessly transitioned from on-site to virtual audits and 

continue to perform audit functions, IPT involvement, and supply chain support. 

 Audit teams accomplished deliberate audit rehearsals in advance of the independent 

auditor walk-throughs. Follow up site visits were supported and additional audit information 

provided. AR helped develop the DLA Troop Support commander’s audit memorandum of 

instruction and ensured committed access to audit documentation across the command.

Outstanding responsiveness for completion of sample transactions identified by the auditor 

contributed to the command’s audit readiness. 

To prepare for the external auditor visit, AR educated four DLA Troop Support supply 

chains on what to expect, including how to work with auditors, via town halls, videos, a

pamphlet, and a roadshow. Medical Supply Chain audit walkthroughs were cancelled until next 

year due to COVID-19. AR performed mock audits on the areas listed for audit and the team 

reviewed the newly created risk control matrices. After executed end to end audit walkthroughs 

with the supply chains, AR integrated with the other MSCs and supported J-code offices to 

ensure Enterprise audit alignment. Audit teams met with external auditors for one week of

engagements in Philadelphia. These engagements covered DLA direct sales, customer direct 

sales, foreign military sales, manual sales, inventory management, and third-party inventory 

management. Troop Support Audit success was demonstrated by other DLA MSCs requesting 

the tools the command developed for their own audit visits. 

Outside the audit visits, AR has established a centralized library to hold reference 

documentation for processes within each supply chain. The Centralized Knowledge Management 

Library was announced July 15, 2020 to supply chain leaders and shared with the workforce. 
35

Audit continues to create instructions and training documentation to support the new knowledge 

management tool. 

AR updated and mapped the 11 unique DLA Troop Support process cycles and appointed 

assessable and sub assessable unit manager responsibilities. AR is also working to update or 

assist in the update of any controls that may be identified for improvement during the testing of 

risk control matrices. 

AR submitted deliverables for the statements of assurance (SOA) and appendices for 

financial reporting. In support of accurate starting balances, DLA Troop Support achieved a 

100% inventory count for FY 20, and adjusted variances that occur on a monthly basis as part of 

system inventory reviews. The team initiated and improved corrective action plans (CAPs) as 

DLA received Notices of Findings and Recommendations (NFRs) and completed closure of each 

finding.

AR Projects Audit

Developed 11 unique risk and 

control matrices along with 

updating 15 flowcharts and 

associated procedures. 

Troop Support hosted and 

provide process walkthroughs 

for the DoD OIG and the 

external auditor from 20 MAY20 JUN 2019.

Personnel Trained Audit Readiness Training New item roll out

Supply Chains: Planning virtual 

Audit Readiness training 

AR Teams: Audit and analysis 

courses via LMS and other 

training resources

FY20: Six (6) observations 023 

through 028 issued initially, one 

(1) observation 023 closed by 

auditor. Four (4) concur (025-

028), one non-concur (024) 

observations remain. One new 

NFR pending for observation 

024. Reissued NFRs FIN-2020-

WCF-008 apply to observations 

027 and 028; FIN-2020-WCF037 applies to observation 026; 

and FIN-2020-WCF-208 applies 

to observation 025.

Centralized Library Orientation 

Training

j. Support to Small Business

(1) Overall awards to small businesses exceeded $9.2 billion, including $447

million awarded to small businesses located in Historically Underutilized Business Zones 

(HUBZones).

(2) Awards to small disadvantaged and small women owned business concerns 

totaled more than $1.6 billion.
36

(3) Awards to veteran-owned small business concerns totaled more than $853

million.

(4) Other related socioeconomic programs included contracts to non-profit 

agencies such as those under the AbilityOne Program – National Industries for the Blind and 

SourceAmerica which employ individuals who are blind or have other severe disabilities. DLA 

Troop Support continued to be a major supporter to these organizations in FY 2020, awarding 

over $324 million to AbilityOne entities. DLA Troop Support is also a strong supporter Federal 

Prison Industries with over $87 million awarded to UNICOR facilities through June.

(5) Of the $477 million total DLA small business COVID-19 support, DLA Troop 

Support represents $468 million or 98%.

(6) In particular, during COVID-19, there has been strong small business support 

in C&E ($355 million – 74% of total DLA small business COVID-19 support) and Medical ($86 

million -- 18% of total DLA small business COVID-19 support).

(7) In 2020, small business concerns as well as AbilityOne partners continued to 

be a vital part of DLA Troop Support’s robust industrial base across its five supply chains.

k. Pricing Division (BPA)

(1) Pricing

(a) Processed in excess of 440 pricing cases in FY20

(b) Subsistence – 35% C&E and Medical - 29%, IH and C&T – 39%

(2) CompAd

(a) Processed over 131 J&As in FY20 

(b) Med, C&E and Sub = approx. 85% of actions

(c) Bridge contracts- Currently 52 active – C&E – 24, Sub - 28

l. Compliance Division (BPB)

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

Internal Agency Management Reviews (AMRs) of supply chains, DLA Troop Support Europe & 

Africa, and DLA Troop Support Pacific

(2) Performed Special Interest IPMRs on command-directed topics

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

work of each DLA Troop Support contracting officers 

(4) Conducted as needed training based on reviews and findings

Program Metric (plan per year) Est Actions/Reviews

Contract Quality Reviews 500 per year FY20 Goal
37

Completed 501 to date.

Price Challenges 120 per year

Biennial Warrant Reviews 460 KOs over 2yrs.

IPMRs/IAMRs (Reports) 6-7each over 2yrs. 

m. Special Projects Team

(1) Procurement Process Support, DLA Troop Support Supply Chains, DLA 

Troop Support Office of Counsel, DLA J7 and DLA HQ Office of Counsel worked together to 

obtain approval from LTG Williams for several DNADs during the 4th Quarter to assist in the 

procurement of critical safety equipment in response to the COVID-19 global pandemic.

(2) Procurement coordinated with the Supply Chains to provide DLA Troop 

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

report has been a joint effort with the Command, Supply Chains and Procurement to ensure the 

status of all vendors is current and any issues are immediately addressed. 

(3) At the direction of DLA HQ, Procurement leadership coordinated a KO 

Advisory Team to assist C&T Gown teams with proposals removed from consideration for noncompliance/lateness, due to the complexity & visibility of these acquisitions. KO Advisory Team 

was comprised of reps from CRD, C&T, TS Counsel, J7, HQ Counsel & OSD w/ final 

concurrence from Ms. Banks. Twenty emails were sent to the team requesting.

(4) ULO (Unliquidated orders) (As of August 31)

(a) 209,025 Lines and $821,333,278.68 

(b) 142,356 Lines and $536,182,526.62 marked for manual cleanse

(c) 66,669 Lines and $285,150.752.06 held in a valid status code

(5) Government Purchase Card (GPC)

(a) 26 Billing/Alternate Billing Officials - 24 Cardholders (2 CHs pending 

termination)

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

(c) Monthly Compliance:

DLA TROOP SUPPORT Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20

Compliance Conformance Rating: 92% 89% 86% 90% 89% 86% 94% 80% 91% 88% 100%

Total Transactions 38 64 67 60 78 70 46 34 52 26 36

Number of Sample Transactions Reviewed 13 18 21 20 19 21 16 10 11 8 8

Number of Compliant Transactions 12 16 18 18 17 18 15 8 10 7 8
38

n. Contract Review Division (BPP)

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

Source Selection Decisions

(2) Number of cases reviewed by Supply Chain:

Supply Chain/Region Cases 

Reviewed

Medical 23

Subsistence 21

Construction and Equipment 4

Clothing and Textiles 13

Europe and Africa 6

Industrial Hardware 1

TOTAL 68

o. Systems & Procedures Division (BPS)

(1) 250 hours of specific topic training related to 

Policy/ECC/EProcurement/External Systems

(2) Customer Service – 9000+ email and phone requests

(3) Policy Guidance issued to the Procurement Community

(a) 15 Contracting Broadcast News (CBNs)

(b) 3 Contract Policy Memorandums (CP Memos)

(c) 8 Clause Change Notices (CCNs)

(d) 18 Procurement Letter Summaries (summaries represent a policy analysts review of a new 

PROCLTR, a short synopsis for the acquisition workforce along with a description of how the 

PROCLTR is likely to impact buyers and what changes will be needed to implement the 

PROCLTR)
39

Defense Logistics Agency

DLA Land and Maritime

Fiscal Year 2020 Historical Report
40

1. Introduction:

Logistics demands change rapidly whether responding to real world operational requirements or 

supporting humanitarian assistance resulting from natural disasters. DLA Land and Maritime’s 

mission is to fulfill those needs by efficiently and effectively providing worldwide logistical 

support to whomever our customer is. DLA Land and Maritime primarily supports U.S. military 

service customers through dedicated customer relations, while working with numerous suppliers 

to fulfill requirements for assigned stock classes across the Department of Defense (DOD). 

Additionally, we provide logistical services directly to Navy shipyards and Army and Marine 

Corps industrial sites. Successful accomplishment of the Land and Maritime mission requires a 

well-trained, diverse workforce and a professional culture that supports high expectations.

a. DLA Mission

Sustain warfighter readiness and lethality by delivering proactive global logistics in peace 

and war.

b. DLA Vision

We are the Nation’s Combat Logistics Support Agency ... Global, Agile, and Innovative; 

Focused on the Warfighter Always!

c. DLA Why

To serve the Warfighter and our Nation!

d. Core Values

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

Integrity, Ethics, Honor, Courage, and Loyalty.

e. The DLA Land and Maritime Way

We provide Warfighter Logistics Excellence through Accountability, Teamwork, 

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

Trust and Respect.
41

2. Organization:
42

3. Key Personnel:
4. Total Personnel:

5. Historical narrative:

a. Warfighter Always

One of the most significant components of a high performing organization is stable and 

visionary leadership. In July 2020, command transitioned in Columbus, Ohio, as Navy Rear 

Adm. Kristen B. Fabry replaced Navy Rear Adm. John T. Palmer. Fabry also assumed command 

of the Defense Supply Center Columbus as a dual command responsibility. The event was held 

in a pavilion area on the Defense Supply Center Columbus. Acting DLA Director Mr. Michael 

D. Scott officiated the ceremony virtually from DLA Headquarters in Fort Belvoir, Virginia.

DLA Land and Maritime’s procurement activities are driven by customer demands, 

primarily from our military customers but also include DOD agencies and other governmental 

entities. Our focus is to leverage efficient and creative processes and initiatives that enable us to 

meet those rapidly changing demands. Reinforcing military readiness as the prime objective, one 

example of our numerous successful procurement actions involved the inclusion of multi-award, 

multi-year contracts involving seven companies totaling more than $808 million. The contracts 

provided interconnection equipment to the Department of Defense. The interconnection 
equipment contracts secure interconnection parts, including wiring harnesses, cables, connectors, 

accessories, and installation kits for DOD organizations worldwide.

Specifically, the IECs cover 150,000 DLA-managed and 6,000 Army-managed items 

used by DOD in a variety of applications from weapon systems to radios. The long-term 

contracts are designed to improve quick-turn support, surge response and cycle time by offering 

rapid acquisition capability, advance planning, and greater collaboration between the Defense 

Department and industry partners.

Supplemental Warfighter support initiatives have required Land and Maritime and 

Aviation to begin the initial phase of absorbing operational responsibilities for DLA’s Industrial 

Hardware logistics function: a move that will reorganize operations and increase procurement 

efficiencies. The two main components to the workload transition involve the comprehensive 

acquisition and management of IH items from cradle to grave. The transition involves the 

movement and division of the IH mission, currently managed by DLA Troop Support. Land and 

Maritime is working towards full integration of the new IH supply chain function into its daily 

operations.

Over the course of Fiscal Years 2020-22, Land and Maritime will add approximately 

450,000 national stock numbers to its managing inventory. Our team continues to show great 

progress in assimilating its share of the IH mission, with more than 171,000 NIINs transitioned 

thus far. DLA has been actively working on the transition plan for months as it works towards 

full mission integration.

b. Global Posture

DLA’s worldwide combat logistics support mission places challenging demands on its 

procurement capabilities. The nation’s military services, and other DOD customers have critical 

missions that often involve life threatening situations. These requirements demand rapid 

responses that include efficient and reliable equipment delivery. Land and Maritime’s logistics 

operations achieved an all-time high material availability of 90.61% in January 2020. That onemonth record enabled Maritime to post a 12-month cumulative MA exceeding 90%, an historical 

first.

Logistics support performance that impressive translated into across-the-board readiness 

improvements for our national defense customers. Maritime’s power projection activities include 

superb management of the DOD’s Nuclear Reactor Program. Always a dependable resource for 

the nation’s vital nuclear deterrent, Land and Maritime operations sustained material availability 

for the Nuclear Reactors Program above the required 95% for an unprecedented 122 consecutive 

months.

Logistics support successes like these are representative of Land and Maritime’s 

commitment to fiscal responsibility as an integral component to its warfighter support. Although 

readiness investments in prior years limited our financial flexibility, Land and Maritime 

strategically prioritized demand requirements to support service readiness.

Key logistics support initiatives like these enable the world’s most lethal and efficient 

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

c. Strong Partnerships

DLA Land and Maritime leverages additional logistics capabilities through collaboration 
with its industry partnerships. These efforts require Land and Maritime and our industrial 

partners to exercise creativity in developing procurement procedures and processes to support the 

nation’s military services. These partnerships has proven beneficial for both, producing results 

that invigorate the nation’s industrial base while measurably improving operational efficiency.

Improved cooperation with DLA Land and Maritime’s leadership, industry and military 

decision makers generated strategic activities that helped America’s warfighters realize readiness 

improvements. One such collaboration involved the Naval Surface Warfare Center Indian Head 

Explosive Ordnance Disposal Technology Division (NSWC IHEODTD). Senior logisticians 

from NSWC IHEODTD Guns Team visited Land and Maritime to discuss support for several 

guns used by the nation’s military, to include the MK38, MK45, MK46, MK50, and the MK110. 

Maritime Customer Operations staff led a detailed, multi-functional tutorial highlighting DLA's 

business processes, and evaluating opportunities to engage in formal discussions aimed at 

improving support for these and other critical Maritime weapon systems.

Additionally, Land and Maritime held regular collaborative working group meetings with 

members from all service branches. The Army, Navy, Air Force and Marines participated as part 

of this inclusive approach to strengthening planning and execution of logistics procurement

support strategies in response to changing mission demands. Land and Maritime, with 

representatives from DLA Aviation and DLA Troop Support, met with all five Army Combat 

Capabilities Development Command Engineering Support Activities in Columbus in a collective 

effort to achieve procurement cost reductions.

d. Always Accountable

As focused stewards of the financial support provided by American taxpayers, DLA Land 

and Maritime employed results-driven fiscal practices that demonstrated a commitment to 

resource management. Skillfully managing taxpayer resources helps promote national readiness. 

Employing efficient procurement enhances the readiness of our military services, allowing them 

to demonstrate superior lethality.

Land and Maritime incorporated DLA’s Automated Indefinite Delivery Contract (Auto 

IDC) tool during the beginning of FY 20 as an additional cost reduction initiative; its usage 

produced two-fold results because it also strengthened industry procurement partnerships and 

improved military readiness. Incorporating Auto IDC into logistics operations, Land and 

Maritime experienced an initial 30% increase in auto award rates, with another 25% awarded 

with minimal buyer assist. The remaining awards were evaluated manually or re-solicited as 

Small Business Set Asides. Once awarded, these items are covered by long term contracts for up 

to one year. Processing more automated procurement activities reduces logistics support costs 

while improving daily operations – a win-win situation.

Positively impacting Naval operations, Land and Maritime dedicated a new $17 million, 

29,000 square foot Navy submarine support facility that will increase the ability of DLA and the 

Navy to receive, inspect and distribute submarine components supporting worldwide fleet 

operations. The new facility completes the consolidation and modernization of a local submarine 

component processing facility and includes a new automated material handling system, taking 

full advantage of the new building’s capacity. With projected completion in January 2021, the 

facility will provide a more effective and safe use of space, while enabling a more efficient 

logistics process.
e. Whole of Government 

DLA Land and Maritime purposed its Maritime supply chain to furnish vital logistics 

support to U.S. Navy ships USNS Comfort and USNS Mercy deployed in response to the 

worldwide COVID-19 health emergency. Maritime’s operations ensured the delivery of 

maintenance parts during both ships’ operations. Achieving such surety demanded Land and 

Maritime logisticians meticulously track each ship’s high priority repair parts for availability and 

delivery.

Though the ships were dispatched to opposite regions of the country, DLA scaled up its 

logistics support during their deployment, sustaining an operational material availability of 98% 

for the USNS Comfort, while maintaining 97% MA for the USNS Mercy.

Equally impressive during FY 20 was DLA Land and Maritime’s expansion and 

management of its Global Tire Program procurement. The program’s objective is to fulfill all 

military service tire requirements that could impact readiness during mobilization and 

sustainment of deployed forces. DLA Land and Maritime was tasked by the 2005 Base 

Realignment and Closure (BRAC) statue to decentralize the DOD’s wholesale supply, storage 

and distribution functionsfor tires. The GTP is a Performance Based Logistics (PBL) contract 

for the complete management of tires for the Air Force, Army, Coast Guard, Marine Corps, 

Navy, and Foreign Military Sales (FMS). The GTP contract has a potential performance period 

of ten years and succeeds the Tire Successor Initiative (TSI) contract.

Support for Navy aircraft tires transferred to GTP August 1, expanding global supply and 

support to all military customers. The GTP leverages a contracted supply-chain integrator model 

that uses DLA long-term contracts with tire manufacturers and dealers. The integrator, Science 

Applications International Corporation (SAIC), maintains warehouse and storage locations 

globally with material procured directly from manufacturers and dealers. GTP is a $2.1 billion 

program that supports 373 national stock numbered tires and supplies an average of 146,000 tires 

across the globe each year. As part of the tires program, SAIC has delivered more than 1.5 

million tires at a remarkable 97 % fill rate.
Defense Logistics Agency

DLA Aviation

Fiscal Year 2020 Historical Report
1. Introduction

Defense Logistics Agency Aviation is the nation’s combat logistics and supply chain 

manager for aviation and nuclear assets.

DLA Aviation is headquartered in Richmond, Virginia, and operates at 18 sites across the U.S. 

Its team of 4,000 civilian and military personnel supports 1,800 weapon systems, serves as the 

integrated material manager for 1.2 million national stock number items, and acquires 

industrial retail and depot-level reparable parts worth over $5.3 billion in annual sales.

Positioned alongside its military customers, DLA Aviation manages industrial support 

activities at Robins Air Force Base in Georgia, Tinker Air Force Base in Oklahoma, Hill Air 

Force Base in Utah, Marine Corps Air Station Cherry Point in North Carolina, Naval Air 

Station North Island in California, and Naval Air Station Jacksonville in Florida. DLA 

Aviation supplies six major industrial maintenance, repair and overhaul facilities and oversees 

storage operations at three.
2. Organization

3. Key Personnel and Organizational Changes

a. DLA Aviation Commander Air Force Brig. Gen. David Sanford was appointed 

April 11 to serve as deputy director of the COVID-19 Supply Chain Task Force in D.C. He is 

scheduled to return to Defense Supply Center Richmond November 1, 2020.

b. Navy Commander Curtis Ceaser assumed command of DLA Aviation -

Jacksonville June 15. He replaced Navy Commander Monica Frey.

c. Navy Commander Maxine Gardner assumed command of DLA Aviation - San 

Diego May 27. She replaced Navy Captain Ernan Obellos.

d. Navy Commander Isaac May assumed command of DLA Aviation - Cherry Point 

May 28. He replaced Navy Commander Keith Klemm.

e. Air Force Lt. Col. Christopher Carmichael assumed command of DLA Aviation at

Ogden June 8. He replaced Air Force Colonel Gabriel Lopez.

f. Dave Carns retired as Director, Aviation Engineering, in October 2019.

g. Floyd Moore returned from his rotational assignment with the Office of the Secretary 

of Defense January 15 and assumed the role of Director, Aviation Engineering.
h. Emergency Contract Support Branch moved from the Supplier Operations 

Commodities Directorate to the Customer Operations Directorate.

4. Total Personnel

DLA Aviation total workforce – 3,994 (includes 68 military, 181 contractors).

a. Aviation Richmond – 2,147 (includes 56 military, 85 contractors)

b. Aviation at other sites – 1,847 (includes 12 military, 96 contractors)

5. Historical Narrative

a. Warfighter First

(1) Nuclear Enterprise:

(a) Supported 100% of parts needed to conduct depot maintenance on 12 

B-1B Lancers.

(b) Maintained robust collaboration across the B-2 enterprise to support 

the B-2 System Program Office aircraft availability goal of 47.3% and DLA Director material 

availability goal of 95%; highest material availability to-date was 97.1% in July 2020.

(c) Strong B-52 engagements ensured no programed depot maintenance 

stoppages; three B-52s were returned to the warfighter, a 6.5% increase in aircraft availability. 

In addition, aggressive collaboration with Air Force Global Strike Command, System Program 

Office, and the 735th Supply Chain Operations Group enabled the simultaneous support of four

B-52 deployments totaling 24 aircraft, or 31% of the fleet.

(d) Engaged the B-52 and Long Range Stand Off Program Office on 

options to procure bolts from DLA. Obtained approval from the Air Launch Cruise Missile 

Program Office to buy from SPS Technologies. The company shipped the bolts directly to 

Boeing.

(e) The future of B-21 sustainment is on track with involvement with the

Supply Support Integrated Process Team and Depot Maintenance Activation Working Group.

(f) A collaborative effort between Air Force Engineering and the DLA 

Small Business resolved obsolescence issues for the Intercontinental Ballistic Missile. To date, 

there are 64 ICBM projects with the most critical being the radio frequency cable used to 

communicate with command authorities at launch control centers.

(g) We remain zeroed in on operational and depot level issues affecting 

air-launched cruise missiles. The team has worked diligently to streamline efforts. For 

example, a critical air duct hose used on a rotary launcher was catalogued in one day and the 

purchase request released immediately. Engineering publicized the solicitation immediately.

(h) Nuclear Command, Control, and Communications and Military 

Satellite Communications maintained a material availability of above 96%. NC3 is an evolving 

architecture of 59 systems, to include Global Aircrew Strategic network terminals, Family of 

Advanced Beyond Line-of-Sight terminals, and the Advanced Extreme High Frequency 

terminals. 

(i) Nuclear Enterprise Support Office’s Customer Relationship 

Management Cell aggressively monitored orders for seven operational units, reducing unfilled 

orders by 45% and aged-unfilled orders by 58%.
(2) MC-80 Readiness

(a) The current F-16 mission capable rate is 74.0% against a target of 

80% (slightly down from FY 19 rate of 75%). Although the Secretary of Defense MC 80 

initiative has concluded, DLA’s previous work continues to pay off with material availability 

for the F-16 at 91.9% as of August 18, 2020.

(b) The F-22 mission capable rate increased from FY 19 (50.57%) to 

FY 20 (52.14%) against an FY 20 standard of 75%. The non-mission capable rate for supply 

fell from FY 19 (13.91%) to FY 20 (11.54%) against a standard of 9%. DLA material 

availability for July was 95.2%, or 5.2% above the goal of 90%.

(c) The Air Force Division engaged the aviation enterprise to achieve 

readiness goals while tackling critical issues such as KC- 46 depot standup at Oklahoma 

City Air Logistics Complex, KC-135 readiness, increased organic support for the F-35, and 

unmanned aerial vehicles such as the RQ-4. KC-135 readiness was especially important 

given KC-46 mission restrictions.

(d) Material availability for the F/A-18 E/F (Super Hornet) increased 

from 86.8% in September 2018 to 92.2% in July 2020. F/A-18 E/F non-mission capable 

backorders decreased from 1,303 in September 2018 to 811 at the end of July 2020, a 38%

reduction.

(e) Material availability for the EA-18G (Growler) increased from 

83.4% in September 2018 to 90.6% in July 2020. EA-18G non-mission capable backorders 

decreased from 199 in September 2018 to 122 at the end of July 2020, a 39% reduction.

(f) Material availability for the F/A-18 A/D (Hornet) increased from 

90.0% in September 2018 to 92.9% in July 2020. F/A-18 A/D non-mission capable backorders 

decreased from 1,158 in September 2018 to 655 at the end of July 2020, a 43% reduction.

(3) Air Force and Navy Industrial Support Performance and Accomplishments

(a) Order response times at the Air Logistics Centers were within 

tolerance 91.83% of the time from July 1, 2019 to June 30, 2020, or 1.83% above the FY 20 

performance-based agreement of 90%. The rolling six-month order response time average is 

91.9%, or 1.9% above the threshold of 90%.

(b) The DLA Shop Service Center fill rate between July 1, 2019 and June

30, 2020 has risen to 73% against a goal of 75%. The six-month rolling average was 73.2%.

(c) Total material availability for all DLA1 items across the three fleet

readiness centers averaged 92.1% from July 19 to July 20, varying from a low of 91.1% in July

19 to a high of 93.3% in July 20.

(d) The gross demand plan fill rate averaged 93.4%, reaching a high of 

94.5% in July 2020.

(e) Material delay requisitions at the three fleet readiness centers declined 

30.2% while the total number of components in delay status decreased 30%.

(f) End of month unfilled orders declined 35.2% with aged backorders 

decreasing 24.8%.

(g) Having helped the Navy achieve the Secretary of Defense goal of 

80% mission capability and the Air Boss goal of 341 mission capable aircraft, our focus shifted 
to improving fully mission capable status and lethality. DLA material availability is well above 

90% for systems targeted for attention. 

b. Global Posture

DLA Aviation deployed personnel all over the world.

(1) DLA Deployment Support Team: 16 people to locations in Kuwait, 

Afghanistan, Poland and Romania.

(2) Global Response Force Rapid Deployment Team: DLA RDT Blue 

members participated in Turbo Distribution 20 in support of the Port Opening Operation at 

Ft Stewart, GA. RDT Blue Team was deployed from February 5 – 12.

c. Strong Partnerships

DLA Aviation works with industry to ensure a capable defense industrial base, 

generate innovative and efficient solutions, and maintain a secure and resilient supply chain. 

We continue building on relationships with industry partners to seek improvement. Through 

effective supply chain practices, open and frequent communication with suppliers and 

industry associations, and market intelligence, we continue to assess our industrial 

capabilities, develop responses to vulnerabilities, reduce single points of failure, and 

implement best practices.

(1) The Supplier Operations Commodities Directorate developed a SharePoint 

site for industrial support activities to identify, discuss and resolve problem items. The 

directorate also redesigned its post award team to make decisions promptly yet effectively.

(2) DLA Aviation canceled Supplier Industry Days due to the pandemic.

d. Whole of Government: 

(1) DLA Aviation Commander Air Force Brig. Gen. David Sanford served as 

deputy director of the COVID-19 Supply Chain Task Force from April 11 to November 1.

(2) Chris Davis, director of Strategic Acquisition Programs, returned to DLA 

Aviation June 5 after a 60-day assignment with the COVID-19 Supply Chain TaskForce.

(3) DLA Aviation Joint Contingency Acquisition Support Office Blue Team 

member Efrain Yamil Santiago Acevedo supported U.S. Army North’s COVID-19 mission 

at Joint Base San Antonio-Fort Sam Houston, TX. Mr. Acevedo deployed as the DLA 

contracting liaison officer with the 4th Expeditionary Sustainment Command from April 4 to

May 21.

e. Always Accountable

(1) The Supplier Operations Commodities Directorate created management tools 

for preaward, post-award, and technical workload. These tools allowed employees and

management to measure performance by DoD Performance Management and Appraisal 

Program standards.

(2) DLA Aviation Engineering and North Carolina State University’s Center for 

Additive Manufacturing and Logistics signed a memorandum of understanding for metal 
additive manufacturing. The partnership allows the center and DLA Aviation to create proofs

of concept, design workforce training, and collaborate on research projects.

(3) In response to the 2019 congressional inquiry into TransDigm overpricing, 

DLA Aviation Engineering began reverse engineering sole-source parts to develop 

government-owned Technical Data Packages. The team evaluated 1,488 TransDigm (or 

subsidiary) National Item Identification Numbers and chose 833 as potential candidates. To 

date, the directorate has received engineering support activity approval to move forward on 291 

NIINs, which are now in queue for development.

(4) In Spring 2020, DLA Aviation Engineering collaborated with Procurement 

Process Support to review should-cost policy and utilization. Initiatives included clarifying 

instructions on the Acquisition Policy and the Should Cost web application, utilizing 

engineering resources more efficiently, and reducing response times.

(5) Engineering developed WIZBANG robotic process automation for 

transmitting Product Deficiency Quality Reports to the DLA Aviation product specialists. In 

addition to reducing errors, WIZBANG is projected to decrease product workload by 6,536 

man-hours per year.

(6) DLA Aviation Engineering reviewed more than 72,592 national stock 

numbers for 76 Captains of Industry projects and long-term contracts.

f. People and Culture

(1) The Wheel

(a) DLA Aviation created the Wheel in FY 19 to serve as the junior 

leadership consortium. It continued inFY 20. Consortium members realized that new 

supervisors rarely had exposure to processes outside of their area of expertise and were not

aware of how their area influenced others.

(b) During the two-week program, supervisors gained a better 

understanding of their functions, the internal organization, and how different organizations in 

the agency support the DLA Strategic Plan.

(c) For Week One, attendees received human resources training such as 

EAGLE timekeeping, daily supervisory tasks, DoD Performance Management System, union 

agreements, and the agency’s hiring and promotion process.

(d) Normally during Week Two, new supervisors receive an overview of 

DLA Aviation’s industrial support activity at the Oklahoma Air Logistics Complex. COVID-19 

travel restrictions prevented this from happening during the reporting period.

(e) The Wheel is offered on a quarterly basis and participants travel to a 

different DLA Aviation industrial support activity for each offering. The goal is to show new 

supervisors how disciplines (the spokes) attached to the strategic plan (the hub) are supported 

by Command Support, Business and Procurement Process Support Directorates, and Human 

Resources (the tires).

(2) Flash Mentoring and Job Shadowing

(a) The DLA Aviation Flash Mentoring Program was established to 

offer employees developmental opportunities and guidance.
(b) No flash mentoring or job shadowing sessions took place during FY

20 due to the coronavirus pandemic.

(c) Flash mentoring is designed so mentees have initial 10-minute 

discussions with several possible mentors in a round-robin table setting, enabling them to 

choose someone with whom they can build a relationship.

(3) Tier and Executive Mentoring Programs

(a) The DLA Aviation Tier II Mentoring Program allowed employees to 

find their niche in the organization, build strategic relationships, and gain a broader perspective.

It is centered on sharing ideas and experiences; mentors help employees enhance their careers.

(b) The DLA Aviation Executive Mentoring Programs for Tier II (GS11/12) and Tier III (GS-13/14) developed leadership. Even though programs are mentee-driven, 

they create an environment where individuals learn to collaborate effectively. Mentors benefit 

just as much as mentees. Due to the coronavirus pandemic, no mentees graduated from Tier II 

in FY 20. Currently, there are 39 mentees in both programs.

(c) Participants agreed the program facilitated professional growth. As 

the program progressed, several mentees were promoted or given new responsibilities. Most 

believed program strengths to be networking opportunities and organizational support. 

Participants have reported that the program has given them exposure within DLA, putting them 

in touch with people they would not have otherwise met.

(4) Equal Employment Opportunity and Diversity (EEOD)

(a) DLA Aviation’s EEOD usually offers several 8-week Sign Language

courses each year. Currently, classes are being moved to a virtual environment due to the 

COVID-19 pandemic. These five minute/weekly video shorts will be offered on the EEOD 

SharePoint webpage for any DLA employee to watch at his or her convenience. Projected 

rollout is anticipated for fall/winter 2020.

(b) The Silent Lunch Table, which supports interactions between deaf 

and hearing employees has been discontinued due to the pandemic.

(c) The EEOD provided bi-annual EEO Training to one activity. This

mandated instructor-led training focused on the EEO complaint process and prevention of 

sexual harassment and sexual assault.

(d) The World Cafe Team hosted a café session on February 6 in the 

Lott’s Center. Discussions resulted in participants placing increased value on team members’ 

perspectives. The World Cafe is a grass-root initiative designed for stakeholders to converse, 

listen, share ideas and insights, and develop solutions.

(e) The EEOD conducted training designed by ELI Company for two 

activities. ELI training puts employees through vignettes in which they are asked to take 

responsibility for a positive work culture. Topics included bullying, discrimination, a 

respectful workplace, and retaliation.

(f) The EEOD conducted DLA Pathways to Career Excellence Program 

orientations, observed PACER interview panels, and conduct new employee orientation.
(5) Training and Recruitment

DLA Aviation’s commitment to its future workforce was evident in FY 20. 

DLA Aviation budgeted $2.2 million for career enhancement, college tuition, professional 

development, and an internal rotational program. In FY 20, DLA Aviation trained more than 

140 Defense Logistic Agency’s Pathways to Career Excellence Program pacers, accepted seven 

employees into the annual DLA Aviation rotation program, and hired 35 college interns.
Defense Logistics Agency

DLA Energy

Fiscal Year 2020 Historical Report
1. Introduction

Transition and change defined 2020 as Defense Logistics Agency Energy adjusted to the realities 

of Coronavirus Disease 2019 (COVID-19) and a maximum telework posture. Despite significant 

obstacles, DLA Energy personnel exhibited dedication, flexibility, and teamwork in supporting 

the Warfighter during this unprecedented global crisis. The accomplishments below reflect the 

hard work, commitment, and indefatigable spirit of the DLA Energy workforce.

2. Organization

3. Key Personnel

a. Commander: Brig Gen Jimmy R. Canlas, USAF

b. Deputy Commander: Mr. Eric Smith 

c. Chief of Staff: COL Robert R. Rochon, USA 

d. Director, Business Process Support: Mr. Tom Turets 

e. Director, Procurement Process Support: Mr. Bruce Blank

f. Director, Strategic Programs & Initiatives: Ms. Regina Gray

g. Director, Customer Operations: Col James McClellan

h. Director, Supplier Operations: Ms. Gabriella Earhardt

i. Commander, DLA Energy Americas: COL Raphael Heflin, USA

j. Commander, DLA Energy Middle East: Lt Col Jenifer Neris, USAF

k. Commander, DLA Energy Europe & Africa: LTC Donna Welch, USA

l. Commander, DLA Energy South-West Pacific: CDR Angela Watson, USN

m. Commander, DLA Energy Hawaii: CDR Eric Lockhart, USN
n. Commander, DLA Energy Japan: Maj Charles Coffman, USAF

n. Commander, DLA Energy Korea: LTC Jose Medina, USA

o. Commander, DLA Energy Okinawa: Maj Tracy Gilmore, USAF

4. Total Personnel

As of 30 September 2020, DLA Energy had 1,152 employees (1,085 Civilian and 67 Military).

5. Historical Narrative

a. COVID-19 fuelsupport

As missions across government agencies expanded to support the COVID-19, DLA 

Energy saw limited impacts to its readiness due to the pandemic. DLA Energy mitigated 

multiple border-crossing closures, stop movement restrictions, and curfews to continue fuel 

replenishment and deliveries.

In March 2020, DLA Energy’s coronavirus response entered a new phase when U.S. 

Northern Command activated the hospital ships Mercy and Comfort. The hospital ship USNS 

Mercy (T- AH 19) took on marine diesel and aviation fuel from Military Sealift Command 

tanker USNS Matthew Perry (T-AKE 9) off the coast of California. In Norfolk, Virginia, the 

USNS Comfort accelerated preparation for her voyage to New York City by refueling from 

Defense Fuel Support Point Craney Island in Portsmouth, Virginia. DLA Energy quality 

assurance representatives were on hand to oversee the bulk fuel delivery. DLA Energy’s support 

to the hospital ships USNS Mercy and Comfort totaled 975,000 gallons.

In response to the pandemic, DLA Energy activated a Continuity of Operations plan to 

test command and control operations on April 15, 2020. The COOP plan, as directed by Federal 

Continuity Directive 1, requires DLA Energy to train and exercise contingency operations in 

preparation for a catastrophic event that prevents employees from using the McNamara 

Headquarters Complex at Fort Belvoir, Virginia. It enables essential employees to relocate at a 

predetermined location to perform mission essential functions or support the mission remotely.

DLA Energy used its global network to fuel State Department aircraft delivering 

supplies to fight the coronavirus. On April 10, a U.S. State Department request to fuel four 

aircraft was met in 2.5 hours. The aircraft, located on Diego Garcia, needed DLA Energyissued Defense Department identaplates to refuel at military bases. Identaplates resemble a 

credit card and are embossed with the customer’s account and aircraft tail numbers. They 

typically take several days to issue.

DLA Energy authorized the sale of 31K gallons of aviation fuel to Health and Human 

Services-contracted airlift of Grand Princess Cruise passengers from Oakland, California, to 

Marine Corps Air Station Miramar, Lackland AFB, Dobbins AFB, and Volk AAF for 

quarantine.

DLA Energy supported the planning and execution of U.S. Transportation Command 

COVID-19 American citizen repatriation flights for 603 Americans from Myanmar and 

Bangladesh through Kadena AB, Okinawa. The flights required 60,708 gallons of fuel.
b. Warfighter Always

(1) Exercise Mobility Guardian Support

DLA Energy supplied 2.46M gallons of Jet A to Fairchild AFB to support the 

USAF Air Mobility Command Exercise Mobility Guardian 2019. MG19 is AMC’s largest 

readiness exercise with more than 4,000 Service members participating. 

(2) DLA Energy Liaison Officers Receive Accolades for Outstanding 

Warfighter Support

The AFRICOM Director of Logistics sent accolades to DLA LNOs assigned to 

USAFRICOM for expediting support at Baledogle Military Airfield after an Al Shabaab attack 

on the base. Following the attack, forces in Somalia urgently needed a 20K gallon fuel bladder. 

“The team was incredibly helpful in assisting the CJTF-HOA logisticians in ordering the 

replacement bag and expediting delivery. Noting that the initial order sent by the component 

contained errors, which resulted in a canceled status, the DLA LNOs identified the problem 

and assisted with the re-order. They identified the only acceptable spare in the system and 

escalated the level of attention at DLA to ensure the order was processed quickly. The 

corrected order was pulled, packaged, and expeditiously shipped from New Cumberland, PA 

and in less than one week the 20K fuels bag was received onsite in BMA. Their efforts helped 

prevent a shortage of jet fuel which could have adversely impacted operations.”

(3) DLA Energy Europe and Africa Overcome Failed Pipeline

After a failed fuel pipeline at the Augusta Bay Defense Fuel Support Point 

(September 2019 – August 2020) in Sicily, Italy, DLA Energy Europe and Africa coordinated 

with multiple stakeholders to transport JP8 from a local refinery to Naval Air Station Sigonella 

via truck. DLA Energy’s support enabled the Navy to maintain operations throughout the year.

(4) DLA Energy Europe and Africa Tackles 144K USG Fuel Spill

Energy Europe and Africa supported CLDJ/Camp Lemonnier, Djibouti when a 

bladder ruptured into the secondary containment area and 144K USG of capitalized JP-8 spilled. 

DLA Energy Europe and Africa worked with stakeholders to account for the fuel and provide

technical guidance.

(5) DLA Energy Middle East Overcomes Refueling Challenges at Critical Site

On November 4, 2019, DLA Energy Middle East successfully collaborated with 

the Royal Jordanian Air Force on the delivery of 25K gallons of diesel fuel in Jordan. To 

accomplish this delivery, an escort program was implemented whereby delivery trucks met 

scheduled convoys for wrecker support, if needed. We also increased the capacity to decrease the 

frequency of deliveries. The additional storage capacity negated deliveries during the rainy 

season and improved readiness. 
(6) DLA Energy Japan Concept of Support Test 

In January 2020, DLA Energy Japan tested a concept of support using ISO 

containers instead of commercial fuel tank trucks. DLA Energy conducted joint market research 

to learn that ISO containers were readily available in Japan. DLA Energy personnel successfully 

tested the concept during USMC and Japan Ground Self Defense Force, Northern Army Bilateral 

Exercise NORTHERN VIPER, proving ISO containers are a viable substitute for fuel truck gaps 

in and around Japan.

(7) Logistics Civil Augmentation Program

DLA Energy Korea was incorporated into the 19th Expeditionary Sustainment 

Command’s LOGCAP for non-armistice services. Under this $166 million United States Forces 

Korea-funded contract, LOGCAP supports the 19th ESC’s mission requirements for other-thanarmistice conditions of Non-Combatant Evacuation Operations, Joint Reception, Staging, 

Onward Movement and Integration, and Theater Sustainment Operations.

(8) USTRANSCOM / DLA Energy Class III (B) Supply Chain Pilot)

DLA Energy and USTRANSCOM met in March 2020 to lay the groundwork on 

current business practices in support of the pilot. The pilot is designed to examine the planning, 

governance, and execution of the Class III(B) supply chain in an effort to identify gaps or seams 

in current processes. 

(9) Joint Logistics Enterprise (JLEnt) Digital Transformation Innovation Pilot 

Project

In August 2019, Assistant Secretary of Defense (Sustainment), and the Director 

Joint Staff J4, directed DLA Energy to assist the Center for Strategic Joint Logistics with its pilot 

project testing the capabilities of the Rhombus Guardian artificial intelligence system as part of 

the JLEnt Digital Transformation. DLA Energy educated CJSL and Rhombus on our business 

practices and helped identify and fulfill initial data requirements. DLA Energy also looked into 

leveraging the Guardian capability to enhance our mission to support the Warfighter.

(10) General Order 7-20 Signed

The DLA vice director signed General Order No.7 on 28 Sep 20. The GO realigns 

101 DLA Installation Management Energy positions under the command and control of the DLA 

Energy Commander and into DLA Energy Facility Sustainment Directorate as the Engineering, 

Environmental and Property Division. Since March 2020, the merging of fuels SRM project 

management and technical expertise under one C2 umbrella has resulted in significant 

efficiencies, yielding over $790M in funding obligations in direct support of the Services’ 

fueling missions. As the realigned organization evolves into full operating capability in FY21, 

the Facility Sustainment Directorate will continue to analyze workflow and business practices to 

address additional opportunities to improve the efficacy of the program, support the Services, 

and help other organizations within DLA Energy.
(11) Integrator for Indo-Pacific

The DLA Energy Indo-Pacific integrator is the senior DLA Energy representative 

in the Indo-Pacific Theater for the DLA Energy Commander, DLA Indo-Pacific Region 

Commander, and the Indo-Pacific Joint Petroleum Logistics Enterprise (USINDOPACOM, 

COMPACFLT, PACAF, USARPAC, MARFORPAC, USFK, USFJ and Energy region 

commanders). The integrator coordinates theaterwide energy solutions with Energy HQ and the 

Joint POL Enterprise and presents recommended actions to the DLA Energy commander and 

DLA Region Commander. The integrator leads DLA Energy’s coordination and participation in 

theater- level exercises and plans. Finally, the integrator advises and directs DLA Energy region 

commanders on unity of effort initiatives.

(12) Class IIIB Supply Chain Alternate Release Procedures (ARP)

DLA Energy Europe and Africa quality assurance specialists continue to find new 

ways to ensure warfighter support during the COVID-19 pandemic. The implementation of ARP 

inspection procedures for Class III(B) tanker receipts ensures petroleum support for EUCOM, 

AFRICOM, and NATO partner customers in the region. Under the ARP process, QAS personnel 

have safely offloaded 28 virtual tanker load and discharge operations supporting approximately 

3.1 million barrels of DWWCF product.

(13) USAREUR Mobile Lab Certification Support

DLA Energy Europe and Africa Base Laboratory facilitated lab certification for 

multiple U.S. Army mobile field labs. The certification process consisted of a correlation 

program for each of the Petroleum Quality Analysis System – Enhanced (PQAS-E) mobile 

laboratories in the USAREUR theatre. Serving as a referee lab, Energy tested numerous fuel 

samples from US Army PQAS-Es, provided specialized training support, and enabled the 

certification of multiple labs. This effort ensures the appropriate quality surveillance for fuel 

being used in mission support. 

c. Global Posture – Prepared for Immediate Action 

(1) Exercise Vigilant Shield-20

From October 21-25, 2019, DLA Energy Americas enabled VS-20, a 

NORAD/USNORTHCOM exercise with Canada focusing on homeland defense. Energy 

personnel analyzed and responded to scenarios designed to stress the continent’s supply chain. 

Participants in the exercise fostered creative solutions for delivering fuel across the battlespace 

and gained insight into possible impacts to the supply chain and potential mitigating actions. 

Americas North acted as the Sub-Area Petroleum Office for Alaskan Command J4.

(2) DLA Energy East Pacific

DLA Energy East Pacific executed requirements for 7.4M gallons valued at 

$17.6M for the 2-week RIMPAC 2020 exercise. In all, 23 ships from ten nations were serviced. 
The U.S. Navy utilized DLA Energy’s fuel agreements to sell 7.8M gallons of F76, 41.4K 

gallons of JP5, and 3K gallons of lube oil to nine foreign navies. Due to COVID19, limited port 

calls required refueling at sea as the primary method of fuel support.

(3) DLA Energy South West Pacific

Provided onsite quality support during exercises Cobra Gold and Hanuman 

Guardian in Thailand.

(4) DLA Energy Japan

Supported international partners with 11M gallons/$35M of fuel exchanges with 

the Japanese Maritime and Air Self Defense forces, and with direct support to six exercises 

ranging in scope from theater wide planning and contingency proof of concepts (Keen 

Edge/Pacific Sentry, Keen Sword, Pacific Fury) to localized bilateral trainings (Forest Light, 

Northern Viper).

(5) DLA Energy Middle East

In FY20, DLA Energy Middle East sold 468,634,584 gallons of bulk petroleum 

products in 12 countries through defense fuel support points, direct delivery, bunkers, and intoplane contracts. Coordinated and synchronized 33 vessel discharges totaling 250M USG of 

product valued at nearly $750M.

(6) Sustainment, Restoration, and Modernization (SRM)

To improve on out-of-service fuel tank repairs and reduce costs, Defense 

Logistics Agency Energy is working with Naval Facilities Engineering Command, US Army 

Corps of Engineers and the Air Force Civil Engineer Center, to remove inefficiencies and better 

respond to customer needs. DLA Energy’s Facility Sustainment Directorate is responsible for 

inspecting, repairing, and maintaining 75% of the Department of Defense’s petroleum, oil, and 

lubricants infrastructure worldwide. Streamlining processes and “predictive repairs” has reduced 

repair time from two years to one.

FY 2020 was a record-breaking year for the newly realigned DLA Energy Facility 

Sustainment Directorate, which was placed under DLA Energy in April by the DLA director. 

The Program Management Division ended the year with $797M obligated in direct support of the 

Services; an increase of $144M from FY19. Globally, SRM obligations resulted in 1,440 

preventive maintenance inspections completed; 5,734 minor repair service orders approved; 

1,325 SRM projects funded; and 121 tanks cleaned, inspected, repaired and returned to the 

operator (Air Force – 67, Navy – 30, Army – 17, USMC – 7).

The Environmental Branch closed twenty-five clean-up sites. Fifteen sites will 

impact the DLA Environmental Liability Management sites identified on DLA’s financial 

statement audited by our independent public accountant. The command also closed one general 

storm water permit reducing regulatory oversite.
(7) Bagram, Afghanistan: COVID-19 Border Closure Mitigations

In March 2020, DLA Energy Middle East Customer Operations team received 

several RFIs regarding the status of fuel movement through the Northern Distribution Network. 

DLA-contracted fuel vendors in Afghanistan confirmed that both rail tank cars and fuel trucks 

were being allowed to cross into Afghanistan. Our team was in regular contact with contracted 

vendors, USFOR-A, the Resolute Support Sustainment Brigade, Sub Area Petroleum Office, and 

Joint Petroleum Officer regarding border status.

(8) DLA Energy Award Inland/East/Gulf Coast/Offshore program

In February 2020, the DLA Energy Bulk Petroleum Division awarded eighteen 

contracts worth ~$2.6B to supply 1.2M US gallons of JAA, JP5, JP8, and F76 to military 

services at locations within Inland/East/Gulf Coast/Offshore regions. This is DLA Energy’s 

largest bulk purchase program with a contract performance period from April 1, 2020 through 

March 31, 2021, plus a 30-day carry-over period.

(9) Card Program Office Division

When the Navy destroyer USS Gridley (DDG 101) needed fuel in the northern 

Atlantic, it used DLA Energy Ships’ bunkers easy acquisition, or SEA, Card online system. The 

SEA Card® program offers an efficient, easy-to-use, and secure Internet-based solution to 

procure bunker fuel. Fuel orders can be directly placed to DLA Energy bunker contracted 

suppliers or, if a port does not have a bunker contract in place, the vessel can order through a 

competitive quote open market ‘spot buy.’”

(10) Installation Energy

During winter (November 2019 – March 2020), DLA Energy customers 

throughout the Mid-Atlantic and Southern regions were subjected to several natural gas service 

disruptions (i.e. curtailments) that threatened to impact the daily operations of twenty-six DoD 

and federal civilian customers. Through diligent and timely engagement with local utilities and 

customers, the energy management team worked closely with procurement personnel and 

industry partners to execute 26 spot purchases totaling over 900,000 dekatherms of natural gas to 

ensure continuity of operations. These short-fused, time sensitive actions saved customers 

approximately $13M in back-up fuel costs. It also avoided a costly penalty in unauthorized 

supply charges that would have totaled millions of dollars.

d. Strong Partnerships

(1) Installation Energy Awards Energy Savings Performance Contract for Yokota 

Air Base

In November, DLA Installation Energy awarded a contract to Schneider Electric 

Buildings Americas, Inc. under the Department of Energy’s Multiple Award Indefinite Quantity 

ESPC contract to modernize infrastructure, increase energy conservation, enhance demand 
reduction, and improve energy resilience for Yokota Air Base, Japan. The contractor will 

implement 21 energy conservation measures for $12,302,159 in annual cost savings. As an 

ESPC, the annual savings are used to pay the contractor for the scope of work, its debt service, 

and any performance expenses.

(2) Partner & Allied Nation Support

DLA Energy opened the first-ever fuel Acquisition Cross-Servicing Agreement 

(ACSA) order with the Qatar Ministry of Defense. This ACSA order authorized the sale of DLA

Energy owned fuel to the Qatar Emirati Air Force at Al Udeid AB and other U.S. DoD locations.

When fuel contractors in Jordan were unable to deliver, DLA Energy 

International Agreements established ACSA orders with the Royal Jordanian Air Force to ensure 

deliveries to five critical U.S. DoD locations continued.

With the Oman Fuel Support Agreement (FSA) expiration eminent, DLA Energy 

pursued and received authority from OSD for a one-year extension to ensure continuity of fuel 

support to U.S. DoD forces in Oman and negotiate and conclude a new replacement FSA.

(3) Joint and Allied Class IIIB Fuel Planning

DLA Energy Europe and Africa LNOs facilitated development of EUCOM Class 

III Bulk requirements. Their participation in the Joint European Time-Phased Force Flow and 

Sustainment conference series, Central European Pipeline System conference series, and NATO 

Table-Top Exercise series ensured that U.S. and Allied Forces in Europe would continue to 

receive fuel in a contingency. The organization provided 1.1M gallons of fuel for Exercises 

DEFENDER EUROPE 20, NOBLE PARTNER 20, ATLANTIC RESOLVE 20 and SEA 

BREEZE 20 amidst COVID-19 restrictions, demonstrating commitment to the Warfighter and 

partners.

(4) Space Supplier Engagement

Boosted with DLA Energy-provided liquid propellant, the U.S. Space Force 

launched its first mission from Cape Canaveral Air Force Station in Florida, March 26, 2020. 

The DLA Energy Aerospace team supplied RP1 fuel for the United Launch Alliance Atlas V 

rocket and hydrazine for both the Centaur upper stage of the rocket and for the Advanced 

Extremely High Frequency satellite.

(5) Aerospace Energy

DLA Energy supported ten US Space Program launches with booster rocket fuel, 

cryogenic propellants, and hypergolic fuels generating over $20M in revenue. Missions included 

the Advanced Extremely High Frequency and GPS III satellites, NASA’s Solar Orbiter and Mars 

2020 spacecraft, ISS resupply missions, and NRO classified payloads.
(6) Utility Services Expands to Support U.S. Navy 

Naval Station Mayport, Florida is the newest military installation to begin utilities 

privatization for a wastewater and is the first joint effort between DLA Energy and Navy 

utilities. The initiative will save the Department of Defense $2.3M between fiscal years 2019-

2024. DLA Energy Utility Services helps military services coordinate and consolidate DoD 

privatization efforts including gas lines, electrical distribution systems, water and wastewater 

systems, and thermal systems. In the utility’s privatization process, military installations shift 

from owner-operator to smart utility service customers.

(7) Joint Petroleum Seminar

In February 2020, DLA Energy and JS/J4 Joint Petroleum Office co-hosted the 

2020 JPS. The objective of this annual “unclassified” seminar was to enhance DOD's ability to 

execute future joint petroleum operations. Highlights included a record attendance of over 180 

and the keynote speaker, Director for Logistics (J4), Joint Staff, as well as an informative panel 

discussion with the Deputy Assistant Secretary of Defense Energy and DASD Facilities and 

Management.

(8) In-Residence Joint Petroleum Course

On March 13, 2020, DLA Energy and the U.S. Army Quartermaster School held a 

graduation ceremony for students who attended the pilot course at Fort Lee, Virginia. The twoweek course was taught to 20 petroleum subject matter experts at various experience levels 

throughout the DoD Class IIIB supply chain. Each expert was required to: 1) participate and 

provide feedback on each training objective; 2) participate in various group scenarios; and 3) 

certify over 300 test questions to help finalize material for four more iterations of the course to 

be taught this Fiscal Year.

(9) DLA Energy Fuels THAAD Deployment to Romania

When a missile defense site in Romania went down for a systems update this 

summer, a DLA team worked to fuel the replacement system and help ensure the U.S. fulfilled 

its commitment to NATO’s ballistic missile defense efforts. DLA has been supporting the Aegis 

Ashore with diesel fuel since 2016. However, the THAAD required JP8 fuel and there were no 

contracts in the area. While the THAAD was in place, the regional DLA Energy team 

coordinated nine deliveries of more than 55,000 gallons. The 32nd AAMDC redeployed with the 

THAAD when the Aegis Ashore system update was completed in August.

(10) French Service Des Essences Des Armees Officer Exchange: 

DLA Energy headquarters hosted an officer from the French SEA February 18-

21. France’s SEA is the French Ministry of Defense’s equivalent of DLA Energy.
(11) DLA Energy Americas Quartermaster Liquid Logistics Exercise Video 

Debut: 

DLA Energy Americas spearheaded a new training video in coordination with US 

Army Quartermaster School, Petroleum and Water Department to enhance preparation for the 

annual exercise. The video was filmed and edited by a DLA Headquarters video producer and 

was introduced at the QLLEX-2020 Mid-Planning Workshop in Nashville, Tennessee. The video 

will be a cost-saving measure that reduces the pre-inspections quality assurance representatives 

need to conduct and is being applied by all regions participating in QLLEX.

(12) Utilities Privatization Program Update:

In March 2020, DLA Energy Utility Services met with Headquarters Army 

Deputy Chief of Staff G-9, Installation Management Command, and Mission Installation 

Contracting Command personnel to discuss the transition of Army legacy utilities privatization 

contracts. DLA Energy will work with MICC to facilitate the transfer of contracting 

responsibility for up to 52 UP contracts from their current offices to DLA Energy.

(13) Quintalateral Logistics Forum Fuels Study:

DLA Energy is supporting the Joint Staff J4 joint petroleum officer to improve 

interoperability among Australia, Canada, New Zealand, the United Kingdom, and the U.S. The 

nations will identify opportunities and make recommendations with a final report due in 

December 2020.

(14) Aerospace Support: 

Carrying equipment destined for Mars, a United Launch Alliance Atlas V rocket 

fueled by DLA Energy blasted off from Cape Canaveral Air Force Station in Florida, July 30,

2020. The rocket carried the $2.7B NASA's Mars 2020 Perseverance rover on a 300M-mile 

voyage into space. The Atlas V first stage booster was fueled by liquid oxygen and rocket 

propellant. DLA Energy provided 26,000 gallons of RP-1 along with 300 pounds of high-purity 

hydrazine for the upper stage booster and 1,000 pounds of high-purity hydrazine for the 

spacecraft.

(15) National Defense University:

Due to COVID-19 health concerns, students at National Defense University’s 

Eisenhower School learned about DLA Energy during a virtual presentation, April 6, 2020. The 

defense fuel management seminar was held online with the more than 20 senior-level military 

officers and civilians from the U.S. and four international partners – Czech Republic, Lebanon, 

Norway, and Poland. 
e. Whole of Government – Support to the Nation

(1) Customer Relationship Management Division:

Managed 445 Whole of Government and U.S. Government contractor fuel 

purchase authorizations providing military and commercial specification fuels valued in excess 

of $750M to Federal customer locations; U.S. military bases; and commercial airports, ports, and 

marinas. 

(2) National Science Foundation Fuel Deliveries:

The Customer Relationship Management Division, in coordination with 

stakeholders, completed a five-year Interagency Agreement with National Science Foundation, 

Office of Polar Operations, for continued fuel support to McMurdo Station in Antarctica. DLA 

Energy procured ~7.63M USG of fuel valued at ~$18.7M and delivered to Na NSF chartered 

tanker in Greece in December 2019. The NSF tanker arrived at the McMurdo Station on January 

20, 2020.

(3) Airgas Nitrogen Services, LLC Amended Fuel Purchase Authorization (FPA):

The Customer Relationship Management Division developed, coordinated, and 

signed an amended FPA specifically for support of Airgas Nitrogen Services, LLC at 

Vandenberg AFB. The amended agreement was completed in five working days with the support 

of FEM, FENA, and DLA Energy Counsel. A DODAAC account was established and 

successfully tested through FMD and EBS in advance of the Airgas Nitrogen Services’ 

requirements.

(4) Small Business:

DLA Energy awarded more than $1.2B to small businesses, exceeding our goal 

for the 8th consecutive year.

(5) Puerto Rico Earthquake Support:

In response to the earthquake in Puerto Rico and subsequent Federal Emergency 

Management Agency warning order, DLA Energy Americas East established a four-person Task 

Force Americas Team in case of a mission assignment. In addition, the DLA Energy LNO to 

USNORTHCOM provided daily updates on Homeland Defense posture in response to global 

events. 

(6) Hurricane Laura Response:

Within 18 hours of FEMA’s request for fuel, DLA Energy activated the 

contingency fuels contract and pre-positioned resources at Incident Support Base Fort Hood, 

Texas, to support Hurricane Laura response efforts Aug 27, 20. DLA Energy Task Force 

Americas positioned 45 fuel trucks with 50,000 gallons of diesel and 20,000 gallons of gasoline 

at ISB Fort Hood to await mission assignments to relocate fuel throughout Louisiana. Ten 
thousand gallons of diesel and 5,000 gallons of gasoline were sent to the Louisiana National

Guard base at Camp Beauregard and to ISB Roseland, Louisiana. Additional fuel was sent to 

ISB Chennault Field, Louisiana. As the executive agent for petroleum, oil and lubricants, DLA 

Energy provides support to FEMA through its multipurpose fuel contingency contract with a 

designated fuel contractor. DLA Energy has provided ground fuel to FEMA in support of 

presidentially declared national emergencies and disasters since March 2006.

(7) Presidential Support: 

Quality assurance representatives executed fuel inspections for more than 115 

secure fuel missions, ensuring the safe and timely travel for the President of the United States.

f. Always Accountable 

(1) DLA Energy Quality & Technical Directorate:

Developed a process flow map and implemented Alternate-Vessel inspection 

release procedures to enable contract quality assurance processes for Fuel procurements during 

COVID-19 travel restrictions.

(2) DLA Business Process Support Directorate:

Extended lock-out time from 30 to 60 days for enterprise external business portal 

users. This waiver enhanced the ability of Warfighters to collaborate on forecasted fuel 

requirements by providing a larger window that aligns better with demand planning collaboration 

weeks. It also gave Warfighters the flexibility to place fuel orders by eliminating the requirement 

to submit trouble tickets to unlock accounts inactive for 30 days.

(3) Virtual Technical and Quality EBS Formal Training:

In support of CDC safe practices, virtual training was developed to replace 

instructor-led EBS formal training. Course material is delivered via Skype. In addition, students 

can perform on-hands training utilizing EBS training environment. Three courses –

EBS 201, TQ401 and TQ 402 – will be available to all quality assurance specialists, quality 

assurance representatives and chemists. FY2021 schedule has been released to all regional 

quality managers.

(4) BPSD-created Tracker Initiative:

For use by the Tanker Branch to capture actual Bunker Sales into a single 

location. This initiative allows for improved Bunker Sales tracking and reporting.

(5) BPSD New Initiatives Include:

(a) A demand planning master data dashboard to capture KPIs and identify 

Characteristic Value Combination and Stock Keeping Unit errors in Advanced Planning and 
Optimization. Initial monthly target percentage goal of 15% was lowered to 1.5%. Error rates for 

the past several months has been below 0.28%.

(b) A new functionality for the generation of long-term contract 

procurement requests. This new capability allows the sorting of the LTC PR by several different 

options (state, material, location, etc.). Additionally, there is an option that automates the 

addition of service materials to Aerospace LTC PRs.

(c) An improved functionality for traders and schedulers workbench 

master data reporting and mass uploads. This functionality enables DLA Energy to download

and upload TSW master data in addition to providing reports in real-time

(d) Developed an APO Supply Network Planning / Industry Solution – Oil 

Master Data Dashboard to capture master data inconsistencies and error rates. The dashboard 

with its built-in search and filter functionality enables Planning process stakeholders to identify 

and correct key master data elements quickly, ensuring the proper execution of DLA Energy 

Transactions.

(6) Strategic Policy and Programs Division:

Established first of its kind in-residence Class IIIB supply chain training at Fort 

Lee for the military services and civilians.

(7) Audit Update:

FY20 Audit Strategy – E2E Inventory Assessment - DLA Energy submitted the 

final package, approved by DLA Logistics Operations (flowcharts, business process narratives, 

risk control matrix, identified gaps in controls and TOD/TOE POAM) to ATF for review on 

September 28, 2020.

(8) DLA Energy End-to-End Inventory Initiative:

DLA Energy held an end-to-end inventory workshop on January 13-17, 2020 to 

begin drafting flowcharts aligning plan-to-stock sub-assessable units, to include receipting 

(start), distribution of inventory, inventory management and disposal (end). DLA Energy 

identified key areas of risk, implemented internal controls to address defined risks, IT systems, 

validation measures, and financial posting impacts. Upon drafting three tiers of flowcharts, DLA 

Energy will assemble a business process narrative to validate compliance, document business 

processes, and update the risk and control matrix for the corrective action plan.

(9) G-Invoicing Update:

DLA Energy has uploaded 49 out of 63 reimbursable agreements into GInvoicing and 35 out of 44 non-reimbursable agreements into DLA SharePoint for the military 

services. Whole of Government uploads into G-Invoicing currently await agency location code 

resolution. DLA Energy trained 98.6% of its personnel requiring G-Invoicing training.
(10) Aerospace Mission Optimization:

Process mapping completed for EBS procedures; focused on public sector, oil and 

gas contract renewal, execution, and close out steps. CPI facilitators are now conducting one on 

one interviews with various stakeholders. Current DLA EBS tenet organizational structure 

caused silos to form between operations. CPI planning to brief optimal organizational structure 

to the DLA Energy commander o/a Nov 20, 2020.

e. People and Culture

(1) 2019 Culture Action Plan Goal:

In October 2019, DLA Energy hosted the Acquisition Workforce Honors Program 

and Pathways to Career Excellence (PaCE) Graduation Program. Over 90 acquisition 

professionals were recognized for completing training required for their DAWIA certifications, 

defense acquisition corps membership contracting officer warrant, and rotational assignments. 

The graduation honored 24 employees who completed the 2-year program for the DLA Energy, 

DLA Finance and DLA Information Operations PaCE programs.

For the third year in a row, DLA Energy employees were awarded Federal

Energy and Water Management Awards for “exceptional energy and water cost savings,” 

October 29, 2019. Managed by the U.S. Department of Energy Office of Energy Efficiency and 

Renewable Energy's Federal Energy Management Program, these annual awards recognized 

individuals, groups, and agencies for their contributions in energy efficiency, water conservation, 

and the use of advanced and renewable energy technologies.

In November 2019, DLA Energy hosted its annual Hall of Fame induction 

ceremony. Ms. Kay Bushman, Lawrence Ervin (posthumous), COL Gregory Gibbons (USA, 

retired) and Ms. Kathy Williams joined the distinguished DLA Energy Hall of Fame inductees in 

a ceremony at McNamara Headquarters Complex, Fort Belvoir, Virginia, on November 13,

2019. This year’s event celebrated the accomplishments of a lawyer, an economist, a Soldier, and 

a businesswoman all exemplified the selfless sacrifice, hard work, and leadership of the DLA 

Energy workforce. Please see our DLA Energy 2019 Hall of Fame video 

https://www.youtube.com/watch?v=nAVddXiX5fo&feature=emb_title

DLA Energy did exceptionally well in the 52nd Annual DLA Employee 

Recognition Awards, winning 13 award categories. This performance is a clear demonstration of 

the impact that DLA Energy has throughout the DLA Enterprise and the importance of the work 

DLA Energy personnel perform.

(2) Memorandum of Understanding with George Mason University:

A memorandum of understanding signing ceremony was held January 8, 2020 

formalizing the already-existing partnership between DLA Energy and George Mason 

University’s Career Services. The MOU will improve DLA Energy’s outreach, provide a 

framework to identify mutual interests and concerns, and develop solutions. This is DLA 

Energy’s first MOU with an academic institution.
(3) Logistics Education Advancement Program (LEAP) Professional 

Development:

From July 27 - September 11, 2020, a noncommissioned officer from the Plans & 

Operations Division performed LEAP training at the DLA Energy Command and Control 

Center. This training aids in honing unique skillsets. The four-year program focuses on upperlevel petroleum supply chain management from an executive agent perspective while learning 

from functional experts across the spectrum of energy operations.

(4) DLA Energy Change of Commands:

DLA Energy bid farewell to Air Force Brig Gen Albert Miller during a virtual 

change of command ceremony June 23, 2020. The incoming commander, Air Force Brig Gen 

Jimmy Canlas, joined the organization after commanding the 618th Air Operations Center 

(Tanker Airlift Control Center) at Scott Air Force Base, Illinois.

Six change of commands took place within DLA Energy between June and 

August 2020. DLA Energy Americas welcomed Army COL Raphael S. Heflin June 29, 2020. 

DLA Energy Middle East welcomed Air Force Lt Col Jennifer Neris, during a virtual change of 

command July 13, 2020. DLA Energy Korea changed command in a virtual ceremony when 

Army LTC Craig Daniel relinquished command to Army LTC Jose Medina on July 15, 2020. 

DLA Energy Japan welcomed Air Force Maj Charles “Chuck” Coffman during a change of 

command ceremony on Yokota Air Base, July 14, 2020. Navy CDR Frank Kim assumed 

command of Defense Logistics Agency Energy Americas West during a virtual assumption of 

command in San Pedro, California, August 19, 2020.

(5) Virtual Town Hall:

DLA Energy commander Air Force Brig Gen Jimmy Canlas assumed command 

of DLA Energy June 23, 2020. In a video town hall recorded June 24, 2020, he introduced 

himself and discussed his leadership principles. Virtual ceremonies became standard practice 

when DLA personnel at the McNamara Headquarters Complex on Fort Belvoir, Virginia, were 

forced to work remotely after April 1 because of the coronavirus.

(6) 75th Birthday:

DLA Energy celebrated its 75th birthday in July: in July 1945, the command, then 

known as the Army-Navy Petroleum Board, was founded to provide petroleum during World 

War II. From helium, electricity, cryogenics, and exotic space fuels, to disaster response fuel 

support and modernization of fuel infrastructure, DLA Energy continues to be an integral part of 

the defense of our country.

(7) New Mission and Vision Statement:

DLA Energy conducted a virtual strategic offsite to relook the organizational 

strategy and chart the way forward September 8-9, 2020. Directors, commanders, special staff, 

and deputies gathered virtually from around the globe to develop a new mission and vision 
statement. Efforts over the two-day offsite produced new mission and vision statements and a list 

of deliverables due over the next 60 days. The new mission statement is to enable mission 

readiness by providing globally resilient energy solutions to the Warfighter and Whole of 

Government. The new vision statement is to be the trusted leader in innovative energy solutions 

aligned with the speed of change.
Defense Logistics Agency

DLA Disposition Services

Fiscal Year 2020 Historical Report
1. Introduction

DLA Disposition Services serves warfighters from more than 100 locations throughout the 

world, supported by a leadership team in Battle Creek, Michigan. Field sites receive, classify, 

segregate, demilitarize, account for, and dispose of excess material from military units and other 

customers. By facilitating customers’ reuse of serviceable excess, the command reduces their 

need to purchase new material. 

In FY20, DLA Disposition Services received material with an estimated acquisition value of 

nearly $25 billion. That stock included 111,000 requisitions for nearly 2.5 million usable items 

worth more than $1.7 billion in original acquisition value. The items were offered to the military 

services for reuse, transferred to other federal agencies, or donated to state and local 

governments and eligible non-profit agencies. 

DLA Disposition Services also oversaw the demilitarization and disposal of property not reused, 

transferred, or donated. Public sales in FY20 generated more than $70 million, which covered a 

significant portion of the military branches’ service-level bills. Although challenged by aqueous 

film-forming foam, DLA Disposition Services processed over $75 million of the services’ 

hazardous waste.

The COVID-19 global pandemic presented challenges and opportunities for the DLA 

Disposition Services team. As in the past, the workforce overcame challenges and met its 

objectives through mission focus, resiliency, and outstanding teamwork. Specific to COVID-19, 

DLA Disposition Services provided over 2.9 million medical items worth $28 million.
2. Organization 

The command’s organization continued to rely on a process-centric model adopted in 2019.

3. Key Personnel 

FY20 saw the arrival or departure of key personnel that included:

a. Army Col. Franyate Taylor replaced Army Col. Wayne Bondy as deputy director after 

Bondy’s reassignment to DLA headquarters.

b. Stacey Piling replaced Connie Nowicki as resource management director after 

Nowicki’s retirement.

c. Al Hight was named the new Equal Employment Opportunity office director.

d. Omar Khalil replaced Kathy Atkins-Nunez as the South-East region director after her 

reassignment as Mid-America region director.

e. Beth Ford departed as Norfolk area manager and replaced Ben Waller as North-East 

region director.

f. Joe Arnold departed as Mid-America director to take a position with DLA Distribution.

g. Lt. Col. Mark Logan replaced Lt. Col. Jeff Walz as Central region director.

4. Total Personnel 

DLA Disposition Services is authorized 1,490 civilians, 13 active duty military, 120 local 

nationals and is augmented by six military reserve units – all led by one appointed Senior 

Executive Service member. These numbers do not include the 25 members of the Law 

Enforcement Support Office funded by the Defense Department.
5. Historical Narrative

a. Warfighter Support

(1) Divestiture assistance

As the Army continues to rid itself of excess equipment, U.S. Army Forces 

Command kicked off an accelerated turn-in initiative in May. The initiative focused on property 

book excess at over 20 installations. In all, the requirement included more than 110,000 excess 

items. Since May, when pandemic restrictions started, U.S. Army Forces Command has 

completed 46,000 turn-ins, or 42% of its goal.

The Marine Corps initiated a “Force Design” plan to shape its future. The plan 

included activating and deactivating units and divesting legacy equipment platforms. It began 

during the second quarter with the deactivation of two active tank battalions and will continue 

until 2030. The Corps identified over 10,000 pieces to divest during the initial phase. 

As part of the Force Design plan, Marine Depot Maintenance Command 

identified over 16,400 National Stock Numbers at DLA Distribution Albany requiring disposal 

before the end of the fiscal. These parts supported depot maintenance for legacy systems. This 

accelerated turn-in initiative began in June 2020. With transportation assistance from DLA 

Disposition Services, Marine Depot Marine Command conducted 5,671 transactions and had 

completed over 35% of the initiative at the time of reporting.

(2) Major exercise support

Combatant Command Planning provided two planners to support two joint 

exercises in INDO-PACOM (Keen Edge/Pacific Sentry). As the year unfolded, planners also 

supported Defender 20 in Europe, Defender 20 Pacific, and CONUS Operational Readiness 

Exercise 2020 (COREX) until the coronavirus pandemic ultimately cancelled the exercises. DLA 

Disposition Services remains engaged in the Joint Planning Process to support COCOMs FY21 

training exercises. FY21 priority of effort resides in the INDO PACOM AOR, supporting

Defender Pacific 21, Keen Sword 21, Pacific Fury 21, and Talisman Sabre.

(3) AFFF removal

DLA Disposition Services continued to provide hazardous waste contract support 

for disposing aqueous film-forming foam. The command further provided technical support to 

the DOD per- and poly-fluoroalkyl substances (PFAS) Task Force and Freedom of Information 

Act and litigation support to the DLA Legal team. 

As DOD Disposal Policy for Materials Containing PFAS is in formal 

coordination, DLA Disposition Services has proactively worked with the hazardous waste 

treatment and disposal industry to support the services with policy-compliant contract 

mechanisms.

Emerging awareness of the hazards of PFAS in drinking water has led to public 

scrutiny and litigation over treatment and disposal technologies, as the Environmental Protection 

Agency accelerates efforts to issue regulatory guidance by the end of 2020. In the absence of 

current federal regulation pertaining to PFAS disposal, leaders in the disposal industry remain 
perplexed as to how to manage these wastes. In anticipation of forthcoming regulations and 

policy, DLA Disposition Services continues to develop new contract disposal options and is 

modifying existing contracts to meet these challenges. 

DLA does not require environmental support. Under EPA and DOD policy, and 

specifically Resource Conservation and Recovery Act standards, a supported DOD activity 

determines if its wastes are regulated and the proper disposal. 

DLA Disposition Services contracts with licensed firms that have demonstrated 

the ability to handle, transport, treat and dispose of wastes in accordance with standards set by 

federal, state, and local authorities. Trained environmental specialists execute the organization’s 

responsibilities in compliance with applicable standards.

(4) Afghanistan Support

DLA Disposition Services continues to provide disposal support for the U.S., 

coalition, and other authorized customers. This support currently comes from a medium-sized 

site at Bagram Air Base, a small site at Kandahar Airfield, and expeditionary sites at Hamid 

Karzai International Airport and Forward Operating Base Fenty. Personnel providing that 

support transitioned from a combined civilian, military and contract team to a civilian and 

contractor-only force in July 2020. DLA Disposition Services will continue to meet the disposal 

requirements of various customers in Afghanistan.

 

Fiscal Year 2020 Afghanistan Production Statistics 

Scrap Trucks

Outbound

Scrap Received 

(LBs)

Scrap 

Removed

(LBs)

Rolling 

Stock 

Received

Rolling 

Stock 

Processed

Total 1167 33 million 41 million 1695 1615

Weekly 

Avg

22.02 .62 million .77 million 31.98 30.47

(5) Expanding CENTCOM/AFRICOM hazardous waste disposal

Historically, the vast majority of DOD hazardous waste generated in 

CENTCOM/AFRICOM countries is exported to Europe for disposal by DLA Disposition 

Services contractors. This approach has proven costly and problematic. In accordance with an 

international treaty known as the Basel Convention, exporters must obtain consent from the 

country of export, all transit countries, and the country of import. Less developed governments 

like those in CENTCOM/AFRICOM are often untimely in providing consent and the 

exporter/applicant has no recourse. This limiting factor impacts DLA’s ability to provide 

hazardous waste disposal customers with timely, predictable services. 

DLA Disposition Services continues to work with contractors, combatant 

commands, and State Department stakeholders to identify, vet, and qualify disposal facilities. 

Currently, DLA Disposition Services has selected in-country facilities in Israel, Oman, Kuwait, 

and Cameroon. The command is on the cusp of receiving CENTCOM approval for a facility in 

Bahrain with the capability to dispose of 50% of the Navy’s waste in country. DLA Disposition 

Services provided combatant command representatives with talking points on acquiring host 
nation environmental authority endorsement of in-country facilities. Additionally, DLA 

Disposition Services provided talking points on the need to include Basel provisions in Status of 

Forces Agreements and basing/access agreements. Combatant commands began engaging with 

U.S. defense attachés in July.

(6) Ship Recycling

A request for technical proposal for recycling five former U.S. Navy ships located 

in Philadelphia was posted in October. The ships to be scrapped include ex-ADAMS, exTICONDEROGA, ex-BARRY, ex-HAWES, and ex-GROVES. In May, a shipbreaking contract 

was awarded to International Shipbreaking, Ltd. A start-of-work meeting was held in June. Navy 

Sea Systems Command will oversee performance and environmental considerations while DLA 

Disposition Services administers and pays for the contract. Cutting begins 30 days after each 

ship arrives at the recycling destination.

b. Global Posture

(1) Headquarters reorganization

In 2017, DLA Disposition Services began assessing how well it supported field 

sites and higher headquarters. The Disposition Services director wanted to switch from a ‘taskfocused’ orientation to one that better meets the needs of customers and incorporates a broader 

understanding of the end-to-end process. 

As part of the effort, DLA Disposition Services sought to develop metrics 

measuring efficiencies and effectiveness. A business case was structured around aligning 

business processes, ensuring long-term success, and supporting a strategic vision. The goal was 

to increase performance by optimizing the contributions of people, processes, and inputs while 

minimizing waste and misdirected effort.

An Assessment Phase began with validation of each directorate’s mission, 

function, and process, which consisted of a charter team verifying mission and function 

statements, standard operating procedures, and job aids. The team identified process managers, 

process owners, and process performers responsible for defining process criteria, execution, and 

metrics. 

The charter team briefed executive leadership as it progressed in its knowledge of 

the agency and its business processes. A decision brief proposed four options that would move 

Battle Creek “J-Codes” and other offices into new directorates. Ultimately, the director chose 

Course of Action 4, aspects of which were derived directly from field site input. 

The new organizational structure features an Operations Directorate and three 

supporting directorates: Contracting, Resource Management, and Business Support. The new 

structure provides a platform for building expertise in end-to-end business processing while 

retaining flexibility and agility. Execution began with Phase Two - Movement, mapping 

processes to people by positions and the associated training, job series and performance 

development changes. Phase Three - Sustainment began with training in the roles of process 

manager, process owner, and process performer. The goal for this training is to finalize process 

flowcharts and update policies, SOPs, and metrics.
(2) Network Optimization

DLA Disposition Services continued to gather data on workload distribution to 

meet the needs of customers while executing missions with a broad understanding of the end-toend process. This reassessment comes six months after the sustainment reorganization phase and 

is intended to identify what the command got right and wrong. The goal of the reassessment is to 

evaluate previous initiatives and provide data-based recommendations to senior leadership. As 

such, DLA Disposition Services developed recommendations for the field offices. At the time of 

reporting, a decision is pending with agency headquarters. DLA Disposition Services is also 

readdressing zip code mapping for shipping of property to meet customer demands effectively 

and efficiently.

(3) Site improvement/expansion

The facilities section within the Funds and Facilities Division engaged in multiple 

projects during FY20. DLA Disposition Services acquired a new 7.5-acre scrapyard near its 

current warehouse in Richmond. The scrapyard, which will be developed over two years, will 

provide the agency with the opportunity to secure high value property and increase scrap 

operation efficiency. In conjunction with the project, the Richmond warehouse is undergoing a 

new workflow concept to maximize throughput. The Army Corps of Engineers is spearheading 

the effort.

A new warehouse and scrapyard at San Joaquin were acquired and redesigned. 

The new warehouse moves DLA Disposition Services from an older wood-built facility to a new 

steel-built one. The United States Army Corps of Engineers is working on the project in concert 

with local Installation Management. When finished, the project will consolidate three yards into 

one. It is slated for completion in late FY21 or early FY22. 

Fort Meade acquired the second half of its warehouse, shared with a non-DLA 

component, to double square footage to 80,000. The entire warehouse was redesigned, and the 

U.S. Army Corps of Engineers upgraded the portion of the warehouse occupied by DLA 

Disposition Services. This upgrade will allow the site to double throughput. Completion is slated 

for mid-to-late FY22.

c. Accountability

(1) Recycling Control Point

The Recycling Control Point is a 26-year-old market-in-place program. It was 

reviewed agency wide in FY 20 and found to fail audit requirements due to co-mingling of stock. 

In addition, the review found that additional cost savings of $8.6 million on storage, 

transportation and personnel could be made. 

(2) Long-Term Storage

The Long-Term Storage facility located in Columbus, Ohio, opened in 

2009. DLA Disposition Services established this facility to stock, store, and issue high-demand 

Demilitarization Code B/Q property for reutilization to DOD agencies, designated special 
programs, Foreign Military Sales, and other federal agencies. Currently 554 Disposal Turn-in 

Documents, valued at $7.4 million, are on hand. Only 6.2% of long-term storage space is filled, 

leaving 93.8% free. Changes in DOD policy to DEMIL B have contributed to the reduction in 

space needed. Some DEMIL B National Stock Numbers were changed to DEMIL codes that 

made them ineligible for long-term storage resulting in the DTIDs being purged. The number 

and complexity of reports used to manage long-term storage changed dramatically this past year, 

enabling stock to be disposed of much faster. During FY20, there were several high-level 

discussions on possible repurposing long-term stock and having field sites manage this material 

locally. Final determination is pending Secretary of Defense-level approval.

(3) Sales Strategy and metrics

The Public Sales division was realigned to the Contracting directorate in FY20. 

Improvements included: formalizing the Sales Contracting Officer Warrant program, 

standardizing contract templates, improved Internal Review Board, aligned sales contractor 

performance reporting, appointment of sales point of contacts to mirror acquisition contracting,

launching an official online workforce Sales Point of Contact training and starting contract 

surveillance inspections.

Also, in FY20, the primary Scrap Venture Sales Contract expired. DLA 

Disposition Services transitioned to a traditional individual sales strategy, increasing competition 

and potentially revenue. This move resulted in the awarding of over 50 new scrap contracts, to 

include Demilitarization as a Condition of Sale at Red River, Sierra, Pearl Harbor, Anniston, 

Tucson, Crane, and Puget Sound. Puget Sound scrap is transported to a contractor facility 

primarily by barge. 

The Public Sales Division generated $70 million in revenue in FY20, ultimately 

offsetting a significant portion of service-level billing. Public Sales sells surplus property as well 

as scrap both CONUS and OCONUS. Sales Revenue YTD for FY20: 

Commodity Qty ($)

Usable Items 195,376 DTIDs $28.9 million

Rolling Stock 5,675 pieces $14.1 million

Hazardous Materials Sales 396 DTIDs $1.7 million

Scrap 228.5 million lbs. $8.2 million

Electronic Scrap 27.6 million lbs. $14 million

(4) Audit readiness

DLA Disposition Services continues its financial improvement and audit 

remediation efforts. In this fourth DLA Financial Statement Audit year, the command carried a 

94% audit response rate and facilitated 11 Business Process Overviews. Despite COVID-19, 

DLA Disposition Services improved auditor collaboration, resolving and revising observations 

before they became Notices of Finding and Recommendations. The process resulted in no more 

than one new notice. 

Audit remediation through process improvement extends across DLA Disposition 

Services, affecting DLA, fellow DOD components, and DOD Consolidated Financial Statement 

auditability. Business Support, Contracting and Operations also contribute to auditability through 
process improvements. FY20 began with closure of the first enterprise wall-to-wall physical 

inventory supporting excess, obsolete, and unserviceable inventory balances and informing 

physical inventory plan development. Discontinued Recycling Control Point inventory processes 

resolved the commingling of Inventory Stock on Hand and excess, obsolete, and unserviceable 

inventory. A change in net realizable valuation methodology improved DOD valuation and 

financial statement presentation challenges. DLA Disposition Services increasingly benefited 

from Robotic Process Automation to improve data accuracy, consistency, and reliability. 

Corrective action plans in progress affect multiple EOU Inventory assertions, revenue 

recognition, master data, system access and segregation of duties.

In accordance with Office of Management and Budget Circular A-123, DLA 

Disposition Services is preparing the FY21 launch of the Enterprise Risk Management & Risk 

Management and Internal Control Program. This program improves accountability, program 

effectiveness, mission-support operations, reporting and compliance across the command, 

producing a fully supported Statement of Assurance and accurate, repeatable, and timely audit 

results. In response to updated agency policy, DLA Disposition Services established governance, 

began appointing key stakeholders and is developing a plan to include annual training, process 

documentation, risk assessment, internal control testing, and reporting. 

(5) E2D Business Enterprise Architecture

In April 2019, DLA Disposition Services approved development of a new reverse 

logistics business cycle to fill the end-to-end process framework gap for disposing DOD excess, 

obsolete, and unserviceable inventory. Initial research revealed the current DOD Plan-to-Stock 

business cycle ends at the execute disposal process and does not include reverse logistics. To 

complete the lifecycle within DOD business processes, the command began documenting end-toend processes used to dispose of inventory through reutilization, transfer, donation, sale, 

demilitarization, and disposal services. This new business cycle, Excess to Disposal, will 

document these reverse logistics processes.

As of July, the team developed a project plan, completed all operational process 

flow charts, and created the business cycle functional decomposition and data dictionary. The 

team is currently developing DOD Business Enterprise Architecture documentation. Current 

projected completion for an approved end-to-end business cycle is August 2021. 

d. Strong Partnerships: Small Business Goals

DLA Disposition Services surpassed small business expectations for the past three years. 

The command is on track to make FY20 the fourth consecutive year. Historically Underutilized 

Business Zone percentages have declined across the board for the agency in FY20; DLA 

Disposition Services fell short of its 3% goal.

Category: Goal Achievement

Small Business: 54.00% 78.16%

SDB: 5.00% 27.25%
WOSB: 5.00% 35.55%

SDVOSB: 3.00% 5.54%

HUBZone: 3.00% 2.16%

To help employees and vendors navigate the process of awarding or competing for 

contracts, DLA Disposition Services conducted 10 events. The events included new Contracting 

1102 employee training and nine Small Business Administration-hosted webinars.

Numerous high-dollar contracts were made to small businesses during FY 20, most 

notably: San Diego HW Removal/Disposal ($16.5 million); Huntsville/Anniston HW 

Removal/Disposal ($16.4 million); San Antonio HW Removal/Disposal ($2.3 million); 

Afghanistan Labor Management ($5.6 million); Corpus Christi HW Removal/Disposal ($5.4 

million); Fort Drum HW Removal/Disposal ($2.7 million).

These awards are noteworthy given that regulatory changes presented a challenging 

environment for small businesses in FY20. Despite this friction, the command’s contracting 

officers exploited every opening to ensure small businesses received as many eligible contracts 

as possible. Their dedication is laudable and, in conjunction with the exemplary efforts of the 

Acting Disposition Services Associate Director of Small Business, have been the primary factor 

to yet another year of exceeding small business expectations. 

e. Whole of Government

(1) Pandemic response and impact

DLA Disposition Services provided $28 million in excess and surplus supplies for 

COVID-19 relief in FY20. Nearly 5,000 orders were placed for three million items. DLA 

Disposition Services continues to monitor critical list items to support customer requests; at the 

fiscal year’s end, there were just 10 lines of Federal Supply Group 65 key medical items (frozen 

lines), valued at $1,031, available. Most property went to state and local organizations via State 

Agencies for Surplus Property. Once items were requested, they were processed for issue. DLA 

Disposition Services personnel physically handled every item requested - no direct vendor 

deliveries were possible at the time.

Most of the assisting employees were brought in during Phase 0 or Phase 1 recall 

operations. DLA Disposition Services was one of the first agencies to implement a “Phased 

Approach for Returning to the New Normal,” which included a standard gating process. This 

was prior to the release of the overall DLA Reconstitution Plan but in-line with the agency’s 

direction. DLA Disposition Services senior leaders and mission critical personnel worked at two 

locations to mitigate the effect of a positive case at headquarters. The Joint Operations Center 

ensured a continuous flow of information was maintained among the Agency Synchronization 

and Operations Center, Disposition Services senior leadership, and the directorates; this effort 

was accomplished through daily video teleconferences, secret and non-restricted email, and daily 

reports.

Despite these adaptations, the DLA Disposition Services workforce experienced 

changes to its daily battle rhythm due to the pandemic. Leadership’s primary focus was safety. 

With the vast majority of employees able to telework, the command reaching a low of only 17% 

of the workforce physically present. DLA Disposition Services placed 675 employees on 

weather and safety leave at different points, resulting in more than 200,000 work hours lost. The 
command leveraged technology and innovative methods to continue warfighter support in this 

altered workplace.

(2) Special programs

(a) Computers for Learning

DLA Disposition Services continues to manage DOD Computers for 

Learning. The program transfers excess information technology to pre-kindergarten through 12th 

grade schools and education non-profits. Overall, 396 requisitions were placed for 3,390 items 

initially worth $2.7 million.

(b) Law-Enforcement Support Office

DLA Disposition Services continues to manage the DOD LawEnforcement Support Office, facilitating transfer of excess military property to law enforcement 

agencies across the U.S. and its territories. Transfers allow greater return on investment for 

taxpayers, especially for controlled items such as tactical vehicles that would otherwise be 

destroyed. Since inception, the program has transferred property originally valued at more than 

$7.2 billion. Currently, more than 8,000 law enforcement agencies have enrolled in the program. 

In FY20, the Law-Enforcement Support Office handled more than 20,000 requisitions worth 

$250 million (based on initial acquisition cost).

The Law-Enforcement Support Office experienced interest in 2020 from 

elected officials and media outlets concerned about the excessive use of force by law 

enforcement officers in Minnesota and elsewhere. Public interest in police equipment and tactics, 

including the “militarization of police,” has some calling for police reform and changes to 

oversight of civil liberties violations, surveillance, and use of force.

(c) Firefighter support

DLA Disposition Services continues to support the U.S. Forest Service’s 

Federal Excess Personal Property program. It transfers excess DOD equipment to the Forest 

Service, which then loans it to state foresters for wildland and rural firefighting. In FY20, there 

were 4,042 requisitions for 75,841 items worth $93.87 million (based on initial acquisition cost).

f. People and Culture

(1) Workforce General Safety

FY20 saw a successful transition of the safety team from DLA Installation 

Management to DLA Disposition Services. Coordination continues with agency headquarters on 

safety manual completion. More than 200 supervisors were trained in risk management. 

Numerous deliberate risk assessment worksheets were created specific to DLA Disposition 

Services operations. The command integrated safety into its expeditionary workforce training. 

The safety office developed monthly focus areas to evaluate alignment with mission 

requirements and policies. Feedback was used to address gaps in the program, equipment, and 
policies. The safety office also implemented a monthly administrative review, meeting 

Occupational Health and Safety Administration requirements and allowing for focused training 

and feedback.

Safety officers inspected facilities at Susquehanna and Red River for mishap 

"under reporting" and facility/equipment conditions, worked with stakeholders on fire 

suppression and alarm system deficiencies, ensured corrective Enterprise Safety Applications 

Management System actions took place, and worked with the Public Health Command to obtain 

health and safety-related analyses. 

(2) Material Handling Equipment Safety

Business Support collaborated with Safety, Installation Management and Training 

on six lines of effort for the FY20 Material Handling Equipment Safety Initiative. Effort One 

covered add-on features for new acquisitions larger than 25k. Effort Two covered the same 

features for new acquisitions less than 15k. Safety add-on features included front/rear back-up 

cameras, extra lighting, over-load sensor warning, and a proximity sensor. Testing for Efforts 

Three and Four took place in Battle Creek prior to fleet-wide procurement. 

Add-on items have been contract awarded, arrived in Battle Creek, and are 

currently being installed. Efforts Three and Four will be the acquisition of after-market safety 

add-on features for the current 4k and 6K forklift fleet. Once equipment has been tested and 

vetted for procurement, it will move to contracting for acquisition in FY21. Effort Five entailed 

procuring headsets for 43 sites to provide two-way radio communication between ground guide 

and operator. All headsets have been delivered and operators are currently undergoing training. 

Effort Six entails procuring commercial vehicle top lift/sling kits for sites designated as needing 

this capability. This equipment will provide top lift capability for non-top lift configured 

commercial vehicles. The contract has been awarded and deliveries are forthcoming.

(3) Pandemic impact on training

Nearly 50 cancellations, including on and off-site courses, public offerings, and 

video teleconferencing prevented employees from meeting training requirements. DLA 

Disposition Services experienced some success with environmental courses through a contractor, 

Lion Technology. The command continued to track the compliance, safety, and mandatory 

training goals for employees on weather and safety leave. Executive development courses are 

prestigious; knowledge lost because of postponement of courses such as the Defense Civilian 

Emerging Leader Program is irreplaceable.

(4) Organizational Culture

The Culture Action Team began its year with a workshop for agency’s upcoming 

culture survey. In 2020, the team focused on survey mechanics and how good data can lead to 

better planning. The director approved a culture action plan in March 2019 that incorporated 

strategies for implementation. 

The culture action team participated in the annual Leadership Summit, is 

preparing for the FY21 survey launch, and expects to help senior leaders analyze results. DLA 
Disposition Services expects to continue leading the agency with the highest survey response of 

all major subordinate commands.

Communication remains a key focus area for culture. Increasing the director’s 

calls in FY20 from four to six demonstrated his commitment to improving communication. Even 

when events could not be held live, programs were recorded and made available online. DLA 

Disposition Services saw double the number of questions submitted by the workforce in 2020.
Defense Logistics Agency

DLA Distribution

Fiscal Year 2020 Historical Report
1. Introduction:

In FY20, DLA Distribution achieved extraordinary results while responding to the COVID-19

pandemic, strengthening support to the Combatant Commands abroad, and investing in people 

and processes throughout the global storage and distribution (S&D) network. In short, 

Distribution effectively and efficiently provided the best S&D value to the Nation’s Warfighters 

and Whole of Government partners. 

a. DLA Distribution’s Mission: 

Provide an agile, global Department of Defense (DoD) Distribution 

network that delivers effective and efficient distribution solutions which 

enable readiness and extend the operational reach of the combatant 

commands, military services, and other valued customers.

As a DLA major subordinate command (MSC), DLA Distribution 

is the leading provider of global distribution support to America’s 

military through receiving, storing, and issuing supplies, as well as 

providing other tailored services to increase Warfighter readiness.

DLA Distribution offers best value supply chain solutions through 

services including storage, distribution, customized kitting, and specialized 

packaging, as well as transportation support and technology development. 

Distribution is connected directly with operational and industrial partners and is 

integral to the National Military Strategy.

b. DLA Distribution Vision:

An adaptive, innovative organization that always Delivers the Right Things, to the Right 

Place, at the Right Time.

c. DLA Distribution Quick Facts:

(1) Oversees the worldwide operation of a network of 50 plus locations 

worldwide and an expeditionary capability.

(2) Stores over 2.5 million items valued at more than $146 billion.

(3) Services approximately 249,000 customers worldwide.

(4) Maintains approximately 130 scheduled truck routes.

(5) In fiscal year 2020, DLA Distribution processed over 14 million transactions.
2. Organization

a. Global Footprint / Capabilities

b. Core and Unique Capabilities
c. Theater Consolidation and Shipping Point (TCSP)

Okinawa TCSP – As a result of the Disposition/Distribution (D2) Continuous Process 

Improvement, and to better support the warfighter in the US Indo-Pacific Command 

(USINDOPACOM) theater, Distribution J5 established an Integrated Project Team (IPT) with 

DLA Distribution Yokosuka, Japan, proposing a TCSP operation to cross-dock materiel from the 

Sea Port of Debarkation (SPOD) and Aerial Port of Debarkation (APOD) for delivery to the 

island. The desired end state would also provide In-Transit Visibility (ITV) to Okinawa 

customers, decrease customer wait time, and relieve the customer of having to pick up materiel 

from the SPOD. The DLA Analytics Center of Excellence conducted a formal Business Case 

Analysis (BCA), and the findings favored establishment of a TCSP at MCB Camp Kinser. 

In October 2019, technical representatives, which serve as the current service provider for 

the Global Distribution Expeditionary Contract (GDEC), were on site in Okinawa and 

conducting TCSP SOP and process training. Phase Two, initially scheduled for January 1, 2020, 

began October 23, 2019, when the Okinawa TCSP received its first container of mixed cargo 

from DDYJ, and the Technical representatives processed all of it without issues. Phase Three, 

initially scheduled for April 1, 2020, began January 06, 2020, when the Okinawa TCSP received 

its first container of mixed cargo from DDJC and processed the cargo without issue. As of 

January 2020, all cargo streams into the Okinawa TCSP were active, which set conditions to 

achieve FOC once the newly-hired personnel arrived and conducted a turnover with the technical

representatives. In July 2020, three Japanese local nationals were hired to support TCSP 

operations, which transitions the Okinawa TCSP from IOC to FOC. 

Distribution J5 continues to conduct in-progress reviews to examine improvement areas 

and discuss current/future distribution streams with stakeholders. The Okinawa TCSP is now 

operational and serves as a capability within the USINDOPACOM Area of Responsibility 

(AOR).

3. Key Personnel:

a. Headquarters

(1) Commander: RDML Kevin M. Jones, SC, USN (relinquished command June 

26, 2020)/BGen Keith D. Reventlow, USMC (assumed command July 21, 2020)

(2) Acting Commander: Mr. Perry Knight (June 26, 2020 – July 21, 2020)

(3) Deputy Commander: Ms. Twila C. Gonzales, SES (retired April 30, 2020)

(4) Acting Deputy Commander: Mr. Perry Knight (April 30, 2020 – Present)

(5) Chief of Staff: Mr. Perry Knight.

(6) Acting Chief of Staff: Mr. Gene Surmacz (July 13, 2020 – Present)

(7) Deputy Chief of Staff: Ms. Stacy L. Umstead.

(8) Director, Current Operations (J3): COL Frederic Maddox, USA (Acting) 

(departed) /COL Robb Meert, USA (arrived)

(9) Director, Distribution Future Operations (J4): Mr. Paul Abel.

(10) Director, Future Plans (J5): Mr. Scott Rosbaugh.

(11) Acting Director: Mr. Matt Williams

(12) Director, Acquisition Operations (J7): Mr. Gene Surmacz.

(13) Acting Director: Ms. Meg Ross (July 13, 2020-Present)
(14) Director, Organization Management (J9): Mr. Ed Visker.

(15) Director, Business Development (BD): Mr. Joe Faris.

(16) Equal Employment Opportunity Officer (EEO): Ms. Yvette Harris (departed 

June 19, 2020)/ Mr. Zachary Currier

(17) Public Affairs Officer: Ms. Dawn Bonsell. 

(18) Financial Operations (J8): Mr. Charlton Albright.

(19) General Counsel: Mr. John Karns.

(20) Human Resources Services: Ms. Darlene Ferrante, Customer Account 

Manager/Mr. Michael Pier, Customer Account Manager

(21) Information Operations (J6): Mr. Kevin Hand, LNO and NE Regional 

Manager/ Mr. Michael Kochera

(22) Installation Support for Distribution: Mr. Victor Montefour

b. DLA Distribution Centers and Sites

4. Total Personnel

DLA Distribution employs more than 10,000 personnel, including 7,800 civilians, 127 active 

duty military, 190 reserve military, and 1,900 contractors.
5. Historical Narrative

a. Dynamic Operating Plan

In FY19, DLA Distribution Office of Strategic Plans coordinated and led a cross-staff 

group to develop the two year FY20-21 Dynamic Operating Plan (DOP) using the DLA Strategic 

Plan 2018-2026 and 2019 Strategic Plan Implementation Guide (SPIG) as higher level guidance. 

The FY20-21 Dynamic Operating Plan (DOP) was signed by Distribution’s Commanding 

Officer on September 30, 2019.

While developing the FY20-21 DOP, DLA Distribution Office of Strategic Plans 

concurrently developed Distribution’s FY30 Campaign Plan (CP30) in conjunction with 

Distribution’s Directors. CP30 was signed in late 2019, marking the first time the DLA 

Distribution Commanding Officer signed a ten-year foundational strategic plan. CP30 provides a 

longer-term path forward for Distribution, working together with the initiatives and priorities laid 

out in the DOP. In order to track progress toward achieving both these plans and to facilitate 

communication throughout the Distribution Network, the DOP and CP30 initiatives and other 

key topics were incorporated into biweekly governance briefs. Starting November 12, 2019, 

DLA Distribution holds cyclic governance sessions to provide the commander and rest of DLA 

Distribution awareness of events and projects and the status of DOP/CP30 initiatives.

With these efforts, DLA Distribution strives to provide the best storage and distribution

value to the nation’s Warfighters and Whole of Government (WoG) partners through proven, 

innovative, and adaptive approaches that are aligned with the Director’s five strategic lines of 

effort (LOEs) and two Critical Capabilities (CCs): Warfighter First, Global Posture, Strong 

Partnerships, WoG, Always Accountable, People and Culture, and Enterprise Enablers. DLA 

Distribution participates in the SPIG Working Group at the DLA HQ level to ensure DLA 

Distribution efforts are synchronized across the Agency. Both the FY20-21 DOP and CP30 

address the DLA Director’s objectives of 100% inventory audit, modernization, Warehouse 

Management System (WMS), and Reform. In addition, DLA Distribution ensured metrics with 

measurable results and quantifiable timelines were integral to the FY20-21 DOP, CP30, and the 

Governance briefs. This strategic focus led to a successful Distribution DOP brief with the DLA 

Director, Lieutenant General Williams, on November 20, 2019.

FY20 was a landmark year in which the DOP, CP30, and Governance processes lead to 

greater visibility of the long-term, strategic efforts of the CO and Distribution network in support 

of the Warfighter and auditability.

b. Warfighter First - Strengthened Service and Combatant Command Readiness and 

Lethality

(1) Distribution Kitting Operation: 

DLA Kitting provides program management and oversight of kit assembly for 

Medical, Organic, and Subsistence kits, consisting of DLA and/or Service-owned 

kits/components. Kitting offers tailored logistics through the use of automated and integrated 

systems that transform customer requirements into a single, useable end item product, and 

enables customers to order multiples of a single NSN with a single requisition.
(a) FY20 (YTD) reimbursable revenue for kitting operations is $27M.

(b) Distribution has 10 sites performing Kitting functions; five located in 

the Eastern US and five in the Western US.

(c) Aviation, Land & Maritime and organic kitting, consists of 268 Build 

Directive Numbers (BDN) totaling 12,602 kits, (4,175 lines), worth $2.2M.

(d) Troop Support Medical kiting consists of 16 BDNs totaling 36,966 

kits, (532,558 lines), worth $2.6M.

(e) Troop Support Subsistence Unit Group Rations (UGR) kitting consists 

of 222 BDNs totaling of 208,044 Mods (kits), (4129 lines), worth $20.3M. Distribution San 

Joaquin CA performs this mission to simplify and streamline the field feeding process by 

integrating the components of heat and serve rations with quickly prepared brand name 

commercial products. – lower number because of COVID-19.

(f) US TACOM Refuel on the Move (ROM) Kits: This project consists of 

22 kits ordered in FY20, with an additional 24 kits to be assembled each fiscal year up to FY24, 

totaling 142 kits. 94.4% of the kit components have been received for the initial batch. The final 

component has been released for shipment, but this will not take place until after October 1,

2020. The build site for the kit is DLA Distribution Red River.

(g) New Long-Term AF Project: This F-16 combination suite upgrade 

consists of 201 kits for FY21, increasing the workload each fiscal year up to FY29, totaling 3187 

kits. Total of 17 NSNs but not established to date.

(2) Modernization Efforts

(a) Warehouse Management System:

DLA is poised to transform the way it does business with its ongoing 

phased approach of the forthcoming Warehouse Management System (WMS) leading up to full 

deployment. The dedication of stakeholders, manpower hours, and diligence in program 

development during FY20 will surely be a turning point in the Agency’s ability to manage and 

process all transactions coming into the various DLA Distribution sites worldwide. WMS will 

refresh the Distribution Standard System (DSS) by streamlining storage, distribution, and 

transportation processes to better align with industry standards, creating a single system for all of 

DLA. These products, the first of their kind within the DLA network, will take the Agency into 

the 21st century. Moving to WMS from DSS is a welcome shift. WMS will provide efficient 

warehouse management capabilities such as greater visibility and control, real time logic for 

inventory tracking, cross-docking, and order fulfillment. WMS is a commercial off-the-shelf 

product that is SAP based, which will align Property Management and Transportation into a 

single software platform, reducing complexities and streamlining processes. The Transportation 

Management module will complement DLA’s 21st Century capabilities in the management of 

transportation planning, optimization, and freight tendering. This module covers the full range of 

transportation modes: air, ocean, rail, and motor.

Full operation capability at Corpus Christi is scheduled during FY21. The 

path to full deployment includes an interface with the existing Enterprise Business System (EBS) 

platform. The WMS Team is committed to ensuring that the workforce is fully prepared for the 

next era of technological advancements that will support the DLA mission.
(b) Voice Technology

Voice Technology system uses speech recognition and speech synthesis to 

allow warehouse operators who are performing work functions to communicate with the 

Warehouse Management System using only their voices. The staff on the warehouse floor uses a 

headset and microphone to receive instructions by voice, and verbally confirm their actions back 

to the system. The voice initiative directly addresses many of the overall automation 

requirements identified by DLA Distribution. Commercial Voice Pick technology is a proven 

solution that will be implemented in the short term to significantly improve labor efficiency, 

freeing warehouse personnel to engage in other tasks more productively. Voice technology will 

speed inventory, receiving and stowing, improve inventory accuracy, reduce lost product, and 

improve safety.

Voice technology was successfully piloted at DLA Distribution San 

Joaquin during second, third and fourth quarters of FY19. Pilot results yielded a 35% 

productivity gain in pick processing along with an increased efficiency. Voice implementation 

across the enterprise began in FY20 with DLA Distribution Susquehanna and will continue 

through FY24.

(c) Automated Inventory

Automated Inventory Identifies a possible solution that will enable and 

provide the logistics capabilities that deliver the supply chain and distribution support necessary 

to meet the demands of the Warfighter whenever and wherever required and incorporates into an 

enterprise architecture solution. Maintaining and continuously improving end-to-end visibility of 

assets; enhancing visibility of assets in-transit, in-storage, in-process, and in-use; improving 

efficiency of physical inventories, receipt processing, cargo tracking, and unit moves; increase 

inventory existence and completeness in support of audit readiness; ensure asset visibility 

authoritative data are discoverable, accessible, and understandable in order to support informed 

logistics decision making across DLA.

DLA J4-BT, in conjunction with J6-R&D, is reviewing multiple solutions 

to provide an autonomous/automated inventory system that will improve inventory accuracy, 

material accountability and visibility, and provide and better audit posture for the agency. DLA 

J4-BT has worked closely with the Defense Innovation Unit to research multiple vendors that 

can provide a real time status on items in storage at DLA locations. DLA is working with 

vendors to conduct an automated pilot in FY20/21 at Tobyhanna utilizing fixed nodes and 

Bluetooth technology to triangulate material location within a warehouse. DLA is also working 

an Other Transactional Authority contract to provide an autonomous inventory option to ensure a 

value added solution that will reduce operating costs and improve efficiency during the 100% 

inventory process.

(d) Robotic Process Automation (BOTS)

Distribution Stock Readiness was able to develop several BOTs to 

automate processes and streamline daily work for the personnel in the warehouses. BOTs were 

written to generate the daily workload for each center. This ensures that the workload is available 

for personnel immediately after starting their workdays. It also ensures that the correct data and 
complete workload is available to each center; they no longer have to run their own workload 

reports. Distribution has written BOTs to run and send the regulatory required follow ups and 

alleviate the manual workload of sending these on a regular basis. The most effective BOT to 

date will be the BOT that will send DD1225 forms to the military Services. Previously, each 

Stock Readiness worker who wrote a 1225 suspension on a service-owned item had to return to 

his or her workstation and physically print and email each individual record. This BOT will send 

all individual service-owned 1225 records at the end of the day. This alleviates the manual 

workload for the Stock Readiness employee and ensures that the record gets to the appropriate 

owner.

(e) Automated Workload Leveling System

In 2020, Distribution J3 continued to develop a labor management tool 

called AWLS (Automated Workload Leveling System). AWLS uses a Qlik application to

combine work in process, time standard, and personnel data so distribution centers have a near 

real-time view of production.

(3) Continuous Process Improvement (CPI)

(a) Stock Readiness – Suspended Stock

Suspended Stock continuous to be a major project for the Enterprise. In 

2011, suspended materiel was at $2.1B. This number was a result of AOR drawdowns and the 

commensurate increase in returns to DLA of predominantly service-owned materiel. In 2013, 

because of IPTs with the Services and DLA Supply Centers as well as Tiger Team initiatives, 

suspended stock was at an all-time low of $900M. However, over the next several years, 

suspended stock increased to $2.2B. This was due to increased stock screenings (Amphenol, 

CAGE Compromise, FSG 80, etc.), resulting in discrepant materiel as well as additional returns 

from the field. Over the past year, DLA has increased focus on this issue and set goals for 

reducing these totals within the Major Subordinate Commands (MSCs) in order either to give 

disposition instructions to upgrade this materiel for use or to downgrade it for disposal. DLA

Distribution has done an overwhelmingly positive job in keeping up with this surge in workload. 

Currently, the Enterprise is at $1.9B of suspended stock and holding. The team has focused on 

ensuring quality and has created the Validation effort to ensure these instructions are acted on 

correctly at generation. During FY 2019, DLA Distribution Centers closed over 100K Supply 

Discrepancy Report (SDR) and Storage Quality Control Report (SQCS), with a total dollar value 

of close to $4 billion. The team also distributed hundreds of Safety of Flight and Safety of Use 

messages to the distribution centers. In addition, they distributed and tracked thousands of 

special inspection requests and stock screening inspections for potentially defective stock. 

Distribution also pursued an effort to validate all current receipt restrictions to ensure materiel 

was not erroneously suspended. These efforts ensure that materiel is ready for issue to the 

warfighter.
(b) Commercial and Government Entity (CAGE) Compromise Project

DLA Headquarters had been working an issue regarding suspect parts 

coming into the Supply Chain, resulting primarily from the allowance of auto awards for low 

dollar/high demand materiel. Enormous stock screenings were placed on DLA Distribution 

starting with the most vital materiel: Nuclear, Critical Safety Items and Weapons Systems. 

During screening, each individual MIL-STD-129 must be checked for the CAGE code and 

compared to the list of effected CAGEs. If materiel is from a suspect CAGE it must be 

segregated and suspended, and a SQCR written requesting disposition from the Supply Center. 

The performance of these inspections and monitoring of the project is additive and preempts 

standard daily work of both the distribution center and Distribution headquarters personnel. 

34,047 inspections were performed and tracked consisting of 16,843,745 eaches, with a total of 

11,332 SQCRs created. Distribution centers incurred $12,903,508.03 of billable work to ensure 

any suspect quality materiel coming into the supply chain was suspended from use. The final 

phase of the issue involved the testing and research of questionable vendors and secondary 

prosecution actions. Multiple bad actors have been prosecuted, sentenced to jail, and massive 

financial restitution settlements awarded to the government. DLA Distribution is charged with 

holding all the materiel as legal exhibits until cleared for disposal. The command must ensure no 

erroneous disposition instructions are acted upon until legal proceedings have been completed 

and/or the appropriate testing has been completed to clear the materiel for use or disposal.

(c) Supply Discrepancy Report (SDR)/Storage Quality Control Report 

(SQCS)Validation Program

Distribution developed and implemented the SDR/SQCR Validation 

program to ensure, when generated, records of suspension are written correctly and completely, 

and that disposition instructions are acted on appropriately or rejected when inappropriate to the 

materiel, and that all actions take place within regulatory timeframes. The written portion 

ensures correct discrepancy codes are used, the contract and CAGE data are in appropriate fields, 

the verbiage is descriptive and complete, and all PPP&M charges are documented. The actions of 

appropriately acting on the disposition instructions provided and within the regulatory 

timeframes are improving. These validations have shown where the flaws in the process and 

documentation lie. DLA Distribution has improved those products as part of this program. The 

program was tested through multiple stages and has been made to fit requirements for the 

existing J3 quality assurance program. The program has improved the quality of suspended stock 

across the enterprise.

(d) General Services Administration (GSA) Export Mission

In FY20, Distribution finalized process improvements focused on 

supporting the GSA Export Mission which aligned associated costs under the DLA/GSA 

Agreement, realizing alignment of $5M in costs to GSA. DLA Distribution continues support 

with Military Service and GSA engagements to improve the National Supply Chain beyond 

FY20. 
(e) Distribution Remediation:

Distribution leads a joint (HQ DLA, J8, Distribution HQ, Susquehanna 

and San Joaquin) CPI to account for remediation work at Distribution CCPs. Efforts to align 

processing will provide key notifications related to shipment and vendor compliance, as well as 

align costs to Supply Chains for remediation costs currently billed solely to the military services.

(f) Frustrated Freight

In FY20, Distribution finalized process improvement focused accounting 

for frustrated freight at the CCPs, aligning frustrated research costs to GSA in accordance with 

DLA/GSA Agreement. Distribution will support a follow-on FY21 effort led by DLA 

Headquarters to report shipment and vendor compliance resulting in frustrated cargo to improve 

the National Supply Chain beyond FY20. 

c. Global Posture - Prepared for Immediate Action

(1) USINDOPACOM Deliberate Plans 

During FY20, DLA Distribution continued to support the US Indo-Pacific 

Command (USINDOPACOM) Deliberate Plans review cycle by providing inputs to the standing 

DLA Support Plan and Concept of Logistics Support (COLS), as well as coordinating with the 

Service Components to refine their theater distribution requirements. Through participation in a 

series of cross-functional operational planning teams, the DLA Distribution Office of Strategic 

Plans helped develop the current Distribution Concept of Operations to support 

USINDOPACOM’s priority deliberate plan. Moving forward, planning efforts will include 

multiple site surveys and coordination meetings across the USINDOPACOM theater with every 

Service Component, refinement and completion of the COLS, and development of the Logistics 

Supportability Analysis). The Distribution J5 Planning Team will closeout CPS planning in late 

2020 by briefing a Logistics Supportability Analysis to the DLA Director to gain approval for 

the new DLA Support Plan to USINDOPACOM’s priority deliberate plan.

(2) Exercises

(a) USEUCOM Live Exercise (LIVEX) 2020

DLA Distribution’s support to LIVEX concluded with the successful 

delivery and onward movement of 11 air pallets of Foreign Military Sales (FMS) materiel via C17 to Israel. The coordinated efforts of DLA, USEUCOM, the Defense Security Cooperation 

Agency (DSCA), the Israel Ministry of Defense (MOD), and USTRANSCOM improved upon 

LIVEX 2018 with enough requisitioned materiel to meet the exercise objectives. Overall, the 

DLA Distribution Susquehanna team instilled confidence across all stakeholders as the Unit 

Materiel Fielding Point (UMFP) successfully consolidated and palletized 11 air pallets of FMS 

materiel. Distribution Susquehanna Transportation office secured transportation to ensure all air 

pallets arrived at the aerial port ahead of schedule for the planned strategic lift on 10 March from 

Dover AFB to Nevatim Air Base, Israel. Distribution’s participation highlighted a key 
emergency resupply capability in supporting the Combatant Command and their strategic 

partners. 

(b) DEFENDER Europe 20 (DE20) 

DLA Distribution participated in all Joint Event Life Cycle (JELC) 

planning efforts for DE20 in preparation to deploy the DLA Distribution Expeditionary Team to 

Powidz, Poland, to support deployed forces with TCSP and FDW capabilities. A primary 

training objective was to deploy the Distribution Expeditionary Team within the OPLAN 

informed Time-Phased Force Deployment Data (TPFDD) process. Although CONUS based 

support to DE20 was cancelled due to COVID-19 restrictions, deployment and redeployment 

planning, intra-theater movement coordination, swine flu equipment decontamination, and actual 

deployment to and redeployment from surface port of embarkation were accomplished. The 

Distribution Expeditionary team’s equipment was loaded on a vessel awaiting departure when 

CONUS based support was cancelled.

DLA Distribution’s participation in DE20’s planning events and close 

coordination with DLA Europe and Africa and USAREUR planners facilitated securing Army 

funding for Distribution Expeditionary deployment and support. DLA Distribution’s capabilities 

to support the warfighter remained relevant throughout the planning process. As a result, DLA 

Distribution was well postured to support a down-scoped DE20 with CONUS-sourced 

sustainment materiel. Distribution Susquehanna’s CCP consolidated and shipped pure air pallets 

moving via established channel flights into Ramstein Air Base.

(c) Combined Command Post Training (CCPT) Events (20-1 & 20-2)

DLA Distribution coordinated staff augmentation support for the 

USINDOPACOM Combatant Command training events in the Republic of Korea (ROK). These 

two annual training events, regardless of the recent changes in name, have been the backbone of 

joint and combined integrated training between the United States and the ROK for decades. 

COVID-19 restrictions forced the cancellation of CCPT 20-1. Participants in CCPT 20-2 

augmented DLA USINDOPACOM Regional staff and trained with United States Forces Korea 

(USFK) and ROK staff on the development/execution of plans, procedures, and concepts for the 

defense of the ROK. The training events focused on enhancing coordination between the ROK 

government and Combined Forces Command (CFC). DLA Distribution continues to work the 

focus areas beyond the training events in coordination with DLA USINDOPACOM Regional 

Command, USFK, Eighth United States Army, and 19th Expeditionary Support Command to 

enhance capabilities and improve support to US Warfighters and allies in the Korean Theater of 

Operations.

(d) Ogden Air Logistics Complex (ALC) Kadena Air Base (AB)

The Ogden ALC Support Center Pacific (SCP) is looking to improve the 

supply chain processes and maintenance requirements at Kadena Air Base in order to provide 

better support for all Pacific Air Force (PACAF) customers. Distribution J5 USINDOPACOM 

planners conducted multiple site surveys to include Ogden ALC at Hill Air Force Base (AFB), as 

well as the maintenance operations aboard Kadena AB to better understand the current support 
provided and any possible gaps. After mission analysis, DLA identified systemic, policy, and 

financial areas that the Air Force needed to address prior to DLA providing support. On July 1, 

2019, DLA Aviation Ogden forwarded an official request for support from the Ogden ALC to 

DLA Headquarters, DLA Aviation, and DLA Distribution which re-energized SCP support 

planning efforts. On April 23, 2020, the Ogden ALC initiated a multi-agency IPT to determine 

Air Force policy updates required for SCP recognition as a secondary organic source of repair, 

capture Air Force system development/modification requirements, and determine Air Force 

requirements for DLA support. Currently, the IPT has DLA scheduled to take over support no 

later than the 1st quarter of FY24, however, Air Force leadership is looking to expedite that

timeline.

d. Strong Partnerships

(1) Industry Engagements

(a) F-35

Throughout FY20 DLA Distribution’s Business Development (BD) team 

led or facilitated a steady rhythm of cross functional, face-to-face working group meetings, site 

surveys, and IPTs with key government (JPO, DLA HQ, USTC) and industry (Lockheed Martin, 

Pratt & Whitney, Rolls-Royce) stakeholders. 

Early FY20 was highlighted by the successful conclusion of two Proofs of 

Principle (PoPs) for warehousing and transportation, respectively, begun in the summer of 2019. 

DLA Distribution Hill and DLA Distribution Oklahoma City supported the PoPs. 

Expanding upon the success of those PoPs, the BD team led IOC efforts at 

DLA Distribution Hill and Oklahoma City and coordinated global transportation in partnership 

with USTC throughout FY20. BD also quarterbacked preparations at the other four affected F-35 

sites (San Diego, Jacksonville, Cherry Point, and Warner Robins) to set conditions for the 

transition of F-35 material that, until that point, had been stored at third party warehouses or 

elsewhere in the civilian supply chain. Finally, BD members contributed materially to F-35 

working groups e.g. IT, Finance led by other stakeholders.

Although COVID restrictions were challenging, DLA Distribution proved 

resilient, remained “open for business,” and F-35 support in particular continued unabated.

As of July 2020: The IOC transition of F-35 material from off base 

warehouses was underway, most notably at Tinker AFB where an entire third party warehouse 

containing Pratt & Whitney propulsion material was in the process of being relocated into DLA 

Distribution Oklahoma City. To facilitate this significant move, Distribution J7 successfully 

executed a contingency contract for labor support, a first at Oklahoma City. Initial shipments of 

Lockheed Martin material were received at DLA Distribution Hill, San Diego, and Jacksonville. 

More than 800 F-35 shipments had been executed in DTS, further proving capability and 

justifying the global transportation PSP assignment.

(b) Public Private Partnerships (PPP)

Demonstrating a continued ability to execute legislation it proposed and 

staffed, the Business Development team executed two PPPs with Parker Aerospace in FY20. As 
FY19 closed, DLA Distribution was in final negotiation on a PPP with Parker to leverage DLA 

Distribution Corpus Christi in support of rotary wing maintenance at Corpus Christi Army Depot 

(CCAD). The parties recognized the benefit to CCAD and related program costs by relocating 

the off-base Parker operation inside DLA Corpus Christi. A final agreement was concluded in 

December 2019, with FOC following in March 2020. It is a three-year PPP that is projected to 

generate $236,400 in incremental revenue for DLA. 

The success of the Corpus Christi negotiations spurred a second PPP with Parker in 

support of a DLA Aviation-supported PBL. Parker specifically sought storage space and PPP&M 

support on Hill AFB for five USAF legacy aircraft: F-15, F-16, A-10, E-3, and KC-135. The 

resulting PPP is a five-year deal scheduled to begin in early FY21. It is projected to generate 

$753,118 in incremental revenue for DLA. That the PBL being supported is DLA Aviation

supported demonstrates the potential for an integrated Agency approach to these partnerships. 

As the Agency lead for PPPs, and on behalf of DLA, in FY20 BD drafted the 

legislatively mandated “Year Four Report” to OSD and the Congress. This report is a holistic 

assessment of the PPP program through year four of its six-year pilot. It captures the benefits of 

the program to Industry and Government alike, outlines various financial impacts, and offers 

future recommendations for the program.

(c) Business Process Re-Engineering (BPR) Project

In FY20, BD’s Business Process Re-Engineering (BPR) Team was tasked 

with identifying DLA Distribution opportunities to support the Agency’s goal of driving down 

the command’s operating costs significantly by the end of FY21. To that end, the BPR Team 

collaborated with DLA Distribution San Joaquin, California (DDJC) to evaluate opportunities 

that could subsequently be extrapolated across the DLA Distribution network, thus increasing 

workforce efficiency and capacity. 

In March 2020, the BPR pilot was completed, yielding cumulative savings 

that exceeded the reform targets. Throughout the Pilot Phase, business cases for savings 

opportunities were developed using a data-driven approach combining on-site work 

measurement, employee interviews, and pilots that trialed the proposed changes. Savings 

opportunity highlights included 1) the setting of accurate workforce performance expectations 

using engineering labor standards, 2) implementing staffing solutions to synchronize with 

customer demand, and 3) reforming existing policies to align with industry best practices better. 

Hampered by COVID restrictions, the BPR project Implementation Phase 

nonetheless kicked off in April 2020. With a focus on the four largest functional areas – picking, 

stowing, packing, and receiving – the team will return to DDJC to evaluate under normal 

business conditions those opportunities identified in the Pilot Phase. The end state for the 

Implementation Phase implements systemic, scalable, and sustainable process changes that align 

workforce size and composition to demand and reduce manual processes. Following successful 

implementation at DDJC, these solutions are projected to be rolled out network-wide in FY21.

(d) Research and Development (R&D)

Research and Development performs Advance Technology 

Development/Demonstration of systems and subsystems, and to integrate them into system-of-
systems prototypes for field experiments and/or test & evaluate in a simulated and/or operational 

environment.

DLA Distribution J4 has partnered with DLA Research and Development (R&D) for 

Small Business Innovation Research (SBIR) to allow small, high-tech U.S. businesses and 

academia to provide innovative research in critical Defense Logistics Agency needs. Their 

involvement would permit DLA Distribution to use Augmented Reality (AR) e.g. Google glasses 

and robotic picking to leverage new and modern technology; increase efficiency, effectiveness, 

and productivity; and provide continued world class support to the Warfighter.

(2) Navy Warehouse Transfer

Naval Supply Systems Command (NAVSUP) accepted responsibility September

27, 2020 for warehouse storage and distribution functions at six locations formerly operated by 

Distribution. The sites are located at Port Hueneme, California; Gulfport, Mississippi; Cheatham, 

Virginia; New London, Connecticut; Yorktown, Virginia; and Rota, Spain.

e. Whole of Government

(1) COVID-19

The first American case of COVID-19 was reported on January 20, and the U.S. 

outbreak was officially declared a public health emergency on January 31. 

The first known American deaths occurred in February but were not known to be 

caused by COVID-19 until April. By the end of March, cases had been confirmed in all fifty 

U.S. states, the District of Columbia, and all inhabited U.S. territories except American Samoa.

In late March, the Defense Production Act was enacted to direct industries to 

produce medical equipment. By April 17, the federal government approved disaster declarations 

for all states and territories. 

When the pandemic really took hold in March, DLA Distribution began to 

execute its pandemic plan in order to continue its critical mission support while ensuring the 

safety, health and wellbeing of its employees.

DLA Distribution Korea was the first distribution site to endure the pandemic

and, based on the swift actions taken by the Korean government, DLA Distribution was able to 

use those lessons learned to plan for the inevitable impact to other OCONUS sites, and, 

ultimately, its U.S. sites.

The first major step of the planning efforts was to determine how best to maintain 

support to Warfighter while reducing manning to mitigate the spread of COVID-19.

Distribution identified its top twenty-nine missions, which were prioritized into 

four groups – No fail; Top Priority; Important; and Routine.

Manning needs were then determined to accomplish each priority mission and the 

positions coded “Mission Essential.” All personnel that could work remotely were put on 

telework and high-risk personnel that could not telework were assigned Weather and Safety 

leave. Distribution Centers and Headquarters continued to operate with ME employees to meet 

mission requirements.
The Distribution Headquarters building normally houses 1,000 employees, but

during the pandemic had been operating with an average of 25 to 35 mission essential 

employees. 

(2) COVID Supply Support

Since April 2020, as part of Operation Warp Speed, DLA Distribution supported 

the nation’s COVID-19 response with much-needed supplies like ventilators and face masks. 

The supplies included over 1 million N95 masks, 1 million exam gloves, 90,000 isolation gowns, 

20,000 ventilators, shoe covers and more.

(a) DLA Distribution Susquehanna, Pennsylvania COVID Support

Home to the largest distribution processing facility in DoD – the 1.7 

million square foot Eastern Distribution Center handles 25 percent of DLA Distribution’s total 

receipt, storage, and issue of materiel worldwide. Susquehanna shipped the following supplies in 

support of the COVID-19 pandemic: 

496,397 containers of hand sanitizer 2,537,177 Test Kits & Components

2,728,928 swabs 500 ventilators

33,337 thermometers 13,967,600 gloves

600,028 gowns 134,800 test tubes

515,880 N95 respirators to nursing homes 23,494,945 face shields & masks

8,598,945 medical face shields & masks 14,704,500 cotton knit masks

(b) The USNS Comfort and USNS Mercy were docked on opposites sides 

of the country with the mission to relieve the overburdened hospitals caring for infected patients.

Distribution Norfolk, Virginia started receiving material March 24 and received upward of 50 

pallets from Cardinal Health, in addition to numerous pallets of food, consumables, etc. for 

USNS Comfort’s departure to New York City, New York. Working with just about every agency 

in the country, Norfolk helped turn a 250-bed operation into a 1,000-bed operation before the 

USNS Comfort set sail for New York City. Distribution San Diego, California’s, team arranged 

daily truck deliveries of critical supplies for the first 10 days after the USNS Mercy docked in 

Los Angeles, enabling medical staff to quickly provide care.

After the initial supply push, San Diego made three deliveries each week 

to the USNS Mercy until it left Los Angeles, May 15 for its home port in San Diego. Overall, the 

ship received more than 100 pallets of 6,250-plus medical supplies, medications and other items.

(c) CUE Test Kits will be sent to various DOD retirement homes as well 

as numerous Health and Human Services customers.

(3) Distribution COVID-19 Stability & Recovery Plan

DLA Distribution Office of Strategic Plans led an IPT to develop Distribution’s 

COVID-19 Stability and Recovery Plan. In response to the COVID-19 pandemic and the 

SECDEF’s subsequent implementation of Health Protection Condition (HPCON) Charlie on all 
DoD installations in late March 2020, DLA Distribution implemented their Pandemic Influenza 

Response Plan. Phases IV and V are Stability and Recovery. DLA Distribution’s Office of 

Strategic Plans led the Distribution codes in developing a plan to transition to stabilized 

operations and recovery throughout the Distribution network. 

The DLA Distribution COVID-19 Stability and Recovery Plan identified eight 

key tasks to attain an end state where employees feel safe at work; distribution centers are 

postured to meet increased Service industrial capability/demands; senior leadership is 

successfully transitioned; the organization is on track to meet financial, planning, and operational 

objectives prior to FY21; and the Distribution network is positioned to support Humanitarian 

Assistance/Disaster Relief (HA/DR) event(s) and mitigate recurrence of the COVID-19 virus. 

Each of the eight tasks was assigned an office of primary responsibility for execution.

In implementing these tasks, Distribution Safety developed a supplemental 

COVID-19 Return to Work Plan and the Distribution Public Affairs Office developed the DLA 

Distribution Workforce Reconstitution Communication Plan 2020. The Stability and Recovery 

Plan, along with the Distribution Return to Work Plan and Communication plan, were briefed to 

the Distribution Network on 28 May 2020. They and the taskings were distributed to the network 

via OPORD 20-04 on 11 June 2020.

f. Always Accountable

(1) Acquisition Operations: 

(a) Contract Awards/Small Business Goals

In FY20, Acquisition Operations (Contracting) awarded 3,538 actions 

valued at $449.9M. Of note, Acquisition Operations executed new requirement for Third Party 

Logistics Services in support of the Air Logistics Center at Warner Robins, GA. Additionally, 

the office executed a multiple award Logistics Modernization Integration Services Contract

which will allow DLA Distribution modernization requirements to be fulfilled over the next five 

years. One of two contract pools was awarded in FY20: Pool 1: Entire facility 

modernization/overhaul/retrofit. In FY21, Pool 2: Individual Distribution center-targeted 

Automated Material Handling Equipment capability upgrades, will be awarded. The first task 

order for Pool 1 was awarded to Advantaged Solutions, Inc. for the equipment overhaul and 

modernization of the Eastern Distribution Center at DLA Distribution Susquehanna, PA.

(b) DLA Distribution’s third annual industry day was scheduled for June

2, 2020. Initial planning and registration was underway, with significant interest from Industry. 

However, the event was cancelled due to the COVID-19 pandemic. 

(c) The small business program exceeded its overall goal, achieving 

75.90% of obligations to Small Business against a 55% goal. The competition goal was met in 

FY20; the office competed 55% of awarded dollars against an 88% goal. 

(d) An Agency Management Review of DLA Distribution occurred in 

February 2020. There were eight areas reviewed and scored for the Contracting Office: Warrant, 

Contract Quality Review, Pricing, Acquisition Process Management, Government Purchase 

Card, Continuous Learning Points, Contracting Officer’s Representatives, and Cybersecurity 

Clause. All areas received a “Pass” rating. DLA Distribution was the first office to receive a 
“Pass” in all scored areas, and the only office to receive a “Pass” rating twice in the Acquisition 

Process Management review. 

(e) Acquisition Assistance – Audit Readiness

DLA Distribution Acquisition Operations continues evolution of growing 

programs for contractor-operated Distribution centers (and other similar service contracts) to 

ensure, the contracts contain and the vendors meet, requirements for Audit Readiness (AR), 

standardization, and process excellence verification. In coordination with Distribution’s Audit 

Readiness/Compliance Team and the Distribution centers, a strategy was developed that 

incorporated overarching actions at all sites to include all developed Standard Operating 

Procedure (SOP) as contract modifications and emphasis on better-defined warehousing 

practices, along with trend analysis. In FY20, this strategy continued with the sustainment of the 

Contractors’ performance and AR adherence and compliance, adding to the Contractor’s Quality 

Control Plan the requirement to conduct the compliance checks and document them in the 

Quality Management Tool. 

(f) DLA Distribution J7 Acquisition Planning and Assistance Team

In FY20, DLA Distribution J7 Acquisition Planning and Assistance Team 

completed 177 acquisition assistance projects, worked four distribution center contract recompete acquisition packages (DDCN, DDDC, DDAG Retail, and DDNV ShipYard), executed 

the Logistics Modernization Integration Services (LMIS) effort, and re-competed both the Global 

Distribution Expeditionary Contract (GDEC) and the J3 Professional Support Services. The team 

also completed acquisition packages for an Enterprise Material Handling Equipment effort, an 

Enterprise Sign Language effort, and continues to develop the MRE acquisition package in 

support of DLA Troop Support. Additionally, the team worked 58 Technical Evaluations and 

completed 127 requests for contract modifications. Additionally, DLA Distribution J7 

Acquisition Planning and Assistance Team managed Acquisition Planning and Contracting 

Officer Representative (COR)/Alternate COR duties for the Global Distribution Expeditionary 

Contract, to include 40 Task Orders throughout DLA Distribution center locations and support 

for Operations in the EUCOM, CENTCOM, PACOM, and AFRICOM AORs. 

(g) Quality Assurance Program

The Contract Quality Assurance Program Office (CQAPO) maintains the 

Quality Assurance (QA) program at all DLA Distribution centers, both Contractor-Operated and

organic government-operated locations. The CQAPO maintains daily interaction with over 160 

assigned quality assurance team members at all locations to ensure a standardized approach to 

oversight of distribution operations is applied. During FY20, Quality Assurance team members, 

at all, completed 17,256 surveillance activities, 110,581 compliance checks. Of that number, the 

CQAPO completed 8,215 (as of EOM September 2020) oversight reviews. The CQAPO 

successfully converted from the Quality Management System Integration Tool (QMSIT) to 

HighGear®. HighGear® offers a much better platform for developing and implementing 

workflows for the quality assurance program with the added benefit of being able to query and 

report on any data contained in the database. The QA program is continually being revised to 
incorporate distribution-related requirements to satisfy contract oversight, DLA Distribution 

Compliance requirements, and Controls (Financial and Operational) for Audit Readiness and 

continues to be revised as necessary based on changing requirements. In FY21, DLA 

Distribution plans on working with J3-OC to incorporate quality control and compliance more 

succinctly into the HighGear® processes.

(h) Government Purchase Card

In FY20, DLA Distribution completed 6,933 transactions and conducted 

in-depth reviews of 2,020 transactions. Of the 2,020 transactions reviewed, there were 98

documented findings for 95% compliance rating. The GPC A/OPCs conducted training for GPC 

billing officials and cardholders across the enterprise. The percentage of compliant transactions 

increased from 89% in FY18 to 95% in FY19 and remained at 95% in FY20. Additionally, J7 

analyzed GPC purchases to determine if Long Term Contracts (LTCs) are a viable mechanism 

for GPC card holders to streamline the GPC administrative process.

(i) Centralized Ordering Process – PR Creation Team

The Purchase Request (PR) Creation Team at DLA Distribution 

Acquisition Operations was formed in 2015 to migrate the processing of all orders (local 

procurement and MILSTRIP) from distribution center level input to DLA Distribution J7 

centralized input. The creation of this team has proven effective as an intermediary between 

customers and J7 Contracting and by improving processing time. This centralized input 

facilitates ordering like items using unique material numbers to enable history to be considered 

in writing long-term contracts. The responsibilities of the PR Creation Team include monitoring, 

prioritizing, and working incoming requirements; answering customer questions; developing RJ 

submission policies and procedures; and ensuring customer compliance. In FY20, the PR 

Creation Team generated 5,996 orders.

(j) Accountable Property

The DLA Distribution Acquisitions Operations Accountable Property 

Program manages approximately 7,500 general equipment assets with an acquisition value of 

nearly $500 million. Two Distribution Accountable Property Managers (APMs) conducted daily 

oversight for the accountable records at all distribution sites, ensuring data accuracy and working 

with site Accountable Property Officers (APOs) to complete monthly and annual inventory 

requirements, prepare for inspections and audits, provide training, and work other tasks. In 

FY20, Distribution completed 98% of monthly inventories on all assets by the required suspense 

date and passed three DLA Headquarters compliance visits with only minimal discrepancies.

FY20 inventories were indefinitely suspended in April 2020 due to COVID-19. Three DLA 

Distribution sites did not complete monthly inventories on 100% of their total assets due to the 

pandemic. These sites will inventory those assets in during the first quarter of FY21.
(2) Audit Readiness/Sustainability

DLA Distribution continued to support the DLA FFSA while embarking on the 

first-ever DLA internal controls-based audit and Agreed Upon Procedures audit. The controlbased audit was focused on Military Service-Owned Items in DLA Custody (SOIDC) and though 

the outcome was not as desirable as hoped, the learning process was beneficial. DLA 

Distribution is reassessing internal controls and will be ready to excel at this type of audit in the 

future. DLA Distribution also participated in the first trial of an Agreed-Upon Procedures audit 

which is supportive of Military Service assertions. The results provided more learning 

opportunities and delivered a favorable outcome as the inventory accuracy was 100% on bookto-floor counts. 

g. People and Culture

(1) Organizational Culture

DLA Distribution continues to demonstrate steady year by year improvements in 

its culture scores resulting in a three-fold increase from 2012 to 2018. The 2020 DLA Culture 

Climate Survey was originally scheduled for March but, due to COVID-19, was rescheduled for 

October. The results from the survey will inform the Dynamic Operating Plan (DOP) and 

Management Action Plans to sustain a high performance culture that delivers more value, in less 

time, with less cost (Better, Faster, Cheaper).

The commander and deputy commander continue to lead the design and 

implementation of the "Distribution Management System (DMS)," making it one of the pillars of 

the organization. The organization continues to develop this doctrine as well mechanisms for 

delivering it to all levels of management.

DMS is made up of four integrated components: Product, Process, Structure, and 

People. In addition, the DMS is based on developing managers at all levels for solving problems 

close in person, place, and time (see problems, solve problems, share knowledge, managers 

coach). 

The purpose of DMS is to keep improving DLA Distribution’s ability to solve 

problems in order to deliver customers and stakeholders distribution products with twice the 

value, in half the time, and at half the cost.

(a) Entering the third cycle of DPMAP, DLA and DLA Distribution have 

continued to grow in program execution. DLA Distribution successfully participated in a crossunit planning committee to refine supervisory performance elements. DLA Distribution 

expanded a “Compliance” element to encapsulate regulatory responsibilities. It successfully 

developed standard elements for supervisors, team leads, and non-supervisors. While appraising

the 2019-2020 rating cycle, DLA Distribution utilized the optional roll of a Senior Level Review 

(SLR) to provide senior leaders (commanders, directors, and deputies) visibility of employee 

ratings for their command. DLA Distribution drafted Standard Operating Procedures (SOP) to 

accompany the SLR. 
(b) Functional Community Management (FCM)

FCM was one of many programs delayed by COVID-19; however, DLA 

Distribution collaborated with the DLA Logistics Functional Community POC on FCM projects 

ranging from the Acquisition Life Cycle Logistics Credentialing Program to numerous Defense 

Civilian Personnel Advisory Service (DCPAS) panels and surveys.

(c) Critical Succession Positions

DLA Distribution focused on senior leader positions in CSP because 

leaders account for 50% of an organizations ability to produce. FY20 continued to see high 

turnover for Distribution in these critical positions. 

(d) DoD Skill Bridge Program

DLA Distribution hosted the first veteran in the Veteran’s Skill Bridge 

Program, though the Army Career Skills Program (CSP). Army CSP affords transitioning 

Soldiers the opportunity to participate in first-class apprenticeships, on-the-job training, 

employment skills training, and internships up to 180 days prior to separation from the Army 

with a high probability of employment in high-demand and highly skilled jobs. The Agency 

Synchronization and Operations Center hosted a veteran beginning in December 2019 for 180 

days. The internship provided the retiring E-8 with new perspectives on security for on 

worldwide shipments and response to humanitarian missions. 

(2) Recruitment

(a) DLA Distribution participated in the Association for Supply Chain 

Management (ASCM) Information Session with Shippensburg University in early March 2020. 

Distribution was one of several Logistics and HR Professionals in the region to meet with 

approximately 25 Business Management and Logistics Management students. Distribution 

provided information on careers with DLA, how to navigate the USAJobs Website and how a 

federal career is one that college graduates should consider. This was Distribution’s first official 

recruitment and outreach with Generation Z students. 

(b) Onboarding

In fiscal year 2020, Distribution continues to improve onboarding for new 

employees. The program provides shared resources that can be utilized and tailored for all 

distribution centers. Distribution developed a new website for easy access to program 

documents, along with new checklists to assist the Distribution Centers. The website ensures 

new employees have the information they need to acculturate to DLA and become fully 

functional.
(c) Senior Leader Onboarding

DLA Distribution created the first virtual Senior Leaders Orientation JulyAugust 2020. These sessions were held remotely via Skype (video), SharePoint (presentations) 

and Phone (audio). DLA Distribution senior leaders provided valuable information for incoming 

commanders, directors and deputies to allow them to connect with fellow leaders both at DLA 

Headquarters and in the field. 

(3) Training Operations

(a) COVID-19 physical distancing requirements moved many training 

operations to a virtual environment. Classes were available via online via multiple platforms 

including Adobe Connect and VTC. 

(b) DLA Distribution transportation subject matter experts worked with 

DLA training designers to create Vendor Shipment Module (VSM) training in support of DLA 

Distribution locations processing F-35 shipments. Efforts to revise VSM training for other than 

F-35 materials is underway.

(c) DLA is moving from the legacy Distribution Standard System to a 

modern Warehouse Management System (WMS). Training is being developed for the new 

WMS. 

(4) Quality of Life Programs

(a) Telework

COVID-19 had a direct impact on DLA Distribution’s telework program. 

Distribution had a 53% increase in situational telework from December 2019 to March 2020. 

Telework flexibilities increased as more employees adhered to the individual state mandates. The 

command worked closely with the DLA Information Operations to obtain the necessary 

equipment for new situational teleworkers. 

(b) Fitness Program

DLA Distribution participated in a robust Fitness Program with more than 

one third of employees taking advantage of the 3 hours per week allotted for fitness. COVID-19 

temporarily paused the Fitness Program.

(c) Awards

Distribution’s award program is second to none. In 2020, more than 950 

employees were recognized with honorary awards:

Award Name – FY20 Count

Exceptional Civilian Service Award 4

Meritorious Civilian Service Award 89

Superior Civilian Service Award 95
(5) Expeditionary Manpower

DLA Distribution has several resource pools available to support exercises, 

deployments, operations, surges, contractor-to-contractor transitions, and other initiatives 

requiring additional manpower. Once notified of a requirement, the Distribution J9 team ensures 

deployers are medically qualified, trained, and sent to the desired location.

(a) Joint Reserve Force (JRF)

The Joint Reserve Force (JRF) assigned to DLA Distribution consists of 

five Navy units, one Army Reserve Element, 22 Air Force personnel, and three Marine 

Individual Mobilization augmentees. During FY20, JRF personnel supported thirteen DLA 

Distribution centers with 9,354 man-days. In addition to the distribution center support, 

reservists supported a key exercise in the USINDOPACOM AOR.

In FY20 the Distribution Reserve Force supported two very important 

missions. The first was AJ2 in Germany. The EDSU-Susquehanna Reserve unit, along with nonorganic reservists, supported Germany in January-February with over 30 reservists. The 

reservists spent weeks integrating with the Germany Distribution Center civilian workforce to 

assist with a considerable backlog of United States Army Retrograde material from Forward 

Deployed European units in preparation of Defender 2020. The reservist’s hard work, attention 

to detail, and initiative led to over $7 million of AJ2 stock being returned to issuable inventories.

Another noteworthy mission was the Susquehanna 100% inventory. Due 

to COVID-19, DLA Distribution Susquehanna had to move their Inventory Action Team to 

support direct mission work. This temporarily paused their 100% cyclic inventory which had to 

be completed prior to 31 August. A request was submitted, and Distribution began recruiting 

reservists to support this highly visible mission. To date, 48 reservists have supported this effort 

with an additional 50 scheduled in August. 

(b) Expeditionary Civilians (EC)

The team of expeditionary civilians supporting DLA Distribution consists 

of 206 capability-based volunteers in several grades and series. Additionally, the command has 

two Deployable Depot (DDXX) teams, one each in San Joaquin, California, and Susquehanna, 

Distinguished Career Award 201

Certificate of Achievement 85

Commendable Service Award 63

Gold Letters 16

Silver Letters 20

Global War on Terrorism Medal 8

Presidential Letters 1

EOQ Nominations 41

Strategic Goals Nominations 34

Global Distribution Excellence 307

Retirements 259
Pennsylvania. Each team consists of 49 members. DLA Distribution has been supporting the 

Expeditionary Civilian (EC) Deployments since FY19. These positions were previously 

managed by DLA under the DoD Civilian Expeditionary Program. In the last two years, 

Distribution has deployed 22 civilians under with several others in the pre-deployment phase.

(c) Expeditionary Training

Due to the increasing demand, DLA Distribution J9 led a Hazmat 

Academy at New Cumberland in November 2019. During this event, eight JRF personnel along 

with the DDXX personnel from Susquehanna were given the courses needed to re-certify their 

Hazmat qualifications. Because of this effort, the DLA Distribution reserve force will be able to 

complete critical missions at multiple distribution centers. 

To ensure the JRF personnel are fully trained for upcoming missions, MHE and CCP 

training was given in January to the EDSU-Norfolk reservists. Twelve reservists participated. 

Due to the COVID-19 pandemic a lot of training had to either be cancelled or conducted 

virtually this year. One of the changes was virtual drill days for the reservists. In April and May,

Virtual Battle Assemblies were held for EDSU-NV and the Army Reserve Element (ARE). 

During these two events soldiers and sailors received various training to include DLA Overview, 

DDXX ISB Overview, Individual Training Plan (ITP) update, and EEO. In June, a Virtual Battle 

Assembly was held for all the EDSU Navy units. During this event, sailors received a DLA 

overview brief, Distribution Command brief, DDXX overview, and viewed a Leadership Town 

Hall. 
Defense Logistics Agency

DLA Human Resources (J1)

Fiscal Year 2020 Historical Report
1. Introduction

DLA Human Resources started the fiscal year focused on ongoing and recurring initiatives, 

including:

a. Renegotiating the Master Labor Agreement (MLA)

b. Conducting and analyzing results from the 2020 DLA Culture/Climate Survey.

c. Negotiating servicing agreements with new DoD organizations.

Those initiatives were upended in February/March by the arrival of the novel coronavirus. 

DLA’s workforce is skilled and committed to servicing the Warfighter but 2020 brought 

unprecedented challenges to providing medical material and equipment and keeping employees 

safe.

From mid-February until the end of the FY, J1 leaders and key personnel were laser focused on 

responding to the global pandemic. Seemingly overnight, the DLA workforce became a tale of 

two populations: those who could maintain productivity from an alternate location (typically 

their home) – though dealing with challenges such as technology limitations, isolation, and 

childcare – and those who continued laboring in DLA’s warehouses and industrial sites while 

dealing with face coverings, social distancing, increased sanitation requirements, and concerns 

over their health. Employees who were either not telework-eligible or not telework-ready, yet 

who couldn’t come into the workplace because of COVID-19’s risk factors, were granted 

weather and safety administrative leave, thus creating another layer of management challenges.

J1’s coronavirus response working group became a near-constant resource for Agency leaders, 

managers, and employees, providing a broad-ranging website with senior leader messages, and 

policy and guidance on myriad topics. A mailbox for employee questions garnered 200 inquiries 

in the first month, all of which were answered by J1 personnel.

Despite the demands of the pandemic response, J1 continued providing timely, comprehensive, 

and professional support for customers in and outside of DLA. In FY20, we achieved a 94% 

Agency Personnel Fill/Readiness rate, only slightly below goal of 95%. The missing percent was 

due to MSCs/J-D Codes holding vacancies in anticipation of FY21 FTE and funding cuts. In all, 

DLA Humans Resources filled and onboarded 4,000 positions in a predominantly virtual 

environment.

DLA J1 also continued to position itself to provide the best possible support for our customers in 

other DoD organizations. At the end of FY20, DLA J1 provided reimbursable HR services to:

a. Defense Advanced Research Projects Agency (DARPA)

b. Defense Commissary Agency (DeCA)

c. Defense Contract Management Agency (DCMA)

d. Defense Counterintelligence and Security Agency (DCSA)

e. Defense Human Resources Activity (DHRA)

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)

DLA Human Resources personnel are driven by the mission, vision, and values of the 

organization.

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. Mission

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.
2. Organization

3. Key and Total Personnel

Resources

J1 Full Time Equivalents (FTEs) (Authorized) 781

Working Capital Fund 73%

Reimbursable 27%

Major J1 Population Centers

Whitehall 460

New Cumberland 153

Fort Belvoir 94

San Joaquin 19

Philadelphia 14

Richmond 12

Battle Creek 9

Key Leaders

Leader Position

Mr. Brad Bunn Director, DLA Human Resources (J1)

Mr. Billie Keeler Deputy Director, DLA Human Resources (J1)

Ms. Chaletta McCoy Staff Director, Human Capital Program 

Development (J12)
Mr. Daryl Roberts Staff Director, Labor and Employee Relations 

Policy (J13)

Ms. Laurie Hall Staff Director, Human Resources Policy (J14)

Ms. Cheryl Steptoe-Simon Staff Director, Human Capital Business 

Integration (J17)

Mr. Stephen Herrmann Director, J1 Business Office

Ms. Hong Miller Administrator, DLA Human Resources Services 

(DHRS)

Ms. Jill Dixon Cromer Director, DHRS, DLA Customers

Mr. Derek Saunders Director, DHRS, DoD Customers

Mr. Peter Marchesani Director, DHRS, Enterprise Operations

Ms. Yolanda Howell Director, DHRS, DLA Training

Ms. Kathryn Roberts Director, DHRS, HR Information Systems

MS. Lisa St. Peter Director, DHRS, Travel and Payroll

Mr. David Tighe Director, DHRS, Military Personnel and 

Administration

Key Staff Members

Mr. Stephen McClanahan EA to the Director

Ms. Kathleen Rhem HR Communications Manager

Ms. Bethreece Cheek SAPR Program Manager

4. Historical Narrative

a. Coronavirus Response

At the onset of the pandemic, J1 played a key role in guiding DLA’s leaders and 

workforce, working through multiple extraordinary challenges and never-before-seen demands. 

By early March 2020, a coronavirus response working group of key J1 leaders and personnel 

began meeting daily. This collaborative body included SMEs from the various HR functions as 

well as Safety and Occupational Health and General Counsel. It provided a forum for discussing

issues quickly and effectively, reaching conclusions, and issuing guidance.

On March 16, LTG Williams informed the agency that eligible employees who were not 

designated as mission-essential-on-site were authorized to telework full time. With little 

warning, DLA Human Resources was tasked with developing comprehensive personnel policy 

and guidance to help DLA leaders guide the workforce through an unprecedented change in 

working conditions during a time of increased stress, confusion, and concern.

On March 18, President Trump signed the Families First Coronavirus Response Act 

(FFCRA), which provided up to 80 hours of paid emergency sick leave for federal workers who 

had to stay home due to COVID-19, care for someone being treated for COVID-19, or provide 

child or elderly care due to COVID-19. DLA Human Resources quickly prepared FFCRA 

guidance and FAQs to inform DLA employees of this important new benefit.

Throughout this period, DLA employees were adopting new habits. For the two thirds of 

the workforce who could stay home, quarantine meant less time commuting but posed other 

distractions. Caregivers of young children, for example, had to be DLA employees, teachers, and 

activity coordinators all at the same time.
(1) Policy, Guidance, and Communications

A critical early step was to partner with DLA Public Affairs to establish the DLA 

coronavirus website as a point of focus for the agency on all COVID-19 information. J1 

personnel ensured that all guidance got posted, facilitating timely information sharing across the 

agency. The site included links to CDC, OPM, DoD, DOS and other resources. DLA Human 

Resources developed senior leader messages, policy guidance, and a frequently updated FAQ 

with nearly 100 questions in the following areas:

(a) Mission-Essential Designations

(b) Telework

(c) Leave Flexibilities and Families First Coronavirus Response Act

(d) Cloth Face Coverings

(e) Official and Personal Travel

(f) Unique Guidance for Military Personnel

(g) Telework and Administrative Leave Protocols for Supervisors

J1 also distributed messages to senior leaders encouraging leave usage and 

developed operating status language to DLA PAOs for use in public announcements. In addition, 

J1 issued “Management Guidance on DLA Work Schedule Flexibilities during the COVID-19 

Pandemic.” This guidance provided available schedule options, subject to supervisory approval 

and mission requirements, to help employees mitigate the pandemic’s impact on their ability to 

balance work and personal responsibilities. Finally, the J1 coronavirus working group responded 

to roughly 200 questions from employees sent to a dedicated email box.

(2) Recruitment and Onboarding

To help the Agency respond to the pandemic, DLA Human Resources Services 

made dramatic changes to how HR servicing and workforce management were handled. It:

(a) Collaborated with DLA Installation Management and Safety and 

Occupational Health to develop LMS training: “Returning DLA to the Worksite During the 

COVID-19 Pandemic.”

(b) Continued recruitment while limiting the DI, J1 and J6 personnel who 

needed to be onsite for onboarding. Prioritized mission-essential positions. During the first 

several months of predominantly offsite operations, non-mission essential hires were also 

onboarded with J1 approval based on expected productivity with limited in-person training/direct 

supervision. By August, J1 approved onboarding plans for each DLA MSC and J-Code 

organization, which detailed how they would effectively onboard, orient and train new talent 

within the largely virtual work environment. As plans were approved, MSCs and organizations 

were able to onboard new hires without further J1 approval.

(c) Established a Virtual Onboarding Toolkit for supervisors and posted it 

in the DLA Supervisor’s Reference Library.
(3) Reconstitution Framework

Upon receipt of White House, OMB/OPM guidance for reopening America, a 

Reconstitution Working Group was established April 28, 2020, with members from:

(a) DLA Human Resources

(b) DLA Logistics Operations

(c) DLA Installation Management

(d) Safety and Occupational Health

(e) General Counsel

(f) DLA Chief of Staff’s office

Through daily meetings over the course of a week and a half the group 

accomplished the following actions and accomplishments:

(a) Developed standard gating process for use throughout DLA, taking 

into account each location’s and organization’s situation.

(b) Identified personnel for each location to collect data, assess risk, and

make recommendation for phase movement.

(c) Identified data sources and criteria to assess local conditions.

(d) Identified a notional timeline for reopening, with the HQC timeline 

including a plan for reopening ASOC and closing COOP and Lorton sites, which serves as a 

sample timeline for other DLA sites.

(e) Reviewed site reconstitution plans and provided feedback on 

consistency within the framework.

(f) Developed comms to leaders, the workforce and others who need to be 

aware of reconstitution (e.g., tenant leadership).

(g) Balanced customer demand with workforce safety.

In addition, the group established:

(a) Roles and responsibilities for Senior Accountable Officers.

(b) Description of reconstitution phases.

(c) Process for moving between phases.

(d) Resources for conducting safety risk assessments.

(e) Safety practices for occupying offices, meeting spaces, etc.

(f) Plan for PPE to accommodate onsite staff (hand sanitizer, masks, etc.).

(g) Labor relations obligations and strategy.

(h) Guidance on establishing cohorts.

(i) Proposed on-site to telework ratios using cohorts, shifts, etc.

(j) Descriptions of workforce modifications.

(k) Plan for reopening on-site cafeterias, CDCs, gyms, etc.

(l) Plan for swift response to COVID-19 recurrence.
The DLA Reconstruction Framework and Guidance was issued May 8, 2020. It 

specified:

(a) Four phases running from Phase 0, only mission-critical onsite 

employees are allowed in DLA workplaces, to Phase 3, full mission operations.

(b) Use of “cohorts” to reduce total number of employees in a location at a 

time, appropriate to the various phases.

(c) Considerations for high-risk employees, social distancing and alternate 

work schedules, reopening of facility support services, and disinfectant cleaning.

(d) Provisions to consider the needs of families with school-age children 

in areas where schools and daycare facilities are closed or reduced in capacity.

(4) Miscellaneous and Ongoing Pandemic Support Operations

A May 19, 2020, Defense Secretary order lifted limits on premium pay for DoD 

personnel supporting COVID-19 response operations, as authorized by the Coronavirus Aid, 

Relief and Economic Security (CARES) Act. J1’s Payroll Services Team assisted in rapidly 

analyzing the order and issuing guidance on identification and procedural requirements. It then 

processed waivers lifting the aggregate payroll cap for 198 DLA employees, allowing them to be 

compensated for additional premium hours.

DLA Training converted nearly 80% of DLA’s courses to virtual delivery, 

including entry-level developmental program training for PACERS, contracting, supply, HR, 

quality assurance, and property management.

Over the last seven months of FY2020, J1 personnel prepared an estimated 1,200 

guidance documents and responses to inquiries to support DLA’s pandemic response. The 

products addressed fitness and wellness; leave (weather and safety leave, FFCRA, etc.); hours of 

duty and work schedules; telework policy and virtual workplace protocols; state 

guidelines/orders to the DLA civilian workforce; phase-related communications; gating criteria; 

all-hands messages; and Executive Board correspondence.

As we transitioned through FY2020, DLA Human Resources leaders and SMEs 

continue to:

(a) Monitor and report on the status of the workforce through daily 

accountability and a quarantine tracker.

(b) Manage requests for exceptions to DoD’s Restriction of Movement 

and provide guidance on travel, leave, and PCS moves.

(c) Analyze the effort of COVID on operations and the workforce.

b. Non-COVID HR Operations

(1) J1 Headquarters

(a) 2020 Culture and Climate Survey

Early in the year, a DLA Human Resources/DLA PAO working group led 

by Human Capital Program Development (J12) personnel revamped the Culture and Climate 
Survey communications plan to help ensure more robust completion rates in this survey iteration. 

The day before the scheduled March 16, 2020, launch, the DLA Director made the decision to 

postpone the 2020 survey. Toward the end of the FY, a new launch date – Oct. 9, 2020 – was 

approved by the DLA Director.

(b) Master Labor Agreement (MLA) Renegotiation

Shortly before on-site operations were interrupted due to the pandemic, a 

team of DLA Human Resources leaders and labor relations specialists completed face-to-face 

negotiations for a new Master Labor Agreement (MLA) with American Federation of 

Government Employees Council 169. The parties had negotiated for an eight-month period, 

commencing July 2019 and ending February 2020.

After the agreed-upon negotiation period, the parties were at impasse on 

14 articles of the 50+ articles in the new agreement. On Sept. 20, 2020, the Agency received the 

Federal Services Impasses Panel’s decision on the 14 articles at impasse, and the parties were 

preparing for the union ratification stage of the bargaining process when the fiscal year came to 

an end.

(c) DoD Performance Management and Appraisal Program (DPMAP)

DLA did not take a break from day-to-day and recurring program 

management responsibilities during the pandemic. The annual completion of the DoD 

Performance Management and Appraisal Program (DPMAP), which affects every civilian 

employee and military supervisor in DLA, is the ideal example of J1’s commitment to excellence 

in customer service.

Despite the demands of pandemic response, DLA Human Resources – led 

by the policy team – issued updated policies and guidance on DPMAP and Civilian Awards; 

granted a 30-day extension for establishment of plans and ratings, reviewed DPMAP questions in 

the DLA Culture and Climate Survey, which had been postponed; ensured DPMAP compliance 

by monitoring/communicating completion of performance appraisals across the Agency; and 

conducted a thorough review of DLA’s standard supervisory performance elements via a crossorganizational IPT.

J1 successfully guided the Agency through key DPMAP activities during 

the pandemic by issuing timely communications and maintaining an up-to-date, robust DPMAP 

webpage. HR specialists focused on mitigating the pandemic’s impact on supervisors 

responsibilities by extending the deadline for communicating annual ratings and establishing

performance plans for the new cycle.

In partnership, the DLA J1 policy team and DHRS successfully carried out 

the share-based performance award process so employees were recognized for their 2019-2020 

contributions as expeditiously as possible, despite the DPMAP timeline adjustments mentioned 

above.

(d) Paid Parental Leave

The DLA Human Resources Policy team (J14) facilitated the 

implementation of Paid Parental Leave (PPL), which provides 12 weeks of PPL to federal 
employees covered by the Family and Medical Leave Act (FMLA) in connection with the birth, 

adoption, or foster placement of a child. This major new employee benefit was authorized in the 

National Defense Authorization Act (NDAA) for Fiscal Year 2020. J1 coordinated a DTM with 

implementing guidance and issued appropriate communications to inform the workforce.

(e) Audit Excellence and Program Execution

DLA Human Resources continued its audit remediation journey in FY20. 

Due to COVID restraints, auditor Ernst & Young transitioned to virtual activities while keeping 

a demanding timeline. DLA Human Resources also provided enterprise change management 

advisory services in support of the implementation of several major Agency program initiatives, 

such as the Warehouse Management System (WMS) and the Enterprise Resource Planning 

(ERP) systems. During this fiscal year, the J1 Human Capital Business Integration Team 

completed FY2020 Statement of Assurance testing; submitted two CAP packages to close six 

FY2019 NFRs; coordinated over 200 Provided by Customer (PBCs) documents; conducted 

multiple meetings with EY, Office of the Secretary of Defense (OSD), Department of Defense 

Office of Inspector General (OIG) and DLA OIG; delivered training to support Warehouse 

Management System (WMS) implementation; created ERP system Migration Change 

Management and communications plans for internal and external stakeholders; and designed a 

Function Service Managers support program for personnel performing contracting for services.

(2) DLA Human Resources Services (DHRS)

(a) Senior Leader Orientation Course (SLOC)

The Senior Leader Orientation Course (SLOC) prepares senior leaders by 

providing an overview of the Agency, its organization, operations, programs, and policies to 

ensure a successful tenure within DLA. A March 2020 iteration of the quarterly course was 

canceled due to the COVID-19 pandemic; DHRS Enterprise Operations conducted a hybrid 

SLOC that combined remote and in-person instruction August 25-27, 2020.

The hybrid course was presented in-person for nine participants and 

virtually, via WebRTC, for 34 participants. Participants crossed eight time zones and the 

International Date Line. They were presented more than 30 topics, and “attended” a Zoom social 

with the DLA Director.

(b) Agency Synchronization and Operations Center (ASOC) LNO

J1 began dedicated support of the Agency Synchronization and Operations 

Center (ASOC) in November 2019 and maintained a rotating military member in the ASOC as a 

liaison. The is to be the “eyes and ears” of J1 in the ASOC and the operational representative for 

all things human resources related, bringing issues and requests for information to the correct J1 

subject matter expert to offer the best advise possible.

Pre-COVID, J1 liaisons took part active shooter drills and in maintaining 

personnel accountability during hurricane and wildfire disasters. With the advent of the COVID19 pandemic, the J1 liaison became responsible for case reporting and assisted in creating policy 

to sustain the Agency during a critical time. The J1 ASOC liaison has become a central link for 
DLA Human Resources and allows HR to be more closely and strategically integrated into 

Agency operations. Toward the end of FY20, J1 aligned the liaison under the J1 Plans and 

Operations Director, a newly established role that oversees the coordination of all J1 orders

planning, execution across DLA for issues related to COVID-19, current and future operations, 

integrating DLA civilian/military efforts in human resources processes, and providing liaison to 

the ASOC.

(c) DoD Customer Operations

The 200+ members of the DHRS DoD Customers team are working at the 

forefront of an ongoing DoD effort to reduce redundancy across the various DoD components 

and continue to be a model for HR shared services.

During FY20 this team expanded the DLA customer base with the 

following additions or continuations of customer agreements. It reached an agreement for J1 

servicing of the Space Development Agency (SDA), which began on August 30, 2020. SDA will 

receive the full range of HR Services from DLA, to include personnel security and EEO. The 

team also reached an agreement for J1 servicing the Defense Contract Management Agency 

(DCMA), which began on September 27, 2020. Further, it successfully completed the 

USTRANSCOM J1 servicing pilot, which led to their request for a permanent arrangement.

Finally, the DHRS DoD Customers team added USTRANSCOM to DLA’s Learning 

Management System (LMS) while sustaining LMS servicing for the Defense Human Resources 

Agency (DHRA) and Defense Security Cooperation Agency (DSCA).

(d) HR Information Gateway

A new human resources information tool called the HR Information 

Gateway was deployed in October 2019. Available to all DLA supervisors and J1 DoD 

customers, “the Gateway,” as it is commonly referred to, provides visibility of HR-related data to 

supervisors on subordinate employees. It provides easy-to-navigate, logic-driven data in plain 

language and serves as a one-stop-shop for managers to access information on subordinates from 

various data sources. Supervisors can also access employees’ DPMAP appraisal and plan 

information, a record of personnel actions processed, awards the employee has received, 

acquisition certification information, HR-related suspense dates, and open Requests for 

Personnel Actions.

(e) Employee Recognition

Before and throughout the pandemic, the DHRS Enterprise Operations 

team continued to manage the DLA awards program, making adjustments throughout the year to 

accommodate COVID-related restrictions. During the 52nd Annual Employee Recognition 

Awards Ceremony, held at DLA Headquarters December 6, 2019, then people were recognized 

as Outstanding Employees of the Year, DLA’s highest annual recognition for current employees.
121

The members of the DLA Hall of Fame Class of 2020 were announced in June, however their 

induction ceremony was postponed until 2021 due to COVID-19 restrictions on public 

gatherings. Inductees are Retired Army Lt. Gen. Donald M. Babers, former DLA director; 

Retired Air Force Lt. Gen. Andrew E. Busch, former DLA director; Milton K. Lewis, former 

acquisition executive, DLA Land and Maritime; Paul Mank, former acting deputy director, DLA 

Disposition Services; Retired Army Lt. Gen. Raymond Mason, former DLA Troop Support

commander; Sandra M. Miller, former staff director, Human Capital Program Development,

DLA Human Resources; Tony Poleo, former DLA Finance director; Walter Thomas, former 

DLA associate general counsel; and Susan L. VanMeter, former portfolio manager, Electronic 

Business Systems, DLA Information Operations.

c. Conclusion

When the coronavirus pandemic struck the United States, DLA Human Resources led 

much of the rest of the Defense Department in analyzing the situation and issuing personnel 

guidance and policy. The Agency faced several unique challenges to these efforts, to include 

hybrid population of telework eligible and non-telework eligible personnel; ongoing support to

whole of government and military customers; geographically diverse populations – urban, 

suburban, industrial, and rural; an array of installation situations where DLA is either owner or

tenant.

With extensive ongoing support from DLA Human Resources, both populations of DLA 

employees – those who could telework and those who had to continue reporting to work

overcame unprecedented and unforeseen challenges to continue supporting Agency operations.

FY2020 has proven to be a year in which the numbers tell the dramatic story of J1’s support 

to the DLA enterprise.

(1) The J1 COVID task force met for over 100 cumulative hours.

(2) Four hundred forty-six exceptions to policy for travel were processed and

approved.

(3) Seventeen thousand cash and time off awards were processed in a 24-hour

period.

(4) Two Corrective Action Plans for 2019 audit findings were delivered.

(5) From January to September, 4,069 recruit actions were filled.

(6) Three quarters of the agency’s functional training was converted to virtual 

delivery, and over 500 courses were delivered via alternative delivery methods.

(7) Executed most successful Individual Development Plan (IDP) Open 

Season on record, with a J1 IDP approval rate of 96% and an enterprise completion rate of 

95%.

(8) Two-hundred sixty-seven Pathways to Career Excellence (PACE) 

participants graduated into mission-critical occupations.
(9) The Executive Development Program and the Enterprise Rotation Program 

delivered targeted career development for 293 high-potential emerging leaders.

In FY20, J1 completed the above-described accomplishments and many others to sustain 

and improve its service to our diverse and growing customer base while simultaneously 

supporting Agency personnel through an unprecedented crisis and continuing to focus on 

supporting the DLA Strategic Plan and DLA People and Culture Plan.

At the end of the fiscal, DLA Human Resources leaders are preparing to:

(1) Examine what was done well during the Pandemic and what could be done 

better in the future.

(2) Evaluate and modernize DLA’s approach to work – and workplace – so the 

Agency and its workforce are ideally positioned for mission success in a post-pandemic world.

(3) Analyze the results of the 2020 Culture/Climate Survey and develop and

implement Culture/Climate Action Plans.

(4) Implement a new, more agile Master Labor Agreement in accord with the

ever-changing national security environment.

(5) Bring additional DoD organizations – including the Defense Contract 

Management Agency (DCMA), the Defense Commissary Agency (DeCA), and the Space 

Development Agency (SDA) – onto DLA’s Learning Management System (LMS) in FY21.

J1 is posturing for growth and preparing for an expansion of DLA HR services by 

building on a strong foundation of supporting DLA’s mission-ready workforce and external HR 

customers. The pandemic put the organization’s problem-solving to the test, and all of J1 

demonstrated the Agency’s core values throughout this fiscal year.
Defense Logistics Agency

DLA Logistics Operations (J3) 

Fiscal Year 2020 Historical Report 
1. Introduction

DLA Logistics Operations (J3) is responsible for management of DLA’s nine end-to-end supply 

chains. It provides logistics and materiel management policy, guidance, and oversight. It 

integrates strategic, operational, and tactical perspectives, and command and control functions 

for contingency operations and adaptive planning in order to influence the end-to-end logistics 

supply chain. It is the Agency’s principal strategic, operational, and tactical planner. It oversees 

the daily operations of all J3 activities and engages DLA HQ Directorates and Major Subordinate 

Commands (MSC) to gather and interpret customer requirements. DLA Logistics Operations 

serves as the DLA Enterprise Logistics Functional Community Manager. 

J3 maximizes readiness and logistics combat power by leveraging enterprise solutions. To fulfill 

this mission, organizational elements are aligned under J3, to include the Operations Executive 

Directorate (J31), Mission Support Executive Directorate (J32), and Policy and Strategic 

Programs Executive Directorate (J34). 

The Director, DLA Logistics Operations, provides a single focal point to theater combatant 

commanders, their Service components, and coalition forces for all DLA liaison and logistical 

planning. He manages the overseas customer interface network of DLA Europe & Africa, DLA 

Indo-Pacific, and DLA CENTCOM & SOCOM. Oversees three O-6 Military Regional 

Commanders (DLA Indo-Pacific, DLA CENTCOM & SOCOM, and DLA Europe & Africa),

exercising command responsibilities for DLA Enterprise operations monitoring, coordination, 

and planning, and coordinating and synchronizing the logistics support of all DLA activities 

within combatant commands. These DLA Regional Commands have directional authority of all 

DLA entities and DLA employees operating in or assigned to their region. The Regional 

Commands are comprised of Active Duty and Reserve military, Department of Defense (DOD)

civilians, and Local National civilians from all DLA organizations.

2. Organization

a. J31 – Operations Executive Directorate

Coordinates and integrates DLA’s logistics capabilities with Combatant Commands 

(CCMD), Military Services (MILSVC), the Joint Staff (JS), other Defense Combat Support 

Agencies (CSA), and designated Federal agencies. Provides integrated situational understanding 

of all levels of operations, command and control (C2) functions for contingency operations and 

natural disasters, and adaptive planning to influence the end-to-end logistics supply chain. 

Supports DLA customer outreach activities with functional help desk services, customer 

interaction analytics, and forward deployed support.

b. J32 – Mission Support Executive Directorate

Leverages DLA strategic partnerships and alliances to forecast and influence 

opportunities to support the Warfighter. J32 is comprised of three divisions: the Joint 

Contingency Acquisition Support Office (JCASO), the Sustainment Solutions Division (SSD),

and Management Support (J32M). Key tasks include supports J3 realignment to enhance data 
processing, data visualization, and business alignment/research; planning and executing 

sustainment solutions for DLA, including F-35 integration, Major Defense Acquisition Program 

(MDAP) Life Cycle planning, and Performance-Based Logistics (PBL) support; and establishing 

and managing System Modernization Programs. Though JCASO provides commercial support to 

operations to the CCMDs, it will be deactivated not later than September 30, 2020. 

c. J34 – Logistics Policy and Strategic Programs Executive Directorate

Oversees development and dissemination of enterprise-wide policy for order fulfillment, 

planning, stock positioning, retail sustainment, asset management, transportation, distribution 

network, disposition, technical/quality functions, and business cycle processes. It engages with

the Office of the Secretary of Defense (OSD), Joint Staff (JS), and military Service leadership in 

partnership efforts related to logistics strategic programs and initiatives. It conducts research and 

analysis and provides DLA leadership with insights to shape policy development and support 

decisions. It leads/supports projects related to DLA’s audit readiness. It develops strategies for 

creating, obtaining, managing, and integrating logistics data for dissemination to support the 

DOD, Federal agencies, and North Atlantic Treaty Organization (NATO) supply chain needs. 

d. NESO/J310 – Nuclear Enterprise Support Executive Directorate

Serves as HQ DLA’s leading face to the customer for all DLA-related nuclear enterprise 

issues, as well as coordinating all internal DLA support to include development of the DLA 

nuclear enterprise specific policies, procedures, and strategic messaging. Additionally, serves as 

the leading face to the Space Enterprise.

e. DLA CENTCOM & SOCOM, DLA Europe & Africa, DLA Indo-Pacific

Represent the DLA Director within their assigned geographic regions. Perform as 

principal Enterprise points of contact with DLA senior overseas customers (Combatant and 

Subunified Commanders, Senior Service Components, Theater Service HQs, other U.S. 

government agencies and DOD activities, and designated multi-national organizations and allied 

countries). Act as lead for Enterprise customer engagements in respective theaters of operation 

with responsibility for planning, coordinating, and monitoring of Enterprise operations to ensure 

customer satisfaction. Supported Commander for steady-state and contingency operations within 

each Region to ensure all forward DLA activities and operations are integrated in support of 

Combatant Command and Regional Service Component requirements. Supported Commander 

for all DLA regional operationalized staff entities, such as DLA Human Resources (J1), Joint 

Contingency Acquisition Support Office (JCASO), DLA Information Operations (J6), DLA 

Comptroller (J8), DLA Installation Management (DM), DLA General Counsel (DG), and DLA 

Office of Inspector General (OIG), assigned to their region. Ensure alignment of regional 

programs with DLA’s overall strategy and vision. Direct and coordinate DLA efforts in support 

of mission support, logistics planning, Enterprise senior customer engagement. Develop an 

overall strategy for regional customer engagement. Monitor customer satisfaction and maintain 

situational awareness with the support of DLA entities in their region to provide periodic, realtime situational reports to the DLA Enterprise. Responsible for managing cross-cutting 
Enterprise community issues regarding the implementation of DLA policies and strategies within 

the region.

3. Key Personnel

a. Defense Logistics Agency (DLA) Logistics Operations (J3) Leadership Chart

b. Fiscal year 2020 (FY20) saw some changes within the leadership of DLA Logistics 

Operations. Mr. Patrick J. Dulin returned from an eight-month tour with Combined Security 

Transition Command-Afghanistan, resuming his role as the Executive Director for Mission 

Support (J32) in August 2020. Mr. Kevin Kachinski, the Acting Executive Director J32, replaced 

Mr. Dulin in Afghanistan. CAPT Jason Adams replaced CAPT Kristin Acquavella as the 

Commander of DLA Indo-Pacific in June 2020.

c. Change continues within the J3. As FY20 drew to a close, Directorate leaders were 

completing a rebalancing of missions within the J3 Executive Directorates, a response to the 

deactivation of the Joint Contingency Acquisition Support Office and other missions. The 

reorganization was not complete by the end of FY20, but the changes will impact FY21. 
4. FY20 Funding and Personnel Goals and Actuals

FY20 Goals FY20 Actuals

Civilians (FTEs) 777 707

Active Duty Military Authorized 108 93

Reserve Military Authorized 74 74

(In Millions) (In Millions)

Labor (Direct only) $93.5 $99.28

Contracts $18.8 $16.80

Travel $2.4 $1.68

Training $.3 $0.01

Other $.7 $0.62

Total $115.7 $118.40
5. Contingencies and Humanitarian Assistance/Disaster Relief Support

a. Coronavirus Disease-19 (COVID-19) Response 

(1) Background: 

Beginning in early FY 2020 and continuing through the end of FY20, the DLA

Agency Synchronization Operations Center (ASOC) and COVID-19 Task Force led DLA’s 

response to the COVID-19 pandemic. The ASOC and COVID-19 Task Force was comprised of 

action officers from across DLA Headquarters J and D Codes and the agency’s Major 

Subordinate Commands. 

The ASOC and COVID-19 Task Force served as the primary synchronizers of 

information and executors of DLA’s coordinated, agency-wide response to the COVID-19 

pandemic. Their efforts brought to bear the full capability of DLA’s nine supply chains and 

27,000 employees, ensuring uninterrupted support to DOD and federal government partners. The 

information they provided facilitated the decision making of both DLA and Joint Logistics 

Enterprise senior leaders.

(2) Description: 

The ASOC and COVID-19 Task Force executed the timely processing of more 

than 500 requests for information (RFI) from entities including the White House, COVID-19 

White House Task Force, U.S. Congress, Secretary of Defense (SECDEF), Under Secretary of 

Defense for Acquisition and Sustainment, Joint Staff, Combatant Commands, military Services, 

Joint Task Forces, Defense Health Agency (DHA), Federal Emergency Management Agency

(FEMA), Department of State (DOS), Department of Health and Human Services (HHS), as well 

as multiple media outlets and multiple internal DLA entities. The ability of the ASOC and 

COVID-19 Task Force to process RFIs rapidly enabled DLA and DOD senior leaders to make 

key informed decisions, ensured consistent messaging to DLA’s partners and higher 

headquarters, and drove the expeditious distribution of critical material. 

The ASOC and COVID-19 Task Force were also responsible for producing daily 

information products and holding daily senior leader briefings. The COVID-19 Task Force 

collated and prepared reports in support of the DLA Director’s daily briefings to the Under 

Secretary of Defense of Acquisition and Sustainment. Additionally, the COVID-19 Task Force 

prepared daily reports detailing DLA’s response efforts to the Deputy Undersecretary of Defense 

for Acquisition and Sustainment. The ASOC and COVID-19 Task Force also produced a daily 

placemat to track and communicate significant DLA response actions and requirements, and a 

daily DLA infographic which detailed the cumulative support provided by the Agency. Further, 

working with Whole of Government counterparts, the team helped develop the Federal Medical 

Materiel Common Operating Picture (FM2C) and related Defense Medical Materiel Common 

Operating Picture (DM2C). These two reporting systems provided up-to-date status on 17 

medical items such as personal protective equipment (respirators, masks, eye protection, gloves, 

and gowns), hand sanitizer, testing supplies, thermometers, and ventilators across the military 

services, FEMA, HHS, the Department of Veterans Affairs, the Coast Guard, the Department of 

Homeland Security (DHS), and the National Guard Bureau.
The ASOC and COVID-19 Task Force executed two action officer level working 

groups and the DLA COVID-19 Senior Leader Sync daily to synchronize effort throughout the 

Agency. Further, the ASOC and COVID-19 Task Force developed an in-depth Reconstitution 

Phasing Assessment process and reporting documents to track the Agency’s progression through 

reconstitution phases. This effort ensured a coordinated and transparent process which prioritized 

the safety of DLA personnel while maintaining the Agency’s ability to provide uninterrupted 

support to DOD and federal partners. 

Personnel from the ASOC and COVID-19 Task Force played a critical role in 

maintaining DLA operations while meeting requirements for mandatory telework and social 

distancing. Working in shifts, personnel from the ASOC and COVID-19 Task Force maintained 

24-hour operations on the ASOC watch floor and supported critical DLA internal and external 

senior leader engagements throughout the day. In order to ensure the continuity of DLA

operations, ASOC and COVID-19 Task Force personnel supported two continuity of operations 

locations, one at Columbus, Ohio, and the other at Lorton, Virginia. This effort enabled the

Director, Vice Director, and J3 Director to conduct operations from three separate locations and 

significantly decreased the risk to DLA command and control capability. Additionally, ASOC

personnel demonstrated the capability to conduct all ASOC watch floor functions from two 

continuity of operations locations, reaffirming the Agency’s ability to conduct distributed 

operations in the face of potential COVID-19 impacts. 

To assist U.S. Northern Command (USNORTHCOM) with COVID-19 response 

missions, DLA deployed a Rapid Deployment Team (RDT) and a JCASO Mission Support 

Team (MST). Due to travel restrictions, most of the RDT and MST members provided support 

while teleworking, while three RDT members and six non-RDT DLA personnel local to the Joint 

Task Force locations (augmentee Liaison Officers) deployed forward to the Joint Task Force. 

The MST assisted the Joint Task Force Operational Contract Support Integration Cell define, 

validate, prioritize, and source requirements. The RDT ensured the Joint Task Force leveraged 

and provided direct links to DLA resources to meet mission requirements.

To ensure consistency in messaging DLA’s support to COVID-19 response 

efforts, the ASOC and COVID-19 Task Force worked with the Agency’s Public Affairs Offices 

at the headquarters and across the Enterprise, as well as the OSD Public Affairs Office to 

coordinate over 130 published articles and media inquiries. The ASOC and COVID-19 Task 

Force also developed responses for Congressional inquiries and prepared notes and documents 

for the DLA Director and Under Secretary of Defense for Acquisition and Sustainment sessions 

and testimonies with the House Armed Services Committee. Further, the COVID-19 Task Force 

and DLA Public Affairs Office provided the OSD Public Affairs Office newsletter contributions 

and talking points and data for press conferences.

In order to establish and share best practices, the ASOC and COVID-19 Task 

Force worked with the DLA Chief of Staff and Lessons Learned team to capture observations 

from across the Enterprise. The observations were documented and categorized with external 

observations and recommendations shared with the larger OSD Lessons Learned effort. Internal 

and external observations and recommendations were documented and submitted in the Joint 

Lessons Learned Information System (JLLIS). Also, the team coordinated collection efforts 

across the Enterprise to secure information for the DLA historian.
(3) Outcome

 

The actions of the ASOC and COVID-19 Task Force exemplified DLA’s 

commitment to the Warfighter First line of effort. In the face of a global pandemic and wideranging impacts to supply chains and the industrial base, the ASOC and COVID-19 Task Force 

worked tirelessly to maintain timely and uninterrupted support to Service and Combatant 

Command readiness and lethality. Additionally, the ASOC and COVID-19 Task Force were 

instrumental in supporting the Strong Partnerships line of effort, serving as the key link between 

DLA, the Joint Logistics Enterprise, and interagency and industry partners, which enabled a 

coordinated national response to the COVID-19 pandemic.

The efforts of the ASOC and COVID-19 Task Force enabled the delivery of 

$215,019,103 in total material support, including $64,955,977 in subsistence material, 

$10,757,000 in personnel equipment, $6,264,838 in petroleum products, $110,666,643 in 

construction material, $22,854,149 in medical material, $5,785,333 in repair parts, and $28 

million in critical reutilized material to DOD and federal government partners conducting 

pandemic response operations at locations throughout the globe. This included $14,400,000 in 

support to the USNS MERCY and USNS COMFORT, and $116,000,000 to deployable hospitals 

providing direct support to significantly impacted states.

The ASOC and COVID-19 Task Force, in direct coordination with the Joint Staff 

Joint Material Prioritization and Allocation Board and the DHA Defense Medical Logistics 

Enterprise Prioritization and Allocation Board, enabled the coordinated distribution of 

$8,093,099 of personal protective equipment including 1,800,000 testing components, 

131,300,000 gloves, 4,800,000 N95 respirators, 936,000 units of hand sanitizer, 17,000,000 

masks, 6,700 ventilators, and 2,700,000 gowns. Additionally, the ASOC and COVID-19 Task 

Force enabled and tracked the execution of 13,556 contract actions and $833,700,000 in contract 

obligations as well as the deployment of 39 DLA personnel to support the external entities, 

including the COVID-19 White House Task Force, FEMA, HHS, USNORTHCOM, and Task 

Force Warp Speed.

6. Regional Commands

a. DLA CENTCOM & SOCOM

(1) Background: 

DLA CENTCOM & SOCOM proactively integrates and synchronizes DLA’s Global 

Readiness Solutions to sustain U.S. Central Command (USCENTCOM), U.S. Special Operations 

Command (USSOCOM), and Service Component Warfighter capabilities. DLA CENTCOM & 

SOCOM is integrated with the Combatant Commands, postured to anticipate requirements in

coordination with DLA Headquarters and Major Subordinate Commands in order to meet emerging 

and future sustainment requirements.

(2) Highlights:

(a) DLA Logistics Information Services support to USSOCOM material 

cataloging requirements. 
(b) USSOCOM Global Logistics Overview.

(c) Defense Property Accountability System (DPAS) for USSOCOM 

weapon systems and equipment.

(d) DLA Aviation programming and strategy for CV-22B Osprey aircraft 

readiness.

(e) DLA support to USCENTCOM “setting the theater” planning, 

executing, and sustaining requirements in response to Iranian aggression within the region.

(f) Supported Operations: Operations INHERENT RESOLVE (OIR), 

SPARTAN SHIELD (OSS), FREEDOM’S SENTINEL (OFS), RESOLUTE SUPPORT (ORS), 

and CONTINUOUS RESOLVE (OCR).

(g) Major Exercises: EAGER LION 2019 and INTERNAL LOOK 2019.

(h) Joint Strategic Support Board wargames.

(i) DLA Forward-Stocking Initiatives.

(j) DLA Distribution Navy Bahrain: Northern Distribution and TransArabian Network.

(k) Subsistence: DLA Troop Support Europe Africa Subsistence Prime 

Vendor (SPV) throughout the USCENTCOM area of responsibility (AOR).

(l) Bulk Petroleum: DLA Energy-Middle East fuel and petroleum support 

throughout the AOR.

(m) Construction Materiel: Requirements in support of operations 

throughout the AOR. (e.g., Maintenance, Repair, and Operations Tailored Logistics Support 

prime vendor contract)

(n) G-Invoicing and Combatant Command Agreements

b. DLA Europe & Africa

(1) Mission:

Integrate and Synchronize DLA efforts in support of U.S. European Command 

(USEUCOM) and U.S. Africa Command (USAFRICOM) in order to ensure a prepared and ready 

force.

(2) Vision:

A Team of Teams...Called On and Counted On

(3) Operational Priorities:

(a) Readiness: Ensuring a product or service is provided at the right 

time/place/amount.

(b) Preparedness: Ensuring capabilities are positioned at the Warfighter’s 

point of need with requirements anticipated.

(c) Focusing on workforce development and recognition programs, talent 

management (development opportunities and post-rotation placement), and ensuring work 

environments are safe and healthy so all may thrive and prosper.
(4) Operational Challenges:

(a) Stalled operations plan (OPLAN) support planning due to COVID-19, 

USEUCOM Planner absence in J31, reworking of primary OPLANs by USEUCOM staff.

(b) Support to Africa due to challenges with infrastructure, distance, 

contractor availability and quality, SECDEF Defense Wide Review (DWR), and reprioritization 

and repositioning of the DOD footprint on the continent.

(5) Regional Initiatives:

(a) Revised customer facing strategy.

(b) DLA Distribution Europe (DDDE) Warehouse Bulk Storage Facility.

(c) Regional Support Operations Center (RSOC) upgrade.

(d) Camp Lemonnier, Djibouti, shade structure.

(e) DLA Distribution Sigonella (DDSI) Theater Consolidated Shipping 

Point (TCSP).

(f) Subsistence: Iceland Support.

(6) Events:

The DLA Europe & Africa region had a dynamic year presenting numerous 

opportunities for improved effectiveness and efficiency. It was a year full of challenges that 

drove the DLA Europe & Africa team to reevaluate existing practices to meet the needs of a 

demanding environment. Through continued partnership and strong relationships, both internally 

and externally, DLA Europe & Africa was able to move through the difficulties of the year with 

success and poise, achieving new heights and putting into effect the many capabilities of the 

DLA Enterprise. 

Among the many achievements, DDSI was able to implement an important Proof 

of Principle (PoP) through the receipt, processing, and shipment of cargo utilizing the TCSP. 

This PoP was designed to build resiliency and redundancy into the existing Theater Distribution 

Network in anticipation of expanded contingency requirements, and will more effectively 

support upcoming USEUCOM exercises such as DEFENDER EUROPE 21. Additionally, as a 

result of continued efforts by DLA Troop Support and DLA Europe & Africa, the 21st Theater 

Support Command purchased two food trucks for use in Kaiserslautern and Vilseck, Germany. 

These food trucks can serve 200 to 300 Soldiers per meal and will be used to support Soldiers in 

training areas or who are not co-located with an operational dining facility.

Furthermore, DDDE was selected as the location for the U.S. Army Theater 

Umbrella Authorized Stockage List (ASL) by Army Materiel Command (AMC). The Umbrella 

ASL was set up to provide turnover of Army Working Capital Fund (AWCF) assets. It increased 

the breadth and depth in the European Theater (3033 Authorized Stockage List (ASL) lines), 

provided a robust transportation network, and decreased customer wait time. This ASL was 

developed to better support the DEFENDER EUROPE 20 exercise and ongoing theater 

sustainment operations. 

DLA Europe & Africa and DLA Troop Support also conducted another PoP to 

provide subsistence to the USS ROOSEVELT in Reykjavik, Iceland. This provided DLA 

flexibility to support the Navy throughout the AOR. The customers expressed their appreciation 
for the DLA team, and the Subsistence Prime Vendor’s efforts to push food orders to Reykjavik. 

This success represents an expanded capability and facilitates increased logistics agility in the 

USEUCOM theater.

Alongside its many successes, DLA Europe & Africa was not without its 

challenges in FY 2020. Among them, COVID-19 was, and continues to be, the biggest obstacle. 

COVID-19 prompted responses from across the USEUCOM and USAFRICOM theaters, which 

severely challenged DLA Europe & Africa’s ongoing sustainment efforts and exercise 

effectiveness. Several European and African countries enforced a reduction in ground border 

crossing points. Austria’s border presented a significant concern, as this border is traversed to 

resupply major Italian bases from DDDE in Germany. Several African countries followed suit in 

restricting entry of personnel to citizens only and imposed some quarantine measures on cargo. 

During the height of COVID-19’s initial wave, DLA Europe & Africa attended 

daily Joint Logistics Working Groups (JLWG) hosted by USEUCOM to best synchronize the 

latest limiting factors for USEUCOM supply chains due to COVID-19. Additionally, the DLA 

Europe & Africa RSOC developed and distributed daily COVID-19 updates along with a 

Common Operating Picture (COP) Placemat to inform recipients of concerns, distribution 

delays, stock availability status, or notes regarding DLA equities in supply chains throughout the 

Europe and Africa AORs. 

Due to the pandemic and its associated restrictions, numerous exercises and 

operations were descoped or altered. This was most notably true for DEFENDER EUROPE 20, 

originally forecasted to be the largest deployment of U.S.-based forces to Europe in 25 years. 

DEFENDER EUROPE 20 was ultimately descoped and executed as a Division-level exercise. 

Despite the exercise’s reduction in size and function, the planning efforts for the DEFENDER

EUROPE 20 exercise proved to be invaluable to the DLA Europe & Africa team and presented 

copious opportunities to learn and grow as an organization. As an example, the DLA Troop 

Support Local Market Ready Team awarded a new three-year Blanket Purchase Agreement 

(BPA) for bottled water sizes 0.5 and 1.5 liters. This BPA was the first of its kind and supported

25 strategic locations, including Sea Ports of Debarkation (SPOD), Air Ports of Debarkation 

(APOD), Convoy Support Centers (CSC), and Reception, Staging, Onward Movement, and 

Integration (RSO&I) sites. It covered locations in Germany, Belgium, and the Netherlands. This 

BPA was critical in the exercise’s preparation, but more importantly increased capabilities in 

setting the European theater going forward. 

In addition to continued exercise support, the COVID-19 pandemic required 

dedicated involvement from the DLA Europe & Africa team in support of mitigation and 

containment operations. Due to the threat of COVID-19, USAFRICOM directed fulfillment of 

30 days of supply (DOS) of all medical PPE on the continent. This equated to 300 goggles, 5K 

gowns and 6.6K N95 respirators moved to U.S. Army Medical Logistics Command in order to 

support austere locations across Africa. Additionally, more than 220 cases of Tyvek Suits for the 

USEUCOM AOR were sourced and distributed across the theater. To combat the virus, DLA 

Europe & Africa satisfied orders across USEUCOM and USAFRICOM for more than 250K nonmedical PPE, including face coverings, gloves, and disinfectant and cleaning elements. 

Additionally, combined efforts from DLA Europe & Africa, DLA Troop Support, and DLA 

Distribution ensured that 900 COVID-19 BioFire test kits were sourced and delivered to Manda 

Bay, Kenya, for further distribution across the African continent. These test kits were capable of 

testing up to 24 samples a day and postured USAFRICOM’s medical organizations to fight the 
spread of COVID-19 more effectively through the early identification and treatment of COVIDpositive personnel.

DLA Europe & Africa personnel attended numerous planning conferences 

throughout the year for upcoming exercises. Included in the planning efforts, members from 

DLA J3, DLA Europe & Africa, DLA Troop Support, DLA Distribution, DLA Energy, and the 

Analytics Center of Excellence attended the Joint European Time-Phased Force Deployment 

Data (TPFDD) Sustainment (JETS) 1.5 Rehearsal of Concept (ROC) drill at Rhine Ordnance 

Barracks in Kaiserslautern, Germany. The overall objective was to ensure sustainment 

requirements were synchronized across the Joint Force and the Joint Logistics Enterprise, given 

an uncontested environment. The event was a success, and postured DLA Europe & Africa for 

JETS 2.0. Due to the pandemic, many of the planning engagements were forced to develop 

alternate means for collaboration, utilizing virtual platforms for all participants.

c. DLA Indo-Pacific

The Indo-Pacific Region faced an array of strategic challenges in 2020, but none will 

have a more of a lasting affect to U.S. Indo-Pacific Command (USINDOPACOM) forces and our 

partner nations than the COVID-19 pandemic. During the pandemic, the region experienced 

severe disruptions to logistics operations caused by travel restrictions between countries, reduced 

access to strategic air/sea ports, decreased airfreight capacity and cancelled routes, mandatory 

14-day quarantines, military stop-movement orders, and the initial inability of the industrial base 

to adequately respond to the spike in demands for PPE.

DLA’s response to COVID-19 in the Indo-Pacific Region was an “all hands-on deck” 

effort from the onset. Working closely with the Joint Staff, USINDOPACOM, Service 

Components, and DLA major subordinate commands, the agency took aggressive contracting 

and redistribution actions to provide critical PPE to set the theater as the virus continued to 

spread at an alarming rate. We coordinated daily with USINDOPACOM and Service 

Components to ensure DLA remained focused on their most urgent requirements. For example, 

DLA Troop Support and DLA Distribution teamed to create innovative solutions to meet the 

needs of the USS NIMITZ, USS THEODORE ROOSEVELT, and USS RONALD REAGAN 

rapidly to help clean those ships and get them underway. DLA Indo-Pacific creatively used DLA 

Disposition Services materiel for a just-in-time delivery of 50K surgical masks and more than 

20K N95 respirators. The team worked collaboratively with U.S. Pacific Fleet (PACFLT) to find 

alternate feeding solutions for the USS THEODORE ROOSEVELT’s crew while they were

quarantined in Guam and onboard galleys were shut down. DLA Troop Support also provided 

viral test kits to the U.S. Naval Hospital Okinawa. 

The COVID-19 pandemic had a significant impact on military training and exercises in 

our region, as well as DLA’s support to those exercises. To prevent the virus’s spread, the

military was forced to postpone, scale back, and cancel several of training events in the IndoPacific region. Exercises HANUMAN GUARDIAN 20 (Thailand), NORTHERN EDGE 20 

(Alaska), BALIKATAN 20 (Philippines), SALAKNAB 20 (Philippines), and TIGER BALM 20 

(Singapore) were canceled with very little advanced notice, requiring DLA to work closely with 

Service Components and U.S. Transportation Command (USTRANSCOM) planners to cancel 

orders or divert shipments already en route. Exercise PACIFIC SENTRY 20-2 (Hawaii), KEEN 

EDGE 20-2 (Japan), COBRA GOLD 20 (Thailand), and the Combined Command Post Training 

Event 20-2 (Korea) occurred on schedule, but participating units were scaled back significantly. 
Rim of the Pacific (RIMPAC) 20 (Hawaii) slipped to mid-August 2020, while VALIANT 

SHIELD 20 (Guam) started in mid-September; both events were scaled-back to at-sea events 

only (no ashore activities). DEFENDER PACIFIC 20, originally planned to occur at multiple 

locations across the Southwest Pacific, was changed to a single operating location (Hawaii). 

Throughout the pandemic, DLA Indo-Pacific (IP) remained focused on key regional 

initiatives to improve U.S. and partner nation’s military readiness. In support of our Allied 

partners, DLA and PACFLT continued our collaborative effort to develop an Implementing 

Agreement (IA) under the Acquisition Cross-Servicing Agreement (ACSA) between the U.S. 

and Japan to provide Class I support to the Japanese Self-Defense Forces. The working group 

completed three successful “Proof of Principals” (PoP) demonstrating the capability to execute 

the transfer of Subsistence to the Japanese Maritime Self Defense Force (JMSDF) utilizing the 

same ordering procedure as the U.S. Navy Warfighter. The group continues to refine the 

financial billing process, and is currently working on the second draft of the IA. 

In the Republic of Korea, progress continued with the construction on a new DLA 

Distribution Center warehouse at Camp Carrol. This 250,000 square foot facility of indoor space, 

plus another 20,000 square foot of hazardous materials (HAZMAT)/petroleum, oils, and 

lubricants (POL) storage will double the amount of available storage space that is currently 

available in the existing warehouse nearly six decades old. Completion of this project is 

scheduled for the third quarter of 2021.

On Okinawa, DLA Distribution Okinawa Japan (DDOJ) stood up a Theater 

Consolidation and Shipping Point (TCSP) operation at Camp Kinser to streamline the processing 

of shipments arriving at the aerial port. DDOJ implemented a three-phase approach to Full 

Operational Capability (FOC). Phase 1 started October 1, 2019; Phase 2 started January 1, 2020;

and Phase 3 started April 1, 2020. At FOC, the Okinawa TSCP will pick up Navy material 

(Army and Marine Corps declined support) from AMC and will become the break bulk point for 

inbound sea vans and containers from DLA Distribution Yokosuka, Japan (DDYJ), and DLA 

Distribution San Joaquin, California (DDJC). 

In support of the U.S. Army Pacific’s (USARPAC) Divestiture effort, DLA Disposition 

Services Indo-Pacific (IP) received and disposed of about 2,400 end items from the 25th Infantry 

Division. DLA Disposition Services IP and the 402nd Army Field Support Brigade pre-cleared 

paperwork prior to streamline the turn–in process and ensured the removal of the equipment 

from the unit’s property books. The 8th Theater Support Command Team presented the DLA 

Disposition Services IP staff with a letter and coin for their outstanding support. 

In support of Pacific Air Forces (PACAF) and Marine Forces Pacific (MARFORPAC), 

DLA Aviation identified the need to revise their management of fuel additive kits, based on 

lessons learned from their fielding of large-sized fuel additive kits. These kits were designed to 

additize commercial grade jet fuel for DOD’s Mil-Spec fuel requirements to enable dynamic 

force employment concepts and provide options for austere basing/operations. The large kits 

experienced low customer demand, resulting in expired shelf-life issues. To mitigate this 

problem, DLA Aviation is working to field medium-sized fuel kits. In the interim, 

USINDOPACOM forces can now requisition components separately, and those items are 

stocked at three of our regional distribution centers to reduce customer wait time. 

DLA IP planners also participated in several USINDOPACOM and Service Component 

contingency planning forums to gain an increased understanding of their new and evolving 

Warfighter concepts. We briefed DLA’s current concepts of logistics support at the China 

Problem Set Joint Sustainment Table Top Exercise (TTX) and the USARPAC OPLAN 
Sustainment TTX, and will continue to refine these concepts to inform the command staffs on 

how DLA will support their campaign during execution. 

Important for our mission accomplishments are our people and culture. From May 

through July 2020, DLA IP underwent a significant turnover in leadership, starting with the 

Regional Commander from CAPT Kristin Acquavella to CAPT Jason Adams. We also 

recognized additional changes of command from CDR Sean Andrews to CDR Chris Newell 

(DLA Distribution Pearl Harbor), LTC James McGee and LTC Corinne Bell (DLA Distribution 

Korea), LTC Craig Daniels and LTC Jose Medina (DLA Energy Korea), CDR Allen Rivera and 

CDR Horacio Tan (DDYJ), and finally Maj Justin D’Agostino and Maj Charles Coffman (DLA 

Energy Japan).

7. Initiatives

a. Defense Wide Review 2.0

(1) Initiative: 

Defense Wide Review (DWR) 2.0 was directed by the Department of 

Defense (DoD), Chief Management Officer (CMO) to review the Fourth Estate and 

conduct a clean sheet of certain Defense Agencies. 

(2) Background: 

For DLA, DWR 2.0 will consist of two parts: a review of the agency’s 

appropriated accounts for the Program Objective Memorandum (POM) 22 cycle and a clean 

sheet of DLA where the results will be incorporated into the POM 23 cycle. 

(3) The following timeline is being utilized: 

(a) Exploration: February-May 2020

(b) Go/no-go decision: April-May 2020

(c) Analysis: May-December 2020

(d) Results/Recommendations: December 2020-January 2021

(e) Out brief/Conclusion: January 2021

(f) POM 23: January-March 2021. 

As DWR 2.0 is executed, there are potential overlaps with DLA’s missions based 

on the Services and Defense Agencies going through DWR 2.0 simultaneously. 

(4) Description: 

As of August 2020, the DLA J3 project lead and specific project action officers 

were working with OSD-Cost Assessment and Program Evaluation (CAPE) to provide all 

requested data not already provided to support analyses. DLA J3 action officers meet regularly 

with CAPE action officers to refine the scope of the projects and issues revolving around data 

requests. 
(5) The DWR 2.0 projects are:

(a) Potential Modernization Investments: A vetted modernization strategy 

with prioritized modernization efforts is necessary to align DLA modernization efforts, 

investment, and spending.

(b) Cloud Migration: Updating the DLA Enterprise Resource Planning 

system to meet best practices required to achieve long-term efficiencies.

(c) Fuel Infrastructure Commercial Comparison: DoD is paying more for 

fuel infrastructure than its commercial counterparts. Additional cost may be justified due to 

capacity, locations, and government-mandated expenses (e.g., adherence to Federal Acquisition 

Regulation, etc.).

(d) Expansion of Industrial Product support Vendor (IPV): IPV should be 

expanded to Ship and USMC repair depots.

(e) Acquisition plus Sustainment Buys: It could be more economical to 

couple acquisition, spares, repairs, and consumables buying.

(f) Uniforms: Savings can be found and the industrial base improved if 

clothing variety/variation is limited and basic costs are aligned to those of commercial or other 

government entities.

(g) Force Management: DLA has made organizational manpower and 

structural changes that have increased the Cost Recovery Rate (CRR) (or limited CRR 

reductions), such as establishing/growing overhead functions, without adding benefit to its 

customers.

(h) National Item Identification Number (NIIN) Pricing Variance: 

Improving material pricing transparency will introduce savings, improve service, and increase 

budget process efficiencies for the Military Services.

(i) Remove Audit Requirements: Audit requirements and goals have 

increased DLA’s overhead costs without favorable return on investment.

(j) Forecasting Accuracy: Improving DLA’s forecasting accuracy will 

improve its cash position by stocking levels that are better aligned with sales.

(j) Warehouse Utilization: Higher utilization of DLA warehouse facilities 

could decrease the number of commercially leased warehouses, and outsourcing operations of 

the two major DLA warehousing hubs could lead to lower costs.

(k) Fill Rate vs. Availability (Ao): Targeting the Services’ impact 

readiness drivers versus overall high fill rates will better support readiness rates.

(l) Make DLA the Whole of Government Buyer: Creating a single buying 

agency for the entirety of the federal government could result in savings and efficiencies.

(m) Future of Logistics: Logistics will look different in the future as a 

result of current world events. DLA should be postured to best meet these new challenges.

(n) DLA Mission Review: DLA is performing activities and functions that 

could be more effectively or efficiently executed by the Services or other agencies.

Of these 15 projects, the J3 is the lead for the following projects: 

(a) Forecasting Accuracy and Fill Rate vs. Availability (Ao).

(b) Warehouse Utilization.

(c) Make DLA the Whole of Government (WoG) Buyer.
7. Outcome:

DWR 2.0 projects with J3 equities were on track at the end of FY20. The 

overall results for DWR 2.0 will follow the CAPE process and published timeline. DLA 

J3 will continue to engage as needed.

b. Joint Contingency Acquisition Support Office Disestablishment 

(1) Background:

The DLA J32 Joint Contingency Acquisition Support Office (JCASO) mission is 

to provide operational contract support (OCS) joint strategic enabling capability to Geographic 

Combatant Commands (GCC) and U.S. Special Operations Command (USSOCOM) through 

planning, joint training, and initial OCS Mission Support to the Joint Force Commander. As of 

January 1, 2020, JCASO consisted of 16 military members and 34 civilians. Defense Wide 

Review (DWR) action #103 directed the elimination of DLA J32 JCASO no later than 

September 30, 2020.

(2) Description:

The August 2018 Joint OCS Doctrine, Organization, Training, Materiel, 

Leadership and Education, Personnel, Facilities and Policy (DOTMLPF-P) Change 

Recommendation (DCR) action #2 charged each Service, the GCCs, and USSOCOM with 

establishing dedicated OCS missions and structures. 

DLA never received a DOD decision to execute the DWR #103 action. In the 

January 2020 program budget decision (PBD) No: 704A1, the DOD Director of Cost Assessment 

and Program Evaluation decremented DLA funding for JCASO civilian billets beginning FY21 

as a cost savings. The remainder of JCASO resources, including military billets, were not part of 

the PBD. OSD notified DLA that Department decision memos will not be forthcoming.

LTG Darrell K. Williams, DLA Director, mitigated gaps in FY21 OCS mission 

capabilities by funding 18 civilian JCASO OCS Planners residing in the GCCs, USSOCOM, and 

JSJ7 (Suffolk), as well as an economy-of-force five-person Expeditionary Cadre team through 

FY21. This retains OCS planning capabilities in the GCCs and SOCOM and provides a small 

contingency contracting capability aligned with DLA Rapid Deployment Teams. 

As of September 30, 2020, all JCASO Headquarters civilians transitioned to other 

positions and the JCASO Planners and military billets realigned directly under J32. In FY21, J32 

Planners will continue to provide limited back-up planning and exercise support based on 

availability. J32 will not backfill planners when they transition to other positions. DLA is in the 

process of negotiating with the Services to retain some JCASO military billets for programs such 

as Nuclear Enterprise Support and F-35 Product Support Provider. 

To reflect changes to DoD OCS planning and execution, staffing is in progress at 

OSD to change 32 C.F.R. § 158 Operational Contract Support and DOD Instruction 3020.41 

Operational Contract Support; DLA is staffing task organization changes to General Order 11-

16. 
(3) Outcome: 

JCASO was deactivated September 30, 2020. In FY21, DLA will remain 

committed to eliminating JCASO functions in a phased manner to reduce risk to DOD. It will 

focus on supporting National Defense Strategy priorities; maturing its human capital strategy; 

and ensuring OCS intellectual knowledge, best practices, and products are preserved and 

transitioned within Service and CCMD established capabilities.

c. Industrial Hardware Transition

(1) Background: 

The Supply Chain Realignment Initiative is a transformational initiative that:

(a) Realigns Industrial Hardware workload to DLA Aviation in Richmond, 

Virginia, and DLA Land & Maritime in Columbus, Ohio

(b) Prepares DLA for mission growth in Philadelphia, Pennsylvania, to 

support DOD and federal agencies.

The initiative will better align DLA demand chains, leverage existing industry 

partnerships, and enable the Agency to respond to mission growth at DLA Troop Support

proactively and effectively. 

The Supply Chain Realignment Initiative supports DLA’s reform goal to achieve 

a lower composite cost recovery rate for DLA customers and helps the Agency meet the 

Secretary of Defense mandated reductions.

Realignment will reduce operational costs, save $12.9 million annually, and 

enable DLA Troop Support to respond to approximately $4 billion projected revenue growth 

from FY20 to FY23 proactively and effectively.

The Supply Chain Realignment Initiative has OSD and Congressional interest, 

especially Congressman Brandon Boyle (PA-02) representing the Philadelphia area. After 

several outreach efforts, there is overall support for the initiative.

As the Industrial Hardware workload is phased into DLA Aviation and DLA Land 

& Maritime, the Industrial Hardware employees will gradually transition to other Troop Support 

supply chains where they are needed. There will be no adverse impact to the workforce, no 

involuntary separations or mandatory relocations, and no loss of grade or pay. 

Implementation, which began in FY20, is expected to take three years without 

interruption in support to DLA customers.

(2) Description: 

The Supply Chain Realignment Initiative is managed by a J3-led integrated 

process team (IPT) that tracks implementation. The DLA Alignment Group provides senior 

leader governance and ensures continuous momentum of the Initiative.

On April 15, 2020, the first tranche of 89,789 National Stock Numbers (NSNs) 

transferred from the Industrial Hardware Supply Chain – 15,501 to DLA Aviation and 74,288 to 

DLA Land & Maritime. The workload transferred in accordance with business rules in the 
Supply Chain Realignment Directive-Type Memorandum.

The second tranche of approximately 174,000 NSNs transferred in September 

2020.

Per the DLA Alignment Group, the IPT is directed to keep the momentum going 

and to develop a plan to accelerate the transition. The plan will include acceptable risk and 

metrics to ensure that acceleration does not cause unforeseen harm to other areas. The IPT will 

present the plan to the DLA Alignment Group for a decision.

In preparation for workload transfers, DLA Aviation and DLA Land & Maritime 

are implementing staffing plans, and DLA Troop Support (Industrial Hardware) is implementing 

its employee placement plan. FY20 staffing and placement remains on track.

To facilitate staffing and placement implementation, DLA is authorizing 

Permanent Change of Station for about 30 Industrial Hardware personnel who volunteered to relocate to DLA Aviation and DLA Land & Maritime

The Supply Chain Realignment Initiative is key to DLA’s reform goal and 

enables the Agency to continue providing unparalleled support to customers.

d. Supply Chain Security (SCS)

(1) Background:

In FY20, DLA developed an SCS Strategy as an appendix to the DLA Strategic 

Plan. The SCS Strategy outlines the SCS architecture and strategic focus areas for the Agency, 

which provide the framework for the continuous identification, assessment, reporting, and 

mitigation of threats, vulnerabilities, and disruptions to its end-to-end, global supply chain. 

DLA’s end state is to establish an SCS program that comprehensively addresses challenges, 

evolves as new threats emerge, and provides uninterrupted support to the Warfighter. The J3

formed an SCS Team tasked with developing a standard, repeatable process to assess risk 

continuously and comprehensively across DLA’s supply chains and a means of displaying 

supply chain risk to increase situational awareness, drive mitigation, and guide decision-making. 

SCS is a proposed top mission-critical risk for DLA.

(2) Description:

The SCS Team led a cross-functional SCS Working Group (WG) which included 

representatives from the J/D-codes and DLA Troop Support to execute a risk assessment pilot 

project with Clothing and Textiles (C&T). The project produced five key outcomes:

(a) A more specific definition of SCS scope

(b) A standard, repeatable SCS risk assessment methodology

(c) Identification of a risk assessment tool and development of DLA SCS

use cases within the tool

(d) Identification of critical information gaps

(e) Awareness of other SCS-related risk efforts through engagements with 

academia, commercial industry, and other DOD organizations to understand risk best practices
The SCS scope is focused on the assets required to execute the physical creation 

and movement of material through DLA’s end-to-end supply chain (raw materials through end 

item delivery to the Warfighter and potential turn-in for reutilization). This includes 

transportation infrastructure as well as the information technology infrastructure required for 

communication among the involved entities.

The SCS methodology begins with comprehensive supply chain asset 

identification (which includes Defense Industrial Base (DIB) and transportation assets) and 

gathering comprehensive supply chain threat intelligence. Asset and intelligence data are used to 

perform mission decomposition and mission dependency mapping for the end-to-end supply 

chain, which link threats to assets, DLA items/services, and mission. Risk prioritization is 

achieved via a Risk Prioritization Number (RPN), which is calculated based on three variables: 

(1) DLA item/service criticality, (2) threat likelihood, and (3) threat detectability.

The SCS Team is pursuing the Agency’s adoption of the Mission Assurance 

Decision Support System (MADSS) for capturing and displaying SCS risk assessment 

information. In addition to being the program of record for Joint mission decomposition and 

mission dependency mapping (which is a key aspect of the SCS risk assessment methodology), 

MADDS provides the following capabilities and advantages:

(a) Resides on Secure Internet Protocol Router Network (SIPRNET); a 

Joint Worldwide Intelligence Communications System (JWICS) instance is planned for 2021

(b) Broad DOD user base

(c) Ingests more than 20 authoritative data sources from government and

commercial sources

(d) Multiple visualization capabilities

(e) Modeling/simulation and predictive analysis capabilities

(f) DLA J6 is using MADSS to capture Mission Relevant Terrain Cyber 

(MRT-C)

Supply chain illumination (the identification of assets within DLA’s end-to-end 

supply chain) and supply chain threat intelligence are critical information gaps for SCS. The SCS 

Team is working closely with DLA Research & Development (R&D) on a Request for 

Information (RFI) to commercial industry to identify illumination tools that could address the 

supply chain illumination gap. The SCS Team is also working closely with DLA Intelligence and 

the Defense Intelligence Agency’s (DIA’s) Supply Chain Risk Management Threat Analysis 

Center (SCRM-TAC) to obtain comprehensive threat intelligence through their established 

supply chain threat RFI process.

e. Agency Synchronization and Operations Center

(1) Background:

In FY20, the J3 led the completion of a $7M effort to establish the Agency 

Synchronization Operations Center (ASOC), intended to replace the DLA Joint Logistics 

Operations Center (JLOC). With the completion of watch floor refurbishment efforts, the ASOC

moved into full operational capability in November 2019, leveraging liaison officers and 
planners across the Enterprise to enhance the Agency’s support to contingency logistics 

operations and DLA business operations.

(2) Description:

The ASOC integrates personnel, processes, and systems to support real-time 

sharing of data, information, and resources that drives analysis; develops actionable logistics 

intelligence; and empowers leaders to make informed decisions as well as track outcomes to 

ensure the priorities of DLA’s Service, Combatant Command, and Whole of Government 

customers are supported.

The ASOC was critical to synchronizing the Agency’s efforts when tensions grew 

between Iran and the United States in January 2020. The ASOC tracked DLA efforts to rapidly 

provide multiclass supply support to forward locations in order to facilitate a significant increase 

in U.S. force strength within the area of operations. The ASOC produced daily flag 

officer/general officer/senior executive service-level information products and coordinated daily 

DLA-wide operations briefs to inform the decision making of DLA and external DOD senior 

leaders. 

The ASOC played a critical role in maintaining DLA operations while meeting 

requirements for mandatory telework and social distancing in response to the COVID-19 

pandemic. Working in shifts, ASOC personnel maintained 24-hour operations on the ASOC 

watch floor and supported critical DLA internal and external senior leader engagements 

throughout the day. In order to ensure the continuity of DLA operations, ASOC personnel 

supported the establishment of two continuity of operations (COOP) locations. These efforts 

enabled the DLA Director, DLA Vice Director, and DLA J3 Director to conduct operations from 

three separate locations and significantly decreased the risk to DLA command and control. The 

ASOC demonstrated the capability for the ASOC to conduct all ASOC watch floor functions 

from two COOP locations, reaffirming DLA’s ability to conduct distributed operations with no 

degradation in performance or support in the face of potential COVID-19 impacts.

In conjunction with the DLA COVID-19 Task Force, the ASOC facilitated senior 

leader decision making and action officer synchronization to respond to urgent national 

requirements. The ASOC executed the timely processing of more than 500 Requests for 

Information (RFI) from entities including the White House staff, the COVID-19 White House 

Task Force, the U.S. Congress, the Secretary of Defense, the Under Secretary of Defense for 

Acquisition & Sustainment, the Joint Staff, the Combatant Commands, the military services, 

joint task forces (JTF), Defense Health Agency (DHA), the Federal Emergency Management 

Agency (FEMA), the Department of State, the Department of Health and Human Services 

(HHS), multiple media outlets and multiple internal DLA entities. The ability of the ASOC to 

rapidly process RFIs enabled DLA and DoD senior leaders to make key informed decisions,

ensured consistent messaging to DLA’s partners and higher headquarters, and drove the 

expeditious distribution of critical material support. As COVID-19 cases abated nationwide over 

the summer, the ASOC staff used DOD ADVANA visualization tools to interpret data and help 

leaders make informed decisions about reopening DLA sites. 

As the summer wore on, wildfires in the western United States and hurricanes in 

the Southeast challenged the ASOC staff to track materiel requirements for DoD and federal 

government partners conducting response operations. ASOC personnel prepared daily senior 

leader updates to ensure a common operating picture across the Enterprise and inform the 
decision making of senior leaders. They coordinated DLA support to FEMA and U.S. Forest 

Service requirements to counter these disasters and alleviate human suffering. 

8. FY20 Strategic Plan Imperatives

a. Align DLA and Service Metrics; Readiness Dashboard Automation

(1) Background: 

In October 2017, DLA formally acknowledged a requirement for a consolidated 

Service Readiness Dashboard using data from the Military Services’ systems of record to ensure 

that DLA support is fully synchronized with the Services’ readiness reporting. In March 2018, 

DLA deployed the Readiness Dashboard to provide near real-time reporting of Service readiness 

for designated weapon systems and DLA equities impacting readiness. 

The DLA Dashboard has since operationalized DLA support to the Services along 

with other Federal and DoD partners. The Dashboard has allowed DLA to evolve from static 

operational views to a near real-time view, improving Agency agility and ensuring leadership 

across the DoD has the same logistics operating picture.

In FY19, DLA improved the Dashboard by adding Service and DLA Industrial 

performance impacting readiness, automating DLA’s monthly Agency Performance Review, 

adding Audit Task Force metrics, and completing all Major Subordinate Command initial 

reporting capabilities.

In FY20, the development focus shifted to expanding the key weapon systems 

reported on the Readiness Dashboard for each Service, Dashboard metric trend charts, COVID19 common operating picture (COP), and an improved readiness metric that excludes customer 

requisitions that DLA immediately filled.

(2) Description:

The Readiness Dashboard continues to refocus and operationalize the way DLA 

provides support to the Services and federal government. Since October 2017, DLA has 

deployed over 100 tiles that highlight mission-critical data affecting Service readiness and daily 

operations. Recent examples include the Federal Medical Material COP (FM2C), Personal 

Protective Equipment (PPE), and Veterans Affairs support.

On June 3, 2019, members of the Office of the Undersecretary of Defense 

(Intelligence) (OUSD(I)) reviewed the DLA Readiness Dashboard to determine whether the 

information it manages is properly protected. All team members concurred the information 

managed is unclassified. On January 14, 2020, OUSD(I) conducted another review of the 

Dashboard. Findings remain unchanged; all information in the Dashboard is unclassified and 

properly protected.

Throughout FY20, the focus was on expanding Service key weapon systems, 

including 45-day and 53-week trend charting for Materiel Availability and backorders, and 

COVID-19 support. DLA deployed seven new COVID-19 tiles within six weeks, including 

FM2C, PPE, and COVID-19 Key Requirements tiles.
DLA is also working closely with the Services and the DoD Chief Management 

Officer (CMO) to align daily mission capable, availability, and total inventory reporting on the 

DLA Service Readiness Dashboard with monthly OSD reporting.

DLA continued expanding the trending charts for the Services readiness metrics, 

automated Agency Performance Review metrics and added both a top 15 backorder drilldown 

for each Service and well as wildfire and foreign military sales (FMS) enhancements for whole 

of government support.

DLA continues consolidating current Dashboard data feeds in its Enterprise Data 

Warehouse to create and maintain a centralized repository of real-time, actionable data that can 

be used in the future for machine learning and relational analysis.

b. Space Enterprise

(1) Description:

Provide responsive end-to-end supply chain support for the Nation’s organically 

supported Space Enterprise (SE) systems. DLA must identify and mitigate the ever-present and 

increasing multifaceted risks to our supply chains supporting the SE. DLA recognized the critical 

importance of evolving “space” requirements to our warfighting capabilities across the full 

spectrum of peace to conflict.

(2) Background:

The SE is a national priority, and DLA is focused on ensuring the Agency is 

postured for effective and responsive support. DLA first identifed the SE as a strategic 

imperative in FY19. The effort led to the development of the initial Space Systems portfolio to 

capture DLA equities across the SE. SE warfighters and customers were identified along with SE 

weapon systems and supporting supply chains. The SE Storyboard was developed to portray all 

SE systems, particulary systems with DLA equities. The initial analysis revealed that DLA’s 

support was above 95% material availability. 

In FY20, the SE was once again identified as a strategic imperative. DLA 

achievements include:

(a) Engaged the U.S. Space Command (USSPACECOM) J4 to open lines 

of communication and ensure responsive DLA support to achieving Initial Operating Capability 

(IOC) activities. Completed in October 2019.

(b) Dual-rolled DLA’s existing United States Space Force (USSF) Liaison 

Officer (LNO) to also serve as the interim LNO to USSPACECOM. Completed in October 

2019.

(c) Worked with USSPACECOM to determine the timeline to assign a 

permanent LNO and establish a Memorandum of Agreement (MOA) contingent on the final 

USSPACECOM basing decision. Basing decision is pending.

(d) Integrated the USSPACECOM J4 into the Quarterly COP-Worldwide

(COP-W) process. Completed in October 2019.

(e) Updated the AF Space Command MOA to reflect USSF. Completed 
November 2019.

DLA also worked in conjunction with USSF to identify ordering and ship-to DOD 

Activity Address Codes (DODAAC) across the service. This allowed DLA to assess its support 

at the Customer Focused Metric (CFM) level and provide targeted consumable management for 

SE systems. Additionally, the SE was incorporated into the DLA Readiness Dashboard to 

provide management visibility of DLA’s SE support. 

DLA has begun the evaluation of the DLA resources required to ensure the 

Agency is postured to support the evolving SE. Considerations include organizational structures; 

roles and responsibilities; policy, funding, and personnel, such as assigning a Space National 

Account Manager (NAM); and identifying a Lead Major Subordinate Command (MSC) and an 

SE Weapon System Support Manager. DLA will also identify additional organizations across the 

DOD and the Whole of Government (WOG) that have space equities, such as the Missile 

Defense Agency (MDA), the National Aeronautics and Space Administration (NASA), and the 

National Oceanic and Atmospheric Administration (NOAA).

(3) Outcome:

Responsive DLA support to the Space Enterprise.

c. Transform DLA Storage and Distribution

(1) Background:

During FY19, DLA continued to explore methods to reduce costs and improve the 

readiness of its commodity support to its customers. This initiative is a part of larger DoD 

Logistics Reform efforts. Transform DLA Storage and Distribution consisted of three conceptual 

levers: 

(a) Increasing Direct Vendor Delivery (DVD) commodity procurement.

(b) Warehouse Modernization.

(c) Improving warehouse business practices. 

This initiative has a savings/cost avoidance goal of $164M by 2024. 

(2) Description:

(a) Lever I: 

DLA investigated potential DVD opporutnities in two phases. In Phase I, 

DLA J3 and Major Subordinate Commands (MSCs) investigated commodities that had an 

apparent presence in the open commercial marketplace. Initial estimates identified a net savings 

of $77.1M. Phase I commodities to continue to DVD source selection include Federal Supply 

Group (FSG) 80 (Paints, Sealants, and Adhesives) and FSG 53 (Hardware and Abrasives). The 

contract for FSG 80 was awarded in August 2019. The solicitation for FSG 53 was issued in

September 2019. Market research conducted into commercial auto parts, batteries, and LED light 
bulbs indicated DVD support of these commodities is too costly (30% upcharge for integration, 

management and risk premium) to proceed. 

Phase II includes commodities identified by a DLA internal survey of 

commodities and a survey conducted by McKinsey and Company. DLA’s internal survey 

identified eight FSGs for Phase II of commodity optimization: 85 (Toiletries – Troop Support), 

31 (Bearings – Aviation), 59 (Electric Components – Aviation), 66 (Laboratory Instruments –

Aviation), 81 (Containers and Packing Supplies – Aviation), 20 (Ship and Maritime Equipment –

Land & Maritime), 59 (Electric Components – Land & Maritime), and 61 (Electric Wire, Power 

and Distribution Equipment – Land & Maritime). 

Concerns and Risks: Business case analyses (BCA) conducted to date 

collectively concluded that firms are willing to assume a greater role in DLA’s commodities, but 

at an increased cost. Additionally, increased DVD support may inadvertently raise DLA rates 

over time. DVD and other methods that place inventory outside of the DLA network lower 

warehouse throughput without lowering DLA’s fixed warehouse costs, resulting in increased 

costs for items still handled by the DLA network.

(b) Lever II:

In October 2018, the Deputy J3 added Distribution Modernization as a 

lever for this initiative. Distribution Modernization consists of four major tasks: modernizing the 

Eastern Distribution Center (EDC), implementing tablets and mobile printers, conducting a voice 

technology pilot and implement, and implementing a real-time location system (RTLS). These 

investments, if successful, will result in a reduction of 350 FTEs from DLA Distribution by 

FY26. 

Distribution Modernization is an effort that predates current Logistics 

Reform efforts and is primarily aimed at recapitalizing dated facilities to ensure continued 

productivity and capabilities. It is led by DLA Information Operations.

(c) Lever III:

In January 2019, the McKinsey Company identified possible business 

process improvements that could increase the cost effectiveness of DLA Distribution’s 

operations. DLA Distribution is investigating these business practice improvements and 

estimates a reduction of 268 FTE equating to a $22.3M cost avoidance by end of FY21. 

(3) Outcome:

As of the time of this report, DLA expects FSG 80 to be supported via DVD, and 

this support will result in net savings/cost avoidance of $61.5M by 2024 and improve material 

availability to 90%. DLA Distribution expects of potential reduction of 56 FTEs by FY24. DLA 

is conducting further analysis in Phase II commodities to determine the feasibility of DVD 

support. DLA Distribution is conducting further analysis into potential business practice 

improvements. 

Lessons Learned: Insights identified below are from internal research and 

coordination with consultants (Boston Consulting Group and McKinsey):
(a) DLA quantified that about 70% of DLA-serviced commodities (mostly 

Troop Support) are already supported via DVD based on FY18 sales. 

(b) Items that do well in DVD arrangements (fast and predictable movers 

that are commercially ready) are already mostly supported by DVD. 

d. Transfer Retail Supply, Storage, and Distribution to DLA

(1) Background: 

(a) Recommendation 177 of Base Realignment and Closure (BRAC) 2005 

consolidated Supply, Storage and Distribution (SS&D) functions of DLA Distribution Depots 

co-located with the same functions at 13 Service Maintenance Depots. 

(b) While not included in the BRAC recommendation, Storage and 

Distribution (S&D) functionality was consolidated at Red River Army Depot, Pearl Harbor 

Naval Shipyard (NSY), and Portsmouth NSY, with co-located DLA Distribution Depots in 2010. 

(c) The Air Force (AF) transferred S&D functions and supply 

responsibilities for DLA-managed consumables at the Air Logistics Complexes (ALC). 

(d) The Navy used different approaches to implement the BRAC 

recommendation at the Aviation depots and shipyards. It transferred SS&D functions at the three 

Fleet Readiness Centers (FRC). Four shipyards transferred S&D functions and the related staff. 

The Navy ceased transfer of supply functions due to system functionality issues. 

(e) The Army and Marine Corps transferred S&D functions and 

supporting personnel but did not transfer inventory. The two Services determined their materiel 

was not retail inventory but work-in-process directly supporting depot production.

(2) Description: 

(a) Defense Wide Review (DWR): In October 2019, DLA was tasked at 

DWR Session #8A to provide a recommendation on whether to transfer to DLA all industrial 

supply, storage, and distribution missions and functions per BRAC 2005. Based on DLA’s 

proven success at the ALCs and FRCs, DLA analysis identified $655M in potential DoD 

inventory savings by transferring Stock Control and Shelf-life Management of on-site 

inventory/material at the Marine Corps Production Plants ($115M), Army depots ($300M), and 

NSYs ($240M) to DLA.

(b) The USMC savings amount was developed by USMC Logistics 

Command (LOGCOM). The USMC business case analysis (BCA) in 2018 recommended 

transferring SS&D functions at two production plants (Albany, Georgia, and Barstow, 

California) to DLA. In the BCA, LOGCOM determined by analyzing their existing inventory 

levels, there was at least $98M of dormant and excess stock that could be liquidated as part of 

this transfer. Since the BCA was completed, the numbers were revised by considering further 

inventory reductions and possible full-time equivalent (FTE) reductions to reflect the current 

number of $115M.

(c) During the 2018-2019 joint Army/DLA BCA effort looking to transfer 

inventory and supply functions to DLA, one of the major efforts involved analyzing potential 

savings due to the elimination of duplicative inventory. The Army savings was developed by 

DLA utilizing Army-provided work-in-process inventory data and simulated using DLA’s 
“what-if” simulator. The simulator is a fully functional sandbox version of DLA’s Inventory 

Policy Optimization tool to set safety stock levels. We also ran the data through Peak and Next 

Gen to set levels for slow moving items or NIINs with erratic demands. The projected inventory 

reduction of $300M was agreed to by both DLA and the Army, and was used by the Army in 

their final decision making. 

(d) The Navy Shipyard calculation involved DLA using a snapshot of 

NSY free use material (FUM) and Material Access Technology (MAT) NIIN-level inventory 

data at all four shipyards. Taking the corresponding NIIN-level inventory at the co-located DLA 

Distribution Centers and running an analysis between the two data sets resulted in a potential 

reduction of redundant inventory equaling $240M. This analysis was not conducted jointly, and 

DLA’s recommendation during DWR was to conduct a joint BCA to validate the savings 

opportunity.

(e) Marine Corps: To support the implementation of the DLA Industrial 

Supply Integration (ISI) with the USMC Maintenance Depots at Albany and Barstow, the 

respective program management offices have coordinated the development of the IT 

Requirements Document which details the processes requiring support through IT 

implementation and synchronization. Working groups have been established for each major 

functional area, and a Plan of Action and Milestones (POAM) is in development along with a 

Memorandum of Agreement. The program is on track for an initial operating capability in 

October 2022.

(f) Navy: Naval Sea Systems Command (NAVSEA) has discussed 

opportunities to re-engage with DLA in the shipyards. Currently, Naval Supply Systems 

Command (NAVSUP), NAVSEA, and DLA are further defining operational roles and 

responsibilities within the shipyards. NAVSEA is also evaluating a replacement for the MAT 

application at their shipyards; DLA supporting the next generation of logistics IT is key to

ensuring success. In 2018, NAVSEA/DLA signed a Memorandum of Agreement to define NSY 

responsibilities. The DLA Director engaged the NAVSEA Commander on this issue during fall 

2019, and they mutually agreed on acceptable language for an updated MOA, which was en

route for final signature as of this writing.

(d) Army: Industrial Retail Support: Army Materiel Command (AMC), the 

Department of the Army (HQDA G4), and DLA jointly contributed to a BCA on moving the 

point of sale closer to the production line in industrial depots located at Red River, Texas;

Anniston, Alabama; Corpus Christi, Texas; and Tobyhanna, Pennsylvania. The study started in 

October 2018 and was put on a strategic hold in June 2019 due to the Army’s concerns with 

DLA pricing structure and surge support. In August 2020, the Army had to come back to the 

table to discuss the DWR results and the way ahead to re-establish the BCA effort. The Army 

submitted a formal non-concurrence to the Supply, Storage, and Distribution (SS&D) DWR

initiative, claiming they could manage the industrial SS&D mission more effectively than DLA 

by reversing the BRAC 2005 storage and distribution transfer. In January 2020, OSD reduced the 

Army’s FY21-FY25 Total Obligation Authority (TOA) by $300M to support the SS&D mission 

transfer. 

(e) Operational Retail Support: Army Sustainment Command continued to 

team with DLA J3 and DLA Distribution to implement the Distribution Model at CONUS 

Installation Supply Support Activities (ISSA). The Army is taking advantage of the scheduled 

deliveries from DLA Distribution sites to reduce inventory investments at ISSAs. Starting in late 

FY 2019, the Army began leveraging the robust routes of the scheduled truck program. This in 
turn allowed the Army to reduce 9,900 Authorized Stockage List (ASL) lines valued at $17.3M 

at 17 Army locations, realizing the largest cost avoidance at Fort Campbell, Kentucky, of 

$15.5M. Moving forward, the Army plans to continue reducing each installation’s ASL by 25%. 

The Army is postured to publish a new All Army Action (ALARACT) message requiring 

mandatory participation in the DLA Scheduled Truck Program. Publication of the ALARACT is 

scheduled for first quarter FY21.

(3) Outcome:

(a) DLA effectively integrated SS&D functions with Air Force ALCs and 

Navy FRCs. DoD inventory investment was reduced by $1.283B since implementation began in 

2010; $1.04B for the Air Force sites and $280M for the Navy sites. DoD reduced end strength by 

105 full time equivalents (FTE) accomplished by eliminating duplicative processes: 63 FTEs at 

AF sites and 42 at Navy sites. 

(b) The SS&D effort has been successful at the ALCs and FRCs. The 

consolidated Order Response Time (ORT) – the key metric for the ALCs – averaged 91.5% of 

materiel in two or fewer days, above the Air Force goal of 90%. All three sites track above goal. 

Overall, FRC Gross Demand Plan (GDP) Fill Rate – the Navy’s key metric – exceeded the goal 

of 90%. GDP Fill Rate averaged 91.7% for the past six months, remaining consistently above

93.5% of materiel in three or fewer days, above the Navy goal of 90%. All three sites track 

above the goal. 

As a result of DWR, OSD CAPE, without consultation with DLA or the Services, 

adjusted Total Obligation Authority (TOA) in Resource Management Decision (RMD) 704A1 

across the FYDP in support of this DWR initiative; Marine Corps (-$115M), Army (-$300M), 

and Navy (-$240M). DLA recommended FOC dates for each Service are:

(a) USMC – October 2022

(b) Army – October 2024

(c) Navy Shipyards – October 2026 

e. Demand Projections

(1) Background: 

DLA has conducted Demand Planning Summits in each of the past three years to 

collaborate with the Services about anticipated demand for Demand Forecasted Units. In 2018 

and 2019, the summits were conducted at DLA Headquarters, but in 2020 they were conducted 

virtually due to the COVID-19 pandemic. Quality information about anticipated demand enabled 

DLA to invest budgeted Obligation Authority into the procurement actions most needed to 

support ongoing operations and readiness. 

(2) Description:

In 2020, DLA conducted summits with each Service separately during the first 

week of June, leading up to the Obligation Authority confirmation session with OSD on June 8. 

Each Service provided 3-Star level representation at the confirmation session. Because the initial 
sessions were focused on FY20 in preparation for the confirmation session, DLA conducted 

follow-up sessions in August to allow for longer discussions about potential requirements in 

FY21. 

(3) Outcome: 

After receiving Service inputs at the summits, DLA forwarded a consolidated 

narrative to the Office of the Secretary of Defense and the DOD Comptroller. FY21 inputs will 

be used to inform procurement decisions over the coming year, in conjunction with decisions 

concerning stocked items not collaboratively planned and the Obligation Authority situation. 

f. F-35 Joint Strike Fighter Sustainment Support Efforts

(1) Goal:

Achieve Initial Operational Capability (IOC) for both North American Regional 

Warehousing (NRW) and Global Transportation & Distribution (GT&D) Product Support 

Provider (PSP) designations to support the December\ 31, 2020, objective. Attain decision for 

Disposition Services PSP designation within the FY20 timeframe. Support technical data and 

provisioning initiatives.

(2) Background/Description:

Implement DLA core competencies in support of F-35 Program goals to increase 

Joint Spares Pool (JSP) spare parts posture, reduce sustainment costs, and catalog items in 

support of provisioning. DLA achieved IOC for implementation of NRW and GT&D by January 

1, 2020, in support of IOC objective completion by December\ 31, 2020, per the PSP transition 

plan in cooperation with the F-35 Product Support manager (PSM). Attain decision for 

Disposition Services PSP designation within the FY20 timeframe. Provide cataloging services in 

support of Lead Services provisioning efforts. Continue to present DLA’s strengths and 

comparative advantages, in the near and long term, to decision-makers at all levels of the 

process.

(3) Outcome: 

DLA achieved IOC for NRW and GT&D PSP. DLA Disposition Services PSP 

designation decision was pending F-35 Joint Executive Steering Board review/confirmation in in 

September 2020. These designations improved government efficiency, visibility, and 

accountability, while reducing sustainment costs through the utilization of DLA assets and 

capabilities vice the F-35 program acquiring redundant support from industry. 
g. Provider of Choice for the Department of Veterans Affairs

(1) Background:

For several years, DLA has supported both veterans organizations and military 

organizations with medical supplies. In the spring of 2018, DLA was approached by Veterans 

Affairs (VA) for support with medical and surgical supplies. A test program, later called the pilot 

program, brought DLA into full swing at VA’s Federal Health Care Center (FHCC) in North 

Chicago, Illinois. VA and DLA were starting a partnership of support to our veterans. 

(2) Description:

On August 12, 2019, Secretary Robert Wilkie and LTG Darrell Williams signed a 

strategic partnership at the Veterans Affairs headquarters building in Washington, D.C. Secretary 

Wilkie asked that DLA treat his department like a fifth service component.

DLA appointed a liaison officer to the VA, and that person became embedded 

into the VA and Veterans Health Administration (VHA). The communication became 

streamlined and open dialogue occurred causing a productive partnership looking into the future 

to eliminate excessive spending, redundant work processes, and reform part of the federal 

government.

(3) Outcome:

Since the strategic partnership started, DLA reported $163M in sales and a VA 

cost avoidance of $33M. DLA and VA have decided to expand current support and look at their 

multiple regions (called Veterans Integrated Service Networks (VISN)) across the United States. 

The intent is to support the VA and VHA through our Prime Vendors. In the next four years, 

DLA projects $300M in medical and surgical supplies sales to VA. This support will enable the 

VA to focus on treating veterans and providing them reliable and cost-effective care.

Two major initiatives have already begun rollout. The first is the systematic prime 

vendor web ordering in the Pacific Northwest. After five months of operations, DLA and VHA 

will assess the progress and processes that have been put into place. Depending on the status 

after the five-month assessment, DLA will expand to the other VA regions across the United 

States. The other initiative DLA has rolled out is storage and distribution support for VHA, 

which has used most of its PPE throughout the COVID-19 pandemic and requires a place to store 

and distribute from. The initial request was for 200K square feet of storage. DLA Distribution 

worked hard to find storage space and is supporting with 100K square feet in Mechanicsburg, 

Pennsylvania, and another 100K square feet in San Joaquin, California. The intent is to have 

VHA eventually leverage our DLA Distribution footprint across the United States and reduce its 

commercial storage sites. This will reduce transportation costs and expedite reordering to their 

medical facilities.

DLA intends to expand through two opportunities it plans to introduce to the VA. 

The first opportunity is clothing and textiles support. This support could assist the VA with 

uniforms, linens, and ecclesiastical items. The other opportunity is construction and equipment 

support. The VA national cemetery mission may benefit from leasing heavy equipment to 

manage grounds.
Defense Logistics Agency

DLA Information Operations (J6) 

Fiscal Year 2020 Historical Report
1. Introduction

DLA Information Operations (J6) is frictionlessly connecting people, processes, and things to 

deliver uncompromised logistics to our warfighters and the whole of government. We are 

unifying disparate systems into a single DLA platform that provides business capabilities based 

on an artificial intelligence-ready data architecture. 

2. Organization

a. The following chart shows the J6 structure as of September 30, 2020.

J6 Organization Chart
b. Organization Changes

General Order (GO) 06-19 was approved by the DLA Vice Director on October 2, 2019 

and was processed on June 7, 2020. The order disestablished part of Stakeholder Integration 

Services (J63) and aligned the removed functions with other areas of J6. The Customer 

Experience (J6X) Enterprise Service Area (ESA) was established from the previous Stakeholder 

Planning & Operations division (J63B); however, one branch, Contingency Information 

Technology (J63BD), remained unchanged. Document Services was realigned under Strategic 

Data Services (J67), and Document Services (J63E) was disestablished. The Customer Support 

& Readiness Branch in J63A was disestablished, but the majority of J63A remained unchanged. 

Its structure will be addressed in a future general order. The Defense Information Systems 

Agency (DISA) Liaison and Hosting Office (J6L) disestablished all of its branches. J67A, 

Analytics Center of Excellence (ACE), changed some names and disestablished three branches.

The DLA Logistics Research & Development (J68) ESA was realigned to combine 

similar efforts and enhance the capability to address dynamic requirements. The J68 ESA is a 

direct report to the chief information officer / deputy chief information officer and comprised of 

J62 Research & Development, J6T Tech Team, and J6T Innovation Cell, now known as the Tech 

Accelerator.

3. Key Personnel

a. The following chart lists key personnel as of September 30, 2020. 

TITLE NAME TENURE DATES

CIO Office (J6):

Director/Chief Information Officer George Duchak September 30, 2019 - present

Deputy Director Karyn Runstrom November 13, 2019 - present

Chief of Staff Ken Morris January 13, 2020 - present

Chief of Staff Linda (Williams)

VanDyke

July 2, 2018 - January 12, 

2020

Strategic Technology and Investment 

(J6T):

Director Linda VanDyke August 15, 2019 - present

Deputy Director Jeff Charlesworth August 15, 2019 - present

Customer Experience (J6X):
Director Eric Fegley October 2017 - present

Deputy Director Ernie Sparages October 2017 - present

Cybersecurity (J61):

Director Linus Baker September 2010 - present

Deputy Director

Suzanne Fairley 

(Acting)

October 2017 - present

Program Executive Office, Enterprise 

Applications (J62):

Program Executive Officer (PEO) Adarryl Roberts September 12, 2019 - present

Deputy PEO Kenneth Fielding July 2012 - present

Enterprise Infrastructure Services 

(J64):

Director Dempsey Hackett December 2018 - present

Deputy Director Mark Jackson March 9, 2014 - present

Strategic Data and Analysis (J67):

Director/Chief Data Officer Teresa Smith December 31, 2017 - present

Deputy Director Richard TeBeau December 31, 2017 - present

Logistics Research & Development 

(J68):

Director David Koch February 11, 2020 - present

Deputy Director CDR Jonathan 

Gray

February 11, 2020 - present
4. Total Personnel

J6 had 3,122 employees as of September 30, 2020. 

Civilians 2,285

Contractors 2,890

Military 7

5. Historical Narrative

a. Warfighter First

(1) J6 accelerated data center consolidation and cloud adoption per DoD chief 

information officer memorandum, "Fourth Estate Application and System Cloud Migration," 

May 3, 2018. DLA has now closed 20 of 23 DLA datacenters (87%). 

(2) Throughout FY20, J6 prepared for the Fourth Estate Network Optimization 

initiative. The Department of Defense launched this initiative to consolidate common services.

(3) J6 expanded Mobile information technology in FY 20. It:

(a) Upgraded over 9,000 devices to iOS 13, which required refreshing 

over 3,000 iPhone 6s. 

(b) Added Microsoft O365 business applications to the DLA App Store, to 

include Skype for Business, Microsoft Teams, Authenticator, and OneDrive. OneDrive was 

added to ensure Security Technical Implementation Guide (STIG) compliance. It permits mobile 

devices to transfer photos without third party software.

(c) Supported implementation of DLA Disposition’s SnapTrack 

application and hosted it in the DLA App Store. Coordinated with the Program Management 

Office for updates and ensured iOS 13 compatibility.

(d) Received and piloted over 700 ruggedized Dell Tablets for the DLA 

Distribution Warehouse workforce.

(4) Modernized Enterprise Service Desk

(a) Completed user acceptance testing of the Amelia artificial intelligence 

solution and resolved issues and defects. Over 60 DLA testers participated, including 508 

compliance testers. Over 1,900 sessions were initiated with 1,302 (68%) handled entirely by 

Amelia. 

(b) Obtained approval from the DoD Office of People Analytics to 

conduct voluntary customer surveys with Amelia. 

(c) Enabled employees to use Amelia. Achieved minimum viable product 

for Amelia Chat and initial/full operating capability for the Amelia production environment. 

Successfully completed Amelia initiation protocol and border controllers testing. Achieved 

minimum viable product for Amelia Voice on September 25, 2020. Amelia will be DLA 

customers “first contact” for information technology support.
(5) Completed local area network consolidations at 52 sites in accordance with 

DoD Joint Regional Security Stacks (JRSS) guidance. JRSS provides network security 

capabilities. It will improve support to customers and increase security while streamlining the

network’s footprint. It is centralized into regional instead of locally distributed architectures. The 

team also completed technical local area network refreshes at 17 sites.

(6) Completed pilot testing for Microsoft Teams and coordinated issue resolution

with Microsoft. Implemented Microsoft Teams for over 17,000 thick client devices and DLA’s 

virtual desktop infrastructure environment. Supported DoD’s COVID-19 Telework Taskforce 

solution by providing access for approximately 2,000 DLA end users.

(7) For CAC-PIV Modernization, we continued to streamline identity and 

improve operational interoperability. By July 31, 2020, DoD's Personal Identity Verification 

(PIV)-Authentication certificate will become the standard for accessing DoD information 

technology on the Defense Department’s NIPRNet. 

(8) Upgraded the Enterprise Business Systems portal for 27,000 internal users and 

80,000 external users.

(9) Revitalized Organic Defense Manufacturing 

(a) In December 2019, DLA Research & Development (J68) and the 

Missile Defense Agency co-led a defense manufacturing conference themed “Defense 

Manufacturing Focused for Warfighter Dominance.” Lt. Gen. Darrell K. Williams spoke, as did 

senior leaders from the Office of the Secretary of Defense and military services. Topics included 

best practices, funding opportunities, and the manufacturing innovations. 

(b) In February 2020, representatives from DLA Research & Development 

joined representatives from DLA Technical Quality, the military services, and the Office of the 

Secretary of Defense to kick off the Joint Additive Manufacturing Acceptability project. The 

project is meant to standardize selection criteria for additive manufacturing candidates, common 

data sets, and qualification criteria.

(c) In March 2020, the DLA Research & Development Subsistence and 

Small Business Innovation program collaborated on an effort to sue pulsed plasma effort to 

disinfect personal protective equipment.

b. Global Posture

(1) Throughout FY20, J6 maintained 24 x 7 global network operations, providing 

above 99% network availability during the fiscal.

(2) The Contingency Information Technology Operations (CITOPS) team 

deployed the mobile command vehicle to Lorton, Virginia, in late March 2020 to ensure

continuity of operations. In addition, CITOPS personnel were activated at the home station as 

part of the DLA Rapid Deployment Team Blue to support U.S. Army North from March to May 

2020. Due to the pandemic, the normally busy exercise season (March-June) was cancelled.

c. Strong Partnerships

(1) The Defense Medical Logistics Standard Support-Wholesale acquisition 

authority and program responsibility transitioned from the Defense Health Agency to DLA. 
Also, DLA Information Operations extended electronic catalog to the Department of Veteran’s 

Affairs, with over $30M in sales to date.

(2) FedMall completed the General Services Administration (GSA) corridor, 

which provides a sales avenue and MILSTRIP order functionality for GSA contract items.

(3) The Subsistence Total Order and Receipt Electronic System (STORES) team 

joined J6 Tech Accelerator and the chief data officer to program manually intensive processes 

with robotic process automation. 

(4) Provided cybersecurity support for the DLA Azure DoD Region to the Azure 

Government Region initial planning and migration project. Effective project planning has 

enabled DLA to begin the authorization process for the Azure Government test region on 

September 1, 2020. Microsoft proclaimed this project will save 48% of DLA’s current 

expenditures.

d. Whole of Government

(1) Critical COVID-19 Support 

(a) Provided IT equipment for mass telework. 

In March 2020, Technology Foundation Services sustained mission 

essential information technology and communication equipment to enable over 25,000 DLA 

employees to telework. During the initial phases of mass teleworking, Enterprise Infrastructure 

Services (J64) forecasted and resolved equipment problems. Technology Foundation Services 

conducted weekly, bi-weekly, and monthly physical inventories of thick clients, UMCs, iPhones, 

keyboards, mice, and CAC readers to ensure sufficient quantities existed. There were 18,656 

thick clients, 8,886 UMCs and 9,678 iPhones in use during the maximum telework period of 

March 15 through June 15, 2020.

(b) Expanded VDI environment and critical network services for sudden 

increased telework.

VDI average daily usage increased from 12,000 to 15,000 DLA users 

worldwide. Worked with the virtualization team to find resources to accommodate 350+ users to 

support DLA’s guidance for maximum telework. Created connection and troubleshooting guide 

for users. All VDI images were kept current with security patches and third party software. In 

standing up the Lorton, Virginia, backup site, discovered the SIPR zero clients were unable to 

pull configurations because the SIPR Wyse Device Manager (WDM) server was not functioning 

properly. The VDI team assisted the WDM team, troubleshot onsite, restored services to the 

server, and made the Lorton site functional.

(c) In February 2020, DLA Research & Development executed DLA’s 

first Other Transaction Authority award in support of Whole of Government COVID-19 

acquisitions. 
(2) Contingency IT Support

(a) In the first quarter, led troubleshooting efforts for satellite service 

restoration of DLA IT capabilities in Afghanistan. Resulted in full-service restoration and 

collaboration enhancements with the Army tenant.

(b) In the second quarter, enabled satellite connectivity for two exercises 

at Camp Humphries, South Korea. The team ensured DLA could provide contingency IT 

responses and train technicians.

(c) In the fourth quarter, provided portable land mobile radio frequency 

assignments for the CITOPS land mobile radio used for Hurricane Laura.

(3) Enterprise Business Standards Office (EBSO) expanded support to other 

federal agencies.

(a) Started a DoD Supply Data dictionary. The dictionary standardizes

data elements across end-to-end processes, reducing business systems footprint and redundancy.

(b) EBSO collaborated with the Office of the Secretary of Defense to 

define new business rules that increased the accountability of weapons in the DoD, removed

obsolete process and procedures, and improved audit readiness.

(c) In support of Office of the Secretary of Defense data collection and 

reporting, migrated the U.S. Department of Agriculture and DLA Troop Support from local to 

official Department of Defense Activity Address Codes (DoDAACs). This effort will eliminate

an audit risk by April 2021, when 47,000 local DoDAACs will be marked for deletion.

(4) Completed a Contingency Corridor and Store in FedMall that provides small 

business government contractors with an avenue to purchase non-medical PPE so they can 

continue supporting government missions. Currently working on implementing a way for state 

and local governments to purchase non-medical PPE. 

(5) In February 2020, DLA Research & Development hosted an “Emerging 

Technology Forum” with defense, civilian, and industrial partners to collaborate on innovation 

efforts. The forum was hosted at the U.S. Army Corps of Engineers’s Humphreys Engineering 

Training Center and featured government and industry leaders representing the American 

Council for Technology-Industry Advisory Council.

(6) Received authorizations for Procurement Integrated Enterprise Environment -

Common Operating Environment (PIEE-COE) which allows DoD to deploy procure-to-pay 

capabilities.

e. Always Accountable

(1) Cost/Budget Consciousness 

(a) There was an $85.1M reduction to the PBR21 FY20 baseline in 

support of Defense-Wide Review reductions ($36.3M), DLA directed 5% reductions ($26.1M), 

Service Requirement Reductions ($6.7M), and Reform Team reductions ($16M).

(b) Successfully reduced J6 Full Time Equivalents by 62 (3.2% reduction) 

as required by the Defense-Wide Review.
(2) Substantially improved FY20 corrective action plans and Provided by Client 

timeliness. The projected closure rate is 75% versus 43% in FY19. Provided by Client on time 

responses were 83% compared to 39% in FY19.

(3) In the second quarter, Network and Telecom Services (NTS) participated in 

Joint Mission Assurance Assessments in Columbus, Ohio, and Tracy, California. These 

assessments focused on cybersecurity. The team mitigated findings within the required 

timeframe and incorporated lessons learned. Additionally, in the third quarter, Network and 

Telecom Services assessed the security of DLA facility in Lorton, Virginia. 

f. People and Culture

(1) Enhanced User Capabilities

(a) Completed video teleconference refreshes to enhance and standardize 

DLA’s capabilities to communicate. Supported 9,224 video teleconferencing meetings/events. 

(b) Upgraded circuits at four sites and created a fiber path for a new circuit 

at Fort Benning. Refreshed network and telecommunications equipment to increase security 

while enhancing capabilities. 

(c) Provided radio frequency assignments for 17 teams/sites. 

(d) In the first quarter, migrated Defense Automatic Addressing System

virtual private networks from legacy devices to Enterprise Telecommunications Network

DeMilitarized Zone and Datacenter F5.

(e) In the second quarter, completed the SIPR firewall technical refresh 

and the technical refresh for 802.1x F5 load balancers. Converted radios at Red River from VHF 

to UHF. Also performed flashed upgrades for radios at New Cumberland, Tracy, Red River and 

Columbus.

(f) In the third quarter, completed and tested the Pulse Secure hardware 

technical refresh. Pulse Secure will replace Juniper as the new VPN client. Also, upgraded the 

VTC Web Real-Time Communication infrastructure allowing access to VTCs from internal and 

external users. Deployed the capacity to support 500 concurrent connections. 

(g) In the fourth quarter, installed Army Navy/Portable Radio 

Communications two-way radios at DLA Tracy, which will ensure security and resilience for our 

customers. Installed the uninterruptible power source for the Agency Synchronization Operations 

Center.

(h) Reduced management domains from 17 to 10, which lowered licensing 

costs and streamlined management. 

(2) Wrote the “IT Readiness for COVID-19” article on DLA Today to provide 

DLA users with a consolidated platform containing IT information for use during mass telework. 

The site is updated often and includes information about trending topics, IT devices and 

equipment, network, cybersecurity, DLA accounts, and additional resources. 

(3) Workforce Transformation 

(a) Established the J6 Connect2Connect Program to enhance engagement 

between senior leaders and the workforce.
(b) Established the J6 Internal Rotation Program to enhance employees’ 

knowledge, build relationships and breakdown organizational barriers.

(c) Established the J6 Mentorship Program to encourage personal 

development for both mentors and mentees.

g. Enterprise Enablers (Innovation, Data Management, Technology and Cybersecurity)

(1) Defense Automatic Addressing System (DAAS) - Transaction Services

DAAS processed an estimated 7.1 billion transactions for the DoD, Federal 

Civilian, State/Local and Commercial Organizations.

(2) FSLogix Implementation

(a) FSLogix is a next-generation application platform that reduces the 

hardware, time, and labor required to support virtual desktops. Microsoft owns it and partners 

with Amazon Workspace, VMware, Citrix and Red Hat vendors.

(b) Provided caching capabilities for products/services to minimize user 

disruptions and improve application capabilities.

(c) Enabled Outlook Cached Exchange Mode in XenApp/XenDesktop.

(d) Solved user profile issues and eliminated folder redirection in 

VDI/XenApp.

(e) Enabled Office 365 OneDrive for Business, Windows Search Index,

and the ability to deploy Microsoft Teams in VDI.

(f) Completed the migration of all CONUS VDI users on June 1, 2020.

(3) Operational Technology Network Expansion

(a) Current Physical Status

There are seven sites in production – Columbus, Ohio; Richmond, 

Virginia; Dayton, Ohio; Tracy, California; New Cumberland, Pennsylvania; Philadelphia, 

Pennsylvania; and Red River, Texas. There are planned purchases for eight additional sites and 

one site refresh - San Diego, California; Tobyhanna, Pennsylvania; San Pedro, California; Pearl 

Harbor, Hawaii; Yokoska, Japan; Albany, New York; Anniston, Alabama; Aberdeen, Maryland; 

and Columbus, Ohio (refresh). 

(b) Deployed five applications across nine sites with additional sites 

scheduled. 

(c) In support of the FY17 National Defense Authorization Act, Section 

1653 to achieve comply-to-connect (zero trust) capabilities, DLA obtained licenses from DISA 

to deploy the Forescout monitoring software, which is being tested in Columbus, Ohio. In 

addition to comply-to-connect capabilities, the software allows us to identify and monitor edge 

devices on the operational technology network. We have identified over 15,000 endpoints.

(d) Authority to operate has been granted and the following security 

documentation is being generated – Security Awareness and Training, Physical and 

Environmental Protection Plan, System and Services Acquisition Plan, Maintenance Plan, and 

the System and Communication Plan.
(4) VDI Azure Migration 

(a) Decided Azure was the only suitable environment to host our VDI 

environment. A proof of concept was built.

(b) Upon completion of the proof of concept, the Chief Technology Office 

began testing.

(c) The Azure VDI POC had 548 testers and 226 unique users. Primary 

testing occurred during maximum telework, with limited testing onsite. Observed an average 

increase of about 20ms network latency compared to the on-premises VDI environment.

(d) Feedback based on Better/Same/Worse criteria was primarily better 

and same. The proof of concept was successful, and we proved we could host DLA Desktops in 

Azure. On April 30, the chief information officer gave the order to start building the Azure 

environment for VDI. The VDI team is in the beginning stages of the project. 

(5) Data Management & Predictive Analytics 

(a) Enterprise Data Warehouse Big Data –

Successfully transitioned EBS Warehouse Nearlining solution from legacy 

platform to Hortonworks Hadoop Data Lake platform. Implemented new portal links to support 

COVID-19 DoD/FEMA efforts; Qlik upgrade for enhanced visualization capability; and SAS 

add-on option for Microsoft Excel, PowerPoint and Word documents.

(b) Unicode migrations completed for EBS Product Lifecycle 

Management and EDW Business Warehouse applications.

(c) Enhanced support capability for data transfers between DLA systems 

(Distribution Standard Service, EBS, Hazardous Material Information Resource System) and the 

Services (Air Force, Navy and Marine Corps). 

(6) Cybersecurity 

(a) Developed a cyber-hygiene scorecard in November of 2019 for each of 

the 19 systems identified as mission relevant in Operations Gladiator Shield 2019. The weekly 

scorecard has improved cybersecurity posture.

(b) DLA Phishing Exercise Program showed a 35% reduction in users 

falling for phishing attacks. 

(c) Implemented cyber defense measures to protect telework 

infrastructure.

(d) Integrated new cyber tools such as Tanium, providing DLA with 

advanced threat detection and defense capability.

(e) Completed quarterly Top Ten Scorecard and monthly cyber hygiene 

reporting to the DoD chief information officer to empower effective strategic decisions.

(f) Defined objective, data-driven, and quantifiable measurement/scoring 

of the cyber health posture of DLA critical systems to provide aggregate situational awareness 

and to facilitate risk-based conversations, prioritization, more robust contingency plans, and,

ultimately, improved performance.
(g) Remediated Zero-Day Vulnerability for EBS SAP Applications. 

(h) Conducted security reviews of robotics process automation, artificial 

intelligence & predictive analytics, the Distribution Modernization Program, and the DLA 

Enterprise Dashboard. Reviews are required to deploy these capabilities.

(i) Implemented a continuous monitoring process that reduced the leadtime to authorizations by 33%. Automated the authorizing official risk acceptance and plan of 

action and milestones programs using functionality in the Enterprise Mission Assurance Support 

System. This made the risk management process fully auditable. Eliminating manual and paper 

processes reduced employee labor.

(j) Completed risk management framework package and granted a twoyear authority to operate for energy procurement support tools application suite. 

(k) Authorized the DLA information technology environment to host 

Operational Technology (OT) and conducted security reviews of OT applications in transition. 

The DLA Operational Technology Network initiative is identifying industrial control systems

within DLA and ensuring the cybersecurity of those systems. Implemented Network monitoring 

tools and processes and reduced unknown OT from 917 to 67.

(7) Innovation & Agile Development 

(a) Digital Service Center & Technical Support Services, J62L, 

successfully stood up the Digital Service Center, J62LB, which provides management, guidance, 

and subject matter expertise for stakeholders to leverage Rapid Application Development 

through low code and Development Security Operations (DevSecOps) platforms. 

(b) The DSC, led by the program manager & deputy program manager, 

initially resourced their office with contractor experts to develop initial governance, prototype

software (such as the DSC In-Take Tool and Small Business Office Event Tool), and configure

working group chartering standards. 

(c) Digital Service Center conducted 10 “Roadshow” (lunch and learn) 

virtual sessions on its offerings and capabilities. These sessions were available to the J6 

workforce; from April through August 2020, the center trained over 1,100 attendees. 

(d) Initiated nine procurements for building the Enterprise Platform and 

DevSecOps environments.

(e) On September 22, 2020, awarded/established the ServiceNow software 

licensing contract. This capability supports the Agency’s IT Modernization and Transformation 

initiative by providing platforms and capabilities.

(8) Research and Development 

(a) In March 2020, the DLA R&D Additive Manufacturing program 

operationalized the capability to transfer Technical Data Package submissions to the Joint 

Additive Manufacturing Exchange for COVID-19 related 3D manufacturing capabilities. The 

program leverages relationships with industry, military services, and academia to ensure a robust 

industrial base capable of generating innovative and efficient solutions while maintaining a 

secure and resilient supply chain. Shaping future implementation of this critical emerging 

technology in concert with Office of the Secretary of Defense Directive-Type Memo 19-006,

“Interim Policy and Guidance for the Use of Additive Manufacturing in Support of Materiel 
Sustainment,” required DLA to establish processes and procedures for integrating additive 

manufacturing into the supply chain.

(b) Defense Logistics Information Research supported J3/J6 Tech Data 

Transformation, DoD Digital Engineering Strategy, and DoD Digital Modernization Strategy by 

exploring technologies and processes to translate and standardize technical data, authorize the 

source of technical data, store and secure technical data and transmit/share technical data. 

Completed research identifying criteria for vetting technical data package 2D to 3D model-based 

format conversions. Completed an actionable business case and strategy that allows DLA to 

identify when and how to convert legacy technical data packages, as well as the capability to 

procure parts using digitized 3D technical data, and to identify commercial viewers that provide 

the ability to view multiple data formats.

(c) For Battlefield Subsistence Innovation, Supply chain management 

supported emergent requirements by investigating and applying new tools and technologies such 

as the Advanced Thermoelectric Heater which provides a safe, mid-range heating solution for 

use in the field through advanced thermoelectric power generation technology. Supply chain 

management also partnered with the J68 Technology Acceleration Team to support advanced 

manufacturing of COVID-19 face shields, and continued collaboration with industry and 

academia to develop capabilities, processes and guidelines for blockchain. Lastly, supply chain 

management partnered with Defense Advanced Research Projects Agency to transition its

Lagrange simulator project to the DLA Analytics Center of Excellence.

(d) FY20 Subsistence Network (SUBNET) conducted feasibility studies of 

laboratory plasma technologies in PPE for rapid in-between disinfection of equipment and for 

meeting industry COVID-19 demands. Developed innovative approaches to extend shelf life of 

fresh fruit and vegetables. Designed a food ration supplement with high nutritional value to boost 

caloric intake in high-intensity operations. Developed a technology to provide the warfighter 

with an optimized device to heat, hydrate, and purify water for meal cold weather rations on the 

go. Identified failure mechanisms of polymeric packaging material in conventional packaging 

materials, reducing Meals Ready to Eat weight, volume, waste and cost. Developed and tested 

Horizontal Form Fill Seal menu bags aiming to reduce packaging waste, footprint and cost. 

Validated the radio frequency sterilization processing technique for two operational rations shelfstable products to reduce hi-temperature.

(e) Weapon Systems Sustainment promoted the development and support 

of a cloud-based testbed for Artificial Intelligence/Machine Learning research. Developed 

algorithms to improve lead-time estimates to support planning and acquisition business 

processes. Explored blockchain technology through a proof of concept for the counterfeit 

detection and avoidance program. Developed market intelligence gathering capability and began 

capability transition into the subsistence process to support acquisition modernization.

(f) Supply Chain Management coordinated with DLA Disposition and

DLA Distribution to work with Small Business Innovation Programs on warehouse 

modernization. Used robotics and mobile applications use to input data directly into the 

Disposition Information Systems.

(g) Nuclear Enterprise Revitalization 

SBIP continued growing and expanding its footprint in FY 2020. The 

program now supports over 100 projects, with a total contract value in excess of $85M. The top 
priority for the program continues to be source development for hard-to-acquire parts from the 

Nuclear, Aviation, Troop Support, and the Land and Maritime supply chains. Additionally, SBIP 

topics supported other DLA R&D programs (Additive Manufacturing, Anti Tamper-Anti 

Counterfeit, Disposition & Distribution, Battery Network, Castings & Forgings, Subsistence 

Network, and Strategic Materials.

SBIP is developing sources for Nuclear Enterprise parts for Nuclear 

Modernization, Force Readiness, and Lethality. The program has over 300 parts on contract –

30% of these have submitted Source Approval Requests, and another 15% (53) are approved for 

procurement. The key weapon systems supported include the AGM 65, AGM 88, F-107 Engine, 

ICBM, TF33 Engine, A-10, B2, B52, H1, H60, Ohio Class Submarines, and the MK48 Torpedo. 

DLA Aviation’s top three concerns for obsolescent parts are Flexible Fuel Cells for the H1, and 

H60 helicopter and the A-10 Warthog. All three are in the certification process within the SBIP 

program.

SBIP efforts with Anti-Counterfeit/Anti-Tamper, and Track and Trace 

technologies will help secure high-risk supply chains, specifically with pharmaceuticals and 

microelectronics. SBIP and DLA Strategic Materials are developing domestic sources of 

strategic resources, to include rare earth oxides, products, and separations technologies.

(h) Metal Manufacturing Breakthroughs

The DLA Research & Development metal casting program focused on 

meeting the military’s evolving requirements for cost and time savings while delivering quality 

parts for the warfighter. The casting projects focused on a wide range of technical focus areas, to 

include improved manufacturing processes, improved metal casting tooling, design and 

simulation tools for predicting performance, nondestructive evaluation and testing, alternative or 

improved materials, and procurement solutions. Currently there are 38 projects within these 

areas. They range from 36 to 60 months in length and are managed using the stage-gate review 

process. 

The DLA Research & Development Forging program neared completion 

of three projects, including the “Streamlining Forging Supply Chains, FORGE-IT, AFCAT and 

MetalFACT” project. This project provides on-site support to DLA Land & Maritime and DLA 

Aviation, hosting workforce development seminars to educate employees working with forgings. 

The project provides on-demand technical problem solving by experts who answer assistance 

requests. The FORGE-IT team works to reduce contract non-performance, waivers, cancelations, 

“no-bids,” and cost to DLA while increasing the number and quality of bidders. The team works 

with the forging industry to build robust supply chain support.

(i) The DLA Research & Development Battery Network program 

prototyped ground system lead-acid batteries with a bipolar design that improves energy 

performance and weight and began working with industry to prototype bipolar designs for 

aviation batteries. The program awarded $9.6M of Congressional Add funds to scale-up solidstate electrolyte production for a safer, high-energy soldier battery technology. Implemented 

manufacturing improvements and validations for key electron tube suppliers and initiated 

projects for “zero-volt” lithium-ion battery design in the major 6T ground format, enabling 

scaling up capabilities in lithium battery deactivation, disposal, and materials reclamation. 

Implemented a new lower cost production capability for CFx, a key ingredient in high energy, 
non-rechargeable soldier batteries, and began testing ultra-violet cured formulations in electrode 

production to provide substantial cost savings in future F-35 Joint Strike Fighter batteries, 

lithium-ion 6T tank and automotive batteries, and rechargeable soldier batteries.

(j) Rapid Acquisition Process

DLA R&D coordinated with DLA Acquisition on a two-year Other 

Transaction Authority (OTA) for Rapid Prototype Production of parts using advanced 

manufacturing processes. The team used a crowdsourcing challenge to identify best candidates 

for the OTA. It obtained the first candidates through Troop Support partners, and we envision 

this as the first step towards rapid manufacturing of non-COVID parts. Elements of the prototype 

include algorithmic pricing (machine learning) to drive faster and cheaper orders, computer 

guided manufacturing processes instead of traditional processes, primarily Computer Numerical 

Control (CNC) machining, and other processes such as sheet metal work, injection molding, 

casting, extrusion, and additive manufacturing. Finally, the team started developing a digital 

infrastructure to support the effort at scale.

In April 2020, DLA R&D and DLA Acquisition used a rapid 

manufacturing prototype contract to deliver 11,000 face shields to NYC first responders. The 

contract was designed to mitigate backorders while acquiring parts quicker and cheaper than 

normal. The acquisition process required a validated laser-cut design capable of being flatpacked and shipped in large quantities. Total execution required less than two weeks (from 

identifying the need to design to finished product in users hands). The effort was coordinated 

with the Joint Acquisition Task Force for use by New York City first responders. Further 

information can be found at: 

(https://www.dla.mil/AboutDLA/News/NewsArticleView/Article/2150550/dla-researchdevelopment-supporting-covid-19-response-with-face-shields-advance/).

(k) Knowledge-based Approach to Sustainment

The Military Unique Sustainment Technology (MUST) program is 

addressing Government Accountability Office recommendations to establish a “knowledge based 

approach” to developing and acquiring combat uniforms and individual equipment. MUST has 

developed digital models for military technical data requirements. These models can be easily 

and automatically adopted throughout the supply chain to ensure requirements are accessible and 

accurately communicated. The technology is critical building to a model based enterprise.

(9) Distribution Modernization Program

(a) Warehouse Management System (WMS) achieved an 18% success rate 

with Business Process Re-engineering (BPR) in the areas of yard management, transportation 

planning, stow and inventory, thus increasing the utilization of standard “out of the box” SAP 

software. The WMS Corpus Christi Pilot is operating at 34% of eleven functional areas. 

Receiving and Stow have a planned release of Q4 FY20.

(b) Completed the pilot for voice technology at DLA Distribution Center 

San Joaquin. DLA Distribution Center Susquehanna, the second of the eight sites, has completed 

two of three phased releases.
(c) The initial Real Time Location System site, DLA Distribution Center 

Red River, completed initial fielding. Development and planning for the second site, DLA 

Distribution Center Anniston, is complete and awaiting COVID-19 restrictions to be lifted before 

initial fielding.

(d) The Enterprise Resource Platform migration project applied lessons 

learned from WMS contracting to its acquisition strategy. The initial contract is expected to be 

awarded in Q4 FY20, which will kick off the first phase. Acceleration of the IT modernization 

effort was also approved for FY 20 and FY 21.
Defense Logistics Agency

DLA Acquisition (J7) 

Fiscal Year 2020 Historical Report
1. Introduction

This DLA Acquisition Historical Report is a narrative summary of the events and actions J7 took 

over Fiscal Year 2020 (FY20) to execute its mission of sustaining Warfighter readiness and 

lethality by delivering proactive global acquisition solutions in peace and war. The report is 

written around J7 initiatives included in the DLA Strategic Plan and the J7 Acquisition Road 

Map, a strategic planning document that J7 has developed and updated each year since 2015, to 

guide organizational actions and remind employees of the J7 intent of maintaining “deliberate 

focus on executing the right things, the right way, for the right reasons.” In addition, this report 

highlights the role J7 played in supporting the DLA, DOD, and Whole of Government response 

to the COVID-19 pandemic. 

2. Organization

a. DLA Acquisition (J7) is comprised of three distinct organizations:

(1) J7 Headquarters

DLA’s Acquisition Directorate and staff element. Responsible for providing 

guidance and oversight of DLA’s acquisition workforce and procurement system. Provides 

support to J7 Director and Deputy Director to carry out their executive functions, including 

Senior Procurement Executive (SPE), Component Acquisition Executive (CAE), Head of the 

Contracting Activity, Senior Services Manager (SSM), Competition Advocate and Enterprise 

Business Cycle Owner (EBCO).

(2) DLA Contracting Services Office (DCSO)

One of two operational components of J7. Supports internal Agency business 

operations through contracting capabilities. Responsible for planning, organizing, directing, and 

managing procurement and contract administration for the acquisition of highly-specialized 

Electronic and Communication Services, Research and Development, Logistics Management 

Services, Knowledge-Based Services, Facility Related Services and Financial Management 

Services, and materials in support of DLA internal operations and to other federal agencies.

(3) DLA Strategic Materials: 

One of two operational components of J7. Operates the Defense National 

Stockpile and supports U.S. Government efforts to decrease dependence upon foreign sources for 

strategic materials in times of national emergency. Provides for acquisition and retention of 

stockpile materials; conversion and upgrade of stockpile materials to prevent obsolescence; 

development and qualification of domestic sources of strategic materials; recycling of strategic 

materials from end-of-life government items and disposal of excess stocks for operational 

funding.
b. The J7 organizational structure and current leadership is depicted below:

c. FY20 Organizational Changes: 

While there were no changes to the J7 organizational structure during FY20, there were 

several adjustments to supervisory and management authorities:

(1) Ms. Betty Hoapili, the former J71 Chief, departed DLA in March 2020 to take 

a position with the Department of Education. Ms. Kim Villarreal assumed the J71 Division Chief 

role, in addition to her role as ASG Chief. 

(2) The Strategic Materials contracting division was realigned under DCSO, with 

DCSO providing reimbursable support to Strategic Materials for contracting actions related to 

their materials acquisition program. 

(3) J7 increased the number of active military assignments from four to six. Col 

Jim Wilkie, who had served as J7 Chief of Staff since February 2019, was reassigned to DLA 

Energy, CDR Sylvester Brown and LCDR Lamont Brown moved on to their next assignments 

and Col Jack Nemceff retired. Joining J7 during FY20 were CAPT Robert Keating (J7 Chief of 

Staff), Col Mike Hansen (J73 Deputy), Col Daniel “Stu” Stupinski (J76 Deputy), LCDR 

Jonathan Leung (J73), LCDR Joey Lanclos (J78), and Major Anthony Sabellico (ASG).

(4) As a result of from the Defense Wide Review (DWR) 1.0 decisions, J3 and J7 

agreed to transfer Expeditionary Contracting Cadre from the Joint Contingency Acquisition 

Support Office (JCASO) to J73. J73 will maintain responsibility for their functions and use them 

to perform other acquisition operations. The personnel officially transferred to J7 on October 1, 

2020.
e. J7 Presence: J7 has personnel across the United States:

3. Key Personnel

J7 key personnel include the Executive Leadership Team (Director, Deputy Director, and Chief 

of Staff), J7 HQ Division Chiefs, the Director and Site Leads of DCSO, the Strategic Materials 

Director and Deputy Director, the DLA Ombudsman and the DLA Warstopper Program 

Manager. Key personnel and their dates of tenure are depicted below:

Name Current Position With J7 

Since:

Matthew Beebe J7 Director (2014 to Present) 2014

Roxanne Banks J7 Deputy Director (2014 to Present) 2014

Col James (Jim) Wilkie J7 Chief of Staff (Mar 2019 to Jul 2020) 2019

CAPT Robert “Bob” 

Keating

J7 Chief of Staff (Jul 2020 to Present)

Kim Villarreal Chief, ASG/J71 (Jul 2018/Mar 2020 to Present) 2007

COL Angela Wannamaker Chief, Business Office (Jun 2017 to Present) 2017

Betty Hoapili Chief, J71 (Jul 2017 to Mar 2020) 2017

Kathy Hammer Wells Chief, J72 (Jul 2013 to Present) 2010

Joy Mullori Chief, J73 (Sep 2012 to Present) 2012

Glenn Starks Chief, J74 (May 2009 to Present) 2007

Rusty Wells Chief, J76 (Jun 2014 to Present) 2008

Col Jack Nemceff Deputy Chief, J76 (May 2019 to May 2020) 2019

Mickey Zayas Chief, J78 (Aug 2013 to Present) 2001

Tim Stark DLA Ombudsman (May 2018 to Present) 2008

Luis Villarreal Warstopper PM (May 2004 to Present) 2001

Lillian Gardner Director, DCSO (Apr 2010 to Present) 2010

Joe Marquis DCSO-P Site Manager (March 2014 to Present) 2011

Steven Resweber DCSO-FRC Site Manager (March 2014 to Present) 2014
Ronnie Favors Director, DLA Strategic Materials (Mar 2010 to 

Present) 

1988

Eric Mata Deputy Director, DLA Strategic Materials (Aug 2016 

to Present)

2014

4. Total Personnel:

On-Board/ 

Authorized

HQ DCSO SM

Civilians 282/294 73/76 148/153 70/72

Active Duty Military 3/6 3/6 0 0

Active Reservists 2 2 0 0

Contractors 15 13 0 2

5. Historical Narrative

a. 2020 Enterprise Business Summary

J7 Headquarters provides oversight and guidance to enable effective operation of the 

DLA Acquisition Enterprise. The size and scope of that enterprise is reflected in the agency’s 

overall procurement activity, primarily through contract obligations and contract actions. In 

FY20, DLA obligated $41.6B and issued 3.3M contract actions, representing 5% and 12.8% 

decreases from FY19. Decreases in obligations in the hardware supply chains were primarily a 

result of Agency efforts to manage obligation authority and cash position. Increases in 

obligations in the DLA Troop Support supply chains were the result of COVID support, 

including assisted acquisition requirements for the Department of Health and Human Services.

Other significant enterprise procurement metrics include a Small Business obligation rate 

of 40.1%, which exceeded the FY20 OSD Small Business goal of 32.36%. This was the agency’s 

first year exceeding 40% and its eighth consecutive year exceeding the OSD goal. Total DLA 

Small Business obligation (over and above eligible Small Business contracts was $15M, the third 

year in a row exceeding $15M. AbilityOne obligations for FY20 were $402.5M. DLA competed 
67.6% of obligated dollars and 91.23% of actions. DLA continues to be the DOD leader volume 

and speed of supply commodity procurement. DLA awards nearly six times the contract awards 

of all the Military Services combined. 

b. J7 Culture & Climate

DLA Acquisition has an established a robust Culture & Climate Program through which 

the organization builds its strategic plans and drives organizational and process improvement, 

using the Denison model as a foundation. The program is led by the J7 Culture Champion, 

supported by the J7 Project Management Office Lead and contractor master black belt support. 

The Culture Champion leads the Acquisition Culture Climate Team, which is comprised of 

Acquisition Culture Climate Agents who represent the divisions, DCSO, and Strategic Materials.

Results from the FY18 Denison survey showed a dramatic increase in DLA Acquisition’s 

workforce perception of its performance capability from the FY16 survey results, with a 

performance mean capability (culture) score of 91 out of 100 across 12 traits, an average increase 

of 21 points from 2016 results. That marked the third consecutive biennial Denison survey to

reflect an upward trend, and places DLA Acquisition within the range of high performance 

organizations according to the Denison model.

In FY19, the J7 Acquisition Culture & Climate Team (AC2T) ran the second internal 

culture and climate (C2) Strengths-Weaknesses-Opportunity-Threats (SWOT) survey on an oddyear biennial basis to supplement the even-year Denison culture surveys, conducting 94 

interviews across J7 Headquarters, DCSO, and DLA Strategic Materials. As part of the survey, 

the AC2T developed a climate circumplex metric tool comparable to the Denison culture 

circumplex tool. The tool measure 15 climate traits not addressed by the Denison survey to 

obtain a baseline of the DLA Acquisition workforce’s perception of climate. Results from the 

SWOT survey showed a number of areas requiring attention that the Denison survey 

missed. Overall, the J7 Enterprise achieved an esprit de corps (climate) baseline mean score of 

64 out of 100, placing it in the proactive/strategic level of high performing organizations.

The results from the AC2T survey and feedback from J7 organization focus group 

sessions led to the development of AC2RM 2.0 for 2020 – 2021. This bottom-up input, combined 

with top-down input from the DLA FY20 Strategic Plan Implementation Guidance, led to J7’s 

development of ARM 4.0 draft for 2020 – 2021, with seven goals and twenty objectives and the 

J7 FY20 Dynamic Operating Plan with 42 initiatives.

c. J7 Acquisition Roadmap (ARM)

In addition to the DLA Strategic Plan and J7 Dynamic Operating Plan, DLA Acquisition

is guided by the internally developed Acquisition Roadmap (ARM). The roadmap lays out J7 

priorities and initiatives. It complements the DLA Strategic Plan and includes all Director 

Imperatives, J7 initiatives from the Strategic Plan Implementation Guidance (SPIG), and J7 

developed initiatives in DLA Acquisition’s Dynamic Operating Plan. The first ARM was created 

in 2015; ARM 3.0 was published in June 2018. ARM metrics are maintained in the ARM 

Dashboard, a centrally maintained electronic dashboard accessible to all J7 employees that 

provides current status of ARM metrics. The J7 leadership reviews the dashboard with J7 

management and responsible parties quarterly. The ARM will be revised as the DLA Strategic 

Plan evolves under VADM Skubic.
d. COVID Impacts of J7 Culture & Climate

As it did for all DLA organizations, COVID had a significant impact on the J7 

workforce, as personnel had to quickly adapt to an all virtual environment for both 

communication and collaboration. Because many J7 personnel are already geographically 

dispersed and regularly utilized telework, the majority of the J7 workforce transitioned more or 

less seamlessly to the new environment, utilizing tools such as Skype to maintain regular 

communications and collaborate on work products. The J7 leadership team relied on the 

webRTC virtual meeting for staff meetings and other significant meetings. The J7 leadership 

team regularly emphasized the need to maintain an appropriate work-life balance, as the 

traditional separation between the two was virtually erased through maximum telework and the 

additional pressures of supporting the COVID response, along with the demands of supporting 

virtual school and caring for extended family for many. To maintain personal connections, J7 

distributed a regular newsletter with pictures and information of J7 staff “at work,” as well as 

pictures of staff highlighting their families, hobbies and life events that occurred during the 

pandemic.

e. Combined Federal Campaign (CFC) Lead for the Agency

DLA J7 led the DLA HQC 2019 Combined Federal Campaign for the National Capital 

Area (NCA). DLA HQC exceeded the Agency goal with over $274,000 in pledged giving. DLA 

HQC won the Impact Award and the 100% of Goal Award for meeting its giving goal. 

Individual gifts averaged over $949 per giver – an increase of more than $100 from 2018.

Additionally, the campaign was named Outstanding Campaign for medium sized Department of 

Defense (DoD) Agency and won the Innovation Award for organizing a consolidated campaign 

for all tenants of the HQC. Overall, the campaign won a total of 10 awards at the DoD level and 

an additional two awards at the NCA level. Strategic Materials’s Kevin “Watt” Lough served as 

Campaign Manager. 

f. J7 COVID-19 Support

(1) Establishment of the J7 COVID Team and Key Reporting: 

The J7 leadership team mobilized in early March, as soon as it became clear that 

DLA would play a key role in providing acquisition execution, direction, and guidance to the 

agency for COVID matters. The leadership team met daily to integrate all aspects of J7 activity; 

those daily calls lasted until June. 

J74 led efforts to assess COVID impacts on DLA’s industry partners, issuing a 

survey in late March to all DLA suppliers, requesting that they report impacts from state and 

local (and in some cases global) shutdowns and COVID cases within their workforces. The

survey became the basis for the Industry Impact Report that DLA provided to Ms. Lord and 

other Defense Department leaders throughout the pandemic. The report illustrated impacts and 

trends affecting the DLA Defense Industrial Base and included information on company closures 

and reopenings, layoffs, and impacted DLA due-in contracts. 

J76 provided daily contract action tracking for contracts coded in the Federal 

Procurement Data Systems-Next Generation (FPDS-NG) as in support of or impacted by 
COVID. FPDS-NG reported data serves as the authoritative government source for contract 

actions and obligations and was referenced by Department leaders in Congressional testimony 

and interactions, media products and engagements, and for use in audits performed by the GAO 

and DODIG. As of October 1, 2020, DLA had issued 21,502 actions in the amount of 

$2,033,585,905.71 in support of COVID related activities, $1.66B (80%) of which was awarded 

to Small Businesses. J76 also ensured posting of COVID related messages to industry on 

DIBBS/DLA Website, to include information to suppliers interested in providing PPE, COVID 

resources for Small Businesses and notifications from the Department concerning DIB 

contractors being considered part of the essential critical infrastructure workforce (and therefore 

exempt from state and local “lockdowns”). 

J72’s policy office worked closely with Defense Pricing and Contracting to 

provide guidance to DLA contracting activities on Department level initiatives, specifically as it 

related to the Coronavirus Aid, Relief, and Economic Security (CARES) Act and the impact on 

defense contracts and contractors. 

The Acquisition Support Group (ASG) worked closely with the DLA COVID 

Task Force and other DOD groups to satisfy the continuous “thirst for information,” as well as 

answered questions and requests for information for COVID related GAO and DODIG audits, 

and supported numerous meetings and correspondence with Congressional members and staffers.

(2) DLA Support to the Joint Acquisition Task Force (JATF) and Defense 

Production Act Task Force:

Ms. Lord established the COVID-19 Joint Acquisition Task Force (JATF) on

March 25, 2020. Led by Ms. Stacy Cummings, the Principal Deputy Assistant Secretary of 

Defense, Acquisition Enablers, the JATF included acquisition professionals and medical experts 

from the Military Departments and DoD Agencies, and served as the single entry point to the 

DoD acquisition enterprise. The JATF leveraged existing DoD authorities, tools, and skillsets to 

provide assisted acquisition to the Department of Health and Human Services (HHS) and the 

Federal Emergency Management Agency (FEMA) in response to the COVID-19 public health 

emergency. The J7 Deputy Director, Ms. Banks, was the primary DLA representative to this 

group and participated in weekly meetings between March and September, providing updates on 

DLA activities, particularly the acquisitions that were executed by DLA Troop Support in 

support of HHS and FEMA. 

J7 also provided personnel support to the Defense Production Act Title III Task 

Force, which was charged with evaluating and awarding contracts for industrial expansion 

projects, with the intent of expanding domestic capability for critical health resources in support 

of the nation. Sharon Croll, a J78 team member, and Robert Callaghan, a J74 support contractor, 

were detailed to the Task Force for approximately six months, and worked on projects that 

involved scaling up the domestic industrial base for increased N95 mask production capacity, 

increased swab manufacturing capabilities for use with the FDA-approved five-minute COVID19 tests, increased commercial production capacity for saline solutions for dialysis and IV 

injections, domestic sourcing for active pharmaceutical ingredients used to make generic 

medications, industrial scale-ups for vaccination delivery systems, and domestic sourcing for 

ventilator consumables.
(3) Donations:

As the country mobilized to support the nation’s PPE needs, several commercial 

companies approached DOD and DLA with offers to donate material. Because the government 

cannot accept free goods or services from contractors, J7 worked with DLA General Counsel and 

the Office of the Undersecretary of Defense for Acquisition and Sustainment to be able to accept 

donations from commercial entities. Offers were received from Ford Motor Company, AnheuserBusch, Cardinal Health, and Boeing. J7 worked with J3 and the MSCs to determine if there was 

a need for the items and helped write the acceptance memos that Ms. Ellen Lord, Under 

Secretary of Defense for Acquisition and Sustainment, signed. 

(a) The Ford Motor Company made a donation offer of 200,000 protective 

non-medical grade face shields to the DOD. These face shields could be used by military 

members around the world as additional protection against the spread of COVID-19. Ford Motor 

Company shipped a portion of the shields directly to Warfighters while others were sent to the 

DLA Distribution Center in Susquehanna, PA. 

(b) Anheuser-Busch made a donation offer of over 80,000 bottles of hand 

sanitizer to the DOD. Due to limited availability of hand sanitizer, J7 worked with DLA Troop 

Support to identify multiple medical facilities in the United States, Europe, and Japan that had a 

need for the product. 

(c) Cardinal Health made a donation offer of 1.44 million gowns that did 

not meet the requirements for medical use. Boeing made donation offer of 5,000 non-medical 

grade face shields. Due to multiple concerns, a determination was made that the donation offers 

from Cardinal Health and Boeing would be sent to HHS and FEMA for acceptance.

(4) FedMall PPE Corridor:

J7 worked with J6 to create a “corridor” within the existing FedMall Marketplace 

for small business contractors to purchase non-medical PPE for use on government installations. 

The corridor acts as a platform for small businesses to source commercial non-medical PPE from 

vendors. It was developed in response to the expressed need off defense contractors to be able to 

source non-medical PPE for use by their employees to continue producing on defense contracts. 

DLA partnered with OSD Office of Small Business Programs, OSD Industrial Policy, and 

industry associations to solicit both vendors and customers. The corridor has 30 vendor catalogs

offering 1,140 products. The offerings include cloth face masks, hand sanitizer, disinfecting 

wipes, protective gloves, gowns, face shields, thermometers, signage, and other social distancing 

aids for the workplace. The FedMall PPE Corridor was promoted for use by small business 

contractors, as well as state and local entities, in various forums.

(5) PPE Information Days: 

At the request of the JATF, DLA organized and hosted PPE Information Days on July 14-15, 

2020. The event, which was coordinated with and had participation from interagency partners, 

was hosted virtually and broadcast to over 500 participants. The goal was to provide current and

potential suppliers an understanding of current and future demand for PPE from across multiple 

sectors of the economy, including the U.S. government and trade associations representing the 
medical and non-medical industry. The event’s speakers, which included Ms. Cummings, Ms. 

Banks, and Mr. Beebe, facilitated a dialogue between industry and the government participants 

that explored how a more coordinated demand signal for PPE could better support industry’s 

long-term plans for producing and investing in domestic capabilities. The target audience was 

current and potential domestic producers (end-items as well as sub-tier suppliers) and consumers, 

namely major industry trade associations and hospital/medical network representatives. The 

event generated interest and provided information on gowns that DLA Troop Support would go 

on to award on behalf of HHS in early September.

(6) Gowns Procurement: 

DLA and HHS entered into an Interagency Agreement (IAA) for DLA to procure 

disposable and reusable isolation gowns to replenish the Strategic National Stockpile. While the 

contracts were executed by DLA Troop Support Clothing & Textiles, Ms. Banks and J73 

personnel were engaged in the acquisition strategy and evaluation of offers. Noting the high 

degree of foreign dependency for PPE, the Defense Department set an objective to strengthen 

domestic industrial capability with this procurement. 

Under the Berry Amendment, certain textile products are required to be 100% 

domestically produced. When that requirement cannot be met and an award must be made to a 

non-domestic source or a source using non-domestic material, the contracting officer must 

execute a Determination of Non-Domestic Availability (DNAD). To bridge the domestic 

capability gap for gowns, DLA Troop Support, acting on guidance from J7 and General Counsel, 

developed an innovative evaluation strategy for gowns that separated offers into three “lots” –

those that were Berry Compliant, those that were Buy American compliant, and those that were 

Trade Agreement compliant. This strategy had never been used before and no statutory authority 

existed for it – under Berry, there is no allowance for partially domestic offers. However, the 

strategy was endorsement by the Joint Acquisition Task Force and Ms. Lord. It illustrated DLA’s 

ability to support Department objectives, meet customer requirements, and adhere to laws and 

regulations. 

In early September, DLA Troop Support awarded contracts for 9,526,000 

reusable gowns and 73,702,000 disposable isolation gowns, totaling $414M, with approximately 

93% of awarded to small businesses. Additional awards may be made in FY21 pending 

requirements and funding from HHS. The awards generated significant critical media attention, 

specifically from the New York Times, and J7 coordinated extensively with DLA Troop 

Support, Legislative Affairs, General Counsel, and J3 to respond to questions and provide talking 

points for OSD leadership. 

(7) J7 Support for Other Significant COVID Acquisitions:

While DLA Troop Support executed contracts in support of COVID, Mr. Beebe,

as Senior Procurement Executive, approved several Justification and Approvals (J&As) for solesource purchases. The first occurred in April when the FDA provided an Emergency Use 

Authorization for the Battelle Critical Care Decontamination Units. DLA Troop Support went on 

to procure 60 units via letter contract, at an estimated cost of $413M (supplies and associated 

service) on behalf of HHS. The units were deployed to locations throughout the country. In 

August, Mr. Beebe approved a J&A for 50 million Rapid Antigen Tests to Abbott Laboratories, 
once again in support of HHS. As of October 2020, 13 million test kits have been awarded via 18 

orders to 62 states/territories, over 26,000 nursing homes, and locations to support the CIA, 

NASA, FEMA, DoD, and White House.

In addition to approving J&As, J73 and Mr. Beebe supported DLA Troop Support 

in issuing Determinations of Non-Domestic Availability for various PPE items, allowing DLA 

Troop Support to procure critical material. Because of the scrutiny around DNADs, J7 ensured 

that the determinations had a limited time frame – 60 or 120 days – rather than through the 

calendar year, as had been past practice. The shortened period showed industry and Congress 

that DLA was committed to sourcing domestically.

(8) Leveraging the Warstopper Program: 

The DLA Warstopper Program received its greatest visibility to date as a result of 

its role in supporting the agency’s COVID response. Since 1993, the DLA Warstopper Program 

has invested over $23 million into the medical industrial base to increase the availability of goto-war items. Many of these investments took center stage during the pandemic, the most visible 

being its one for N95 respirators. In 2014, the Warstopper Program invested in Government 

Purchased Material (GPM) of 5.5 million N95 respirators at 3M. The investment required 3M to 

rotate stock with commercial demand in order to keep respirators available for military 

use. These respirators provided the DOD medical treatment facilities a secure source at a time 

when global demand left governments and private organizations across the globe scrambling for 

access.

The program also provided gowns, gloves, face masks, and ventilators. The 

ventilator investment, in particular, was a highly visible given global demand. The program had 

created a contingency contract with Zoll that prepositioned long lead time components and 

material enabling 1,200 ventilators to be delivered quickly to the Defense Department, with the 

first deliveries taking place five days after receipt of order.

The program’s relevance was demonstrated by inclusion in regular updates to the 

Deputy Undersecretary for Acquisition and Sustainment and talking point for Congressional 

testimony and updates to senior DOD leadership. After the initial surge, the program was 

allocated an additional $12M to expand PPE coverage in future pandemic responses. In addition, 

the Veterans Administration, Defense Health Administration, and Health and Human Services 

each inquired about the program’s techniques with intent of either partnering with DLA or 

creating similar capabilities within their own organizations. For its efforts in supporting the 

pandemic, DLA nominated the Warstopper Medical Readiness Contracting Team for Acquisition 

and Sustainment’s “Flexibility in Contracting” Award.

g. Warfighter First

(1) Reform:

J7 continued its involvement in several Defense Reforms during FY20. 
(a) Enterprise Buying:

This initiative was identified as a Chief Management Office (CMO) 

Logistics Reform Initiative with the basic objective of identifying major categories of 

fragmented, unconsolidated spend across the Department and exploring opportunities for a single 

organization to act as the procuring activity for the Department for selected commodities. Initial 

savings projections for such an initiative were based on a McKinsey analysis showed there is 

$16B in fragmented, unconsolidated commodity (non-weapon system) spend that could be 

procured more efficiently. In May 2019, Acting Secretary of Defense Shanahan directed the 

Office of the Undersecretary of Defense for Acquisition and Sustainment to proceed with 

implementation, which was communicated by Ms. Lord’s memorandum dated July 8, 2019. Over 

FY20, DLA worked with representatives to obtain Service data for analysis and to support the 

development of a transition plan for specific item categories. Categories 4.1 (Construction 

Related Material) & 5.1 (Machinery & Component) were briefed to CMO and the Services;

however, the Defense Department has not made a decision on how to proceed. Leadership for the 

initiative has transferred to the Office of the Undersecretary of Defense for Acquisition and 

Sustainment and is being monitored through the Reform Management Group (RMG).

(b) Category Management “Sprints”:

J7 and DLA continued to support CMO and the Category Management 

Reform team in its effort to execute “sprints” to identify savings from more efficient 

procurement of categories of the Department’s $200B annual spend. DLA provided employees

from the MSCs to support CMO efforts and facilitate DLA involvement with CMO.

As of September 2020, DLA has concurred with the consultants’ 

recommendations for $127M in savings from the categories of spend analyzed in Sprints 1-5. 

The Sprint process may continue in to FY21 and beyond. J7 will monitor the planned execution 

of recommendations by MSCs, track savings, and report back to CMO, and continue to identify 

additional categories for analysis. 

(c) Defense Wide Review (DWR 2.0):

OSD kicked off Defense Wide Review 2.0 in FY20, which continued and 

built upon the analysis and review of select DLA programs and processes. J74 was tasked as J7 

lead and beginning in March 2020 provided OSD-requested information pertaining to Enterprise 

Buying/Contracts, the Contract Cost Data Reporting requirement, DLR/Reparable buying, and 

hindrances/barriers in the contracting process. In the April and May timeframe, OSD began a 

deep dive into DLA’s Integrated Prime Vendor Program (IPV), with J74 providing ten yearsworth of contract and program history to support the analysis. CAPE will analyze whether IPV 

can be expanded to the Marine Corps and Navy depots, but initial analysis reveals those sites 

have other strategic contracts in place supporting the majority of their requirements. DWR 2.0 is 

expected to remain active into FY21 as OSD continues to look for savings and efficiency 

opportunities. J7 will continue to support as lead for the Contract Team, one of seven total DWR 

2.0 teams. 
(2) Strategic Contracts (STRATCONs) and Red Teams: 

J73 continued to execute and refine the STRATCON program during FY20. With 

the March 2020 on-set of the pandemic, the weekly readiness review tempo was revised to biweekly, and 3rd and 4th Quarterly STRATCON Reviews with the DLA Director were postponed 

until further notice. The event evolved into an abbreviated bulletized presentation of 

STRATCONs warranting sustained and recurring Director and Enterprise leadership awareness. 

The monthly STRATCON submission remained the update mechanism to maintain visibility. 

STRATCONs continue to be acquisitions for agency requirements of strategic importance and 

which may involve significant risks to schedules or performance, have a critical impact on the 

Warfighter or Whole of Government and Coalition partners, or represent a significant financial 

or programmatic investment. FY20 Quarterly STRATCON Reviews were October 25, 2019 and 

January 16, 2020. 

J73 led several “Red Teams” in FY20, which are reviews intended to provide a 

corporate perspective of risks to schedule, performance, or the agency. Experts from across the 

enterprise are brought together to review the acquisition strategy and provide a report to Agency 

leaders. Identification of candidates for a Red Team review is selective, focused on mitigating 

risk. Red Teams completed during FY20 were:

(a) February: DLA Troop Support Subsistence Prime Vendor Afghanistan 

(b) June: DLA Energy Gaseous Nitrogen Launch Support program 

(c) July: DLA Troop Support Subsistence Prime Vendor Europe and 

Africa

(3) Supply Chain Security:

Efforts continued in FY20 to broaden the understanding and application of Supply 

Chain Risk Management (SCRM) tools. J76 continued the push for acquisition employees to 

familiarize themselves with the Business Decision Analytics (BDA) application, a decision 

support tool that assists with risk determinations affiliated with items, prices, and suppliers. The 

supplier risk model within BDA was updated to include an enhanced joint certification program 

(EJCP) indicator to help acquisition personnel determine if vendors were approved by DLA to 

access unclassified controlled technical information. As of August 2020, the plan is for BDA to 

become the authoritative data source for EJCP matters. J7 will continue its partnership with J3 

and J6 to bring awareness and use of risk-based decision support tools to the acquisition 

workforce, including assessment of third-party applications. 

(4) Cybersecurity Maturity Model Certification: 

DLA began participating in this effort to enhance the protection of controlled 

unclassified information within the supply chain and which, as of October 1, 2025, will be a 

contractual requirement for all companies doing business with the government. The effort will 

review and combine cybersecurity standards and best practices and map these controls and 

processes across several maturity levels that range from basic cyber hygiene to advanced. DLA 

J76 hosted an implementation working group focused on compliance with representation from 

J7, Small Business, J3, and MSCs. J7 plans to develop the implementation plan by running pilots 
to test CMMC criteria and vendors’ ability to adhere to and document standards, with the goal of 

a 2025 effective date.

(5) Automated Indefinite Delivery Contracts (AIDCs): 

Initial functionality was released August 22, 2019. This capability provided

automated, single material long-term contracts for stocked items below the simplified acquisition 

threshold ($250K). AIDCs are 1-year limited with no optional extensions. Primary users are 

DLA Land & Maritime, DLA Aviation, and DLA Troop Support. As of August 2020, the supply 

chains had issued 9,337 solicitations resulting in 6,015 awards (2,047 auto awards, 3,968 

Manual/Buyer Assist). There have been 1,995 orders issued totaling $39.8M. AIDC represents a 

significant achievement in increased efficiency for the acquisition enterprise. The MSCs will 

expand usage into FY21.

(6) Acquisition Modernization Program (AMP): 

DLA initiated the AMP in FY20. With the cooperation of DLA Research &

Development, the AMP budget line was added to its portfolio. AMP is the overarching vision for 

improving acquisition systems and processes to lead the agency to a more effective and 

responsive acquisition capability. The initial AMP effort is to create a benchmark analysis that 

defines vision and direction, establishes lines of effort within the program, and identifies the 

technology and project budget requirements for planning and execution. The benchmark effort 

will also illustrate links between existing efforts to meet the broader vision. The AMP will 

establish a process by which the vision, roadmap, and initiatives are continually updated so as to 

meet the need for continued improvements is DLA’s acquisition capability.

g. Global Posture

(1) Agency Synchronization Operations Center (ASOC):

J7 continued to play an active role in the ASOC’s coordination of acquisition 

efforts, providing military and civilian representatives to ensure reach-back and coordination 

with J7, and to ensure inclusion and consideration of the “acquisition perspective” in agency 

operations. Specifically, J7 personnel provided communication through requests for information 

and updates through senior leadership forums to the ASOC on DLA’s COVID-19 acquisition 

response and coordination efforts between organizations such as OSD, DPC, HHS, FEMA and 

the JATF. J73 provided acquisition related advice on Interagency Agreements between DLA, 

HHS and various industry partners, as well as updates on DLA’s daily contract obligation dollar 

values, along with impacted Defense Industrial Base closures and trends for risk assessment.

Once the senior synchronization meetings transitioned to Performance to Promise (P2P) and 

Business Performance Reviews, J7 provided acquisition expertise on driver tree creation and 

formulation to ensure oversight on operational and industrial metrics (material availability, open 

backorders, logistics response time, etc.). 
(2) Operational Contract Support (OCS): 

The conflicts in Iraq and Afghanistan illustrated the critical importance of 

contracted support to mission success. OCS offered combatant commanders commercial 

capabilities for critical supplies and services. With the integration of JCASO personnel, J7

emphasized improving the DLA OCS program. A review of the program was initiated with the 

experienced team arriving from JCASO to J7. DLA governance is being reviewed to identify and 

codify roles and responsibilities. Mission essential tasks are being built along with standards for 

reporting in the Defense Readiness Reporting Systems.

h. Strong Partnerships

(1) Defense Contract Management Agency (DCMA):

J7 played an active role in the agency’s coordination with the Defense Contract 

Management Agency (DCMA), providing military and civilian representatives to ensure 

communication through monthly DLA/DCMA Drivers teleconferences and also quarterly 

Executive Steering Group (ESG) events. Specifically, J73 coordinated two Executive Steering 

Group events to explore systemic issues impacting contract administration and review agreedupon metrics to improve mutual performance. Topics have included Material Receipt and 

Acceptance, Readiness Drivers, Cyber Assessment, Reimbursables Support, Business Process 

Reform and Defense Agencies Initiative. As a result of discussions from the Material Receipt 

and Acceptance, DLA is developing an Alternate Payment Pilot to streamline customer payment 

to better reflect industry performance. The effort seeks to remove the customer receipt 

requirement before payment. Both agencies are formalizing these collaborative efforts through a 

Memorandum of Understanding (MOU) currently in development. 

(2) Industry Engagement: 

The departure of LTG Williams and the physical limitations of COVID had a 

major impact on the DLA Industry Engagement program during FY20. The 3rd DLA Industry 

Day, which had been scheduled for July, was cancelled. However, DLA continued outreach and 

interactions with industry partners through other means, including telecons, virtual meetings, and 

representations at virtual industry conferences and events. Planning for the evolution of the 

program’s next phase was undertaken, including the initiation of an update to the Industry 

Engagement Plan (IEP) and a contract award to support the second DLA Supplier Feedback 

Survey, which is set to launch in November 2020 and will collect valuable supplier data for 

developing action and improvement plans to further strengthen the DLA/Industry relationship. 

The Industry Engagement team was also heavily involved in COVID support, participating in 

OSD-led calls with industry associations, providing analysis of the impacts COVID had on 

industry segments, and assisting companies that expressed interest in providing PPE and other 

products/services to the government.
(3) Industrial Base/Warstopper:

DLA has a well-established industrial base program that identifies, assesses, and 

mitigates industrial base and readiness risks across all DLA MSCs. The Warstopper program has 

an historic return on investment of 7:1. In FY20, the program made $63.8 million in industrial 

investments.

[1] The projected return on investment for FY20 is $444 million in cost avoidance.[2]

Significant investments in FY20 include $28.7 million in medical readiness, to include over $14 

million in additional PPE coverage; $8.9 million in aging aircraft obsolescence management;

$0.7 million in buffer materials, to include titanium; 300M steel and bearing-grade steel; $1.7 

million for a flameless ration heater buffer; and $18 million in rocket launch propellant 

readiness. In addition, the program completed a report to Congress and thirteen industrial base 

studies on fragility and criticality. The program also installed a monthly Industrial Capability 

Readiness Review to ensure all high visibility industrial base actions are up to date for agency 

wide awareness. The program further created a DLA Instruction for the Defense Priorities and 

Allocation Program and provided updated guidance for DLA industrial readiness investments, 

industrial capability program management, enabling statutory and regulatory programs, and 

fragility and criticality assessments.

(4) GAO/DODIG Audits:

FY20 was another active year coordinating site visits, answering requests for 

information, receiving audit recommendations, and responding to subsequent media requests 

with the DLA External Audit team, MSCs, and DLA Public Affairs. Audits with J7 focused on 

DLA and the Defense Department’s COVID response, namely the procurement of material. As 

of 30 September 2020, J7 was tracking ten acquisition-focused COVID audits, ranging from 

general reviews of the Defense Department’s spending to specific contracts and programs. Other 

notable non-COVID audits included DLA’s compliance with the Berry Amendment and an 

evaluation of the DoD's mitigation of foreign suppliers in the pharmaceutical supply chain. 

These last two audits illustrate increasing interest in domestic sourcing and foreign dependency.

i. Whole of Government: Category Management:

Category Management (CM) refers to the business practice of buying common goods and 

services as an enterprise to eliminate redundancies, increase efficiency, and deliver value and 

savings for the government. The goal is more effectively managed contract spending in 

government-wide, agency-wide, and local contracts; reduced unnecessary contract duplication; 

cost avoidance; and continued achievement of small business and other socioeconomic goals. In 

FY20 DLA continued to support and participate in the Office of Management and Budget’s 

Category Management program, achieving a Spend Under Management (SUM) figure of $14.2B 

and spend on Best in Class (BIC) contracts of $1.3B. Two DLA programs – DLA Medical’s 

ECAT Program and DLA Energy’s BIC Fuel Contract – were highlighted in the Office of 

Management and Budget’s Category Management Program Retrospective for their effective use 

of CM principles.

[1] Excludes Warstopper Manpower and support of $8.8 million. Total FY20 program obligation $70.5 million.

[2] Warstopper ROI report to be completed in April 2020 with detailed post investment analysis of Warstopper 

investments to provide a validated return on investment
j. Always Accountable

(1) Services Acquisition

J7 continued to develop robust processes for Services Acquisition. The Quarterly 

Service Validation Reports have gone through one full year of collection for all organizations, 

and improvements have been made to simplify the process and gain visibility of all DLA service 

contract requirements. Further improvements to the process will focus on developing an 

automated method for collecting information. In addition, J7 has progressed in the 

institutionalization of the Functional Services Managers (FSMs) role through the FSM 

Continuous Process Improvement project. In coordination with the Defense Acquisition 

University (DAU), J7 is working to develop training for FSMs and other individuals working on 

service requirements. J7 is also working with J8 to coordinate the Annual Portfolio Review, 

Service Requirements Review Board, and the Program Budget Review in order to improve 

continuity among all three processes. 

(2) Pricing:

J7 was engaged in several pricing-related tasks throughout FY20. Starting at the 

Defense Department level, representatives from J72 and the MSCs served on the Defense Pricing 

and Contracting (DPC) Sustainment Profit Policy Team which resulted in a pilot programs at 

DLA Aviation and DLA Land & Maritime. J72 also been a part of the DPC High Risk Pricing 

CADRE, which was stood up in response to the TransDigm audit and subsequent Congressional 

inquiries into the company’s business practices. J7 continues to provide the following 

Congressionally mandated reports to DPC: Truth In Negotiations Act (TINA)/Cost Accounting 

Standards (CAS) annual report for Congress, Undefinitized Contract Action semi-annual reports, 

and Other than Certified Cost and Pricing Data Refusal. 

J7 collaboration with J6 entered its second year in upgrading the Enterprise 

Pricing Tool Suite for the buying and pricing community. Currently this tool has over 1,200 

users. J72 also continued its very successful partnership with Defense Acquisition University 

(DAU) on the DLA Pricing Class, completing 28 classes with ~750 attendees. J72 sponsored its 

6th Annual Pricing Summit with several MSC attendees, completed the Annual Price Trend for 

Automated and Manual Awards, and approved the Annual Inflationary Factor for the Automated 

System. Team members completed several AMRs, STRATCON, and price escalation reviews as 

well - over 800 individual reviews with ~1,000 data sets. 

(3) Sec 889(a)(1)(B) of the National Defense Authorization Act (NDAA) for 

Fiscal Year 2019:

J7 led a rapid, enterprise-wide, initiative to modify every agency contract to bring 

DLA into compliance with the new requirements of the Section 889 law. Over a one-month 

period, DLA contracting professionals modified nearly 23,000 contracts. Additionally, J7 

updated the Master Solicitation for Automated One Time Buys to include the new provision and 

clause, ensuring all micro-purchase actions comply with the law.
(4) Market Intelligence: 

In support of industry engagement efforts and with the objective of using industry 

information to better inform the Agency’s acquisition strategies, J74, with support from the R&D 

Program Office, has established the Applied Market Intelligence in Defense Acquisition 

(AMIDA). The program objective is to enhance the Agency’s market intelligence capabilities 

and to bring the organization in line with industry best practices, both from a data collection and 

analysis perspective, as well as structurally within the organization. AMIDA’s technical 

component includes utilizing market data and software, report, and models, while the 

organizational approach includes the implementation of a hub and spoke model, employing 

market specialists at each of the MSCs, and ensuring industry partners have a “place at the 

table.” The Subsistence pilot that had been underway since August 2018, was completed in 

November 2019. A new contract was awarded in April 2020 to provide follow-on training and 

support. A charter endorsing enterprise implementation of the program was signed in February 

2020 and the next phase of the project, kicked off in early October 2020. 

(5) Obligation Authority Management: 

Beginning in early June, J7 started preparing to work with MSCs on conserving 

obligation authority (OA). Operation Agency Resolve actions completed in FY19 were reviewed 

for applicability in FY20. These actions included automated processes available for adjustment 

to promote manual intervention capabilities, allowing the selective funding of requirements to 

slow down the OA burn rate. Partnering with J3 Planning and the MSCs, 50,000 purchase 

requests for planned stock items were cancelled between 14-20 July. 

(6) Audit:

Audit activity continued to be a major focus area for J7 in FY20, for both the J78 

Audit and Process Excellence teams, which oversaw the Procure-to-Pay (P2P) Enterprise aspects 

of Audit. This included oversight in both J7 and J8 organizations, as well as cross-process 

coordination throughout the enterprise, as teams worked to develop, test, and close audit findings 

within their respective functional areas. FY 2020 also included more interaction and support to 

the DLA Audit Task Force (ATF), Audit Leadership Integration (ALI), and the Collaborative 

Joint Audit Remediation (CJAR) efforts. 

J78 represented the P2P Enterprise Business Cycle Owner (EBCO) as the lead 

functional area subject matter experts for Service Organization-related business cycle matters 

and was assigned responsibility to oversee and monitor three Service Organizations. These 

included the US Bank’s Commercial Card Transaction Processing System (CCTPS), DLA’s 

Wide Area Workflow (WAWF) system, and DCMA’s Contract Pay System (“MOCAS”). These 

areas provide services relevant to DLA’s financial statement audits and were assessed to 

determine the effect on Internal Control Over Reporting (ICOR).

Throughout FY20 J78 implemented and tracked Corrective Action Plans (CAPs) 

to correct 97 identified control weaknesses in audit Notice of Findings and Recommendations 

(NFR). These NFRs spanned the three funds covering General Fund (GF), Transaction Fund 

(TF), and Working Capital Fund (WCF) - which are led by J7, J3 and J8. Of the 97 NFRs, 32 

were targeted for completion by FY20 with the remainder in FY21 and FY22. Evaluation and 
testing for CAP closure continued throughout FY20. This included providing audit training to all 

DLA acquisition personnel across the MSCs, covering all P2P areas. The team also led efforts in 

responding to over 450 Provided By Client (PBC) requests from the auditors, achieving over 

85% timely submission of documents requested. 

The Military Interdepartmental Purchase Request (MIPR) Program Management 

Office (PMO) provided program execution, performance, policy and oversight for 750 DLA 

Enterprise Business System (EBS) users generating $2.4B in Intragovernmental Reimbursable 

and Assisted Acquisition Procure-to-Pay (P2P) MIPR orders. The PMO fostered close working 

relationships and collaborated with logistics process owners to continuously improve process 

auditability. The team successfully completed FY20 with a 92% DLA aggregate enterprise EBS 

timeliness metric – a historical milestone. The metric is a key performance indicator of the 

accuracy, velocity and completeness of MIPR order execution from MSC and J-Codes to 

Intragovernmental trading partners for goods and services in direct support of the Warfighter. 

The MIPR PMO team consistently improved this metric over the past three fiscal years, through 

relentless customer engagement and program management.

The MIPR PMO also actively participated DLA G-Invoicing Core Stakeholder 

implementation strategy sessions with the United States Department of Treasury, OSD, and 

multiple DOD military Component and other Federal Government representatives regarding 

DLA G-Invoicing agreement, buy/sale policy, and procedures. The PMO team also provided 

oversight and subject matter expert feedback to J6 regarding successful system change request 

(SCR) implementation to further improve and strengthen auditability of the P2P MIPR Program. 

During FY 2020, the J78 team led efforts to improve the Agency’s Unliquidated 

Obligation (ULO) program management and clean up. This included projects with DCMA tied to 

contract close out efforts across all MSCs. Beginning in FY21, J8 will assume overall 

responsibility for ULO management.

(7) Agency Management Reviews:

J7 continued to play an active and leading role in AMRs. In FY20 J7 supported 

two AMRs at DLA Troop Support and DLA Distribution. The remainder of the scheduled 

AMRs were placed on hold due to COVID-19 restrictions. The Acquisition review areas cover 

nine topics that fall within the Procure to Pay Enterprise Business Cycle Owner AOR. During 

this cycle when applicable, AMR findings associated with NFRs and CAPs were noted during 

the review process to further strengthen the link between policy compliance and auditable 

processes. Moving forward J7 will continue to work with J3 to refine the program and links to 

Audit Readiness and Enterprise Risk Management.

(8) Senior Procurement Executive (SPE) Visits: 

J7 continued its battle rhythm of conducting bi-annual visits by the DLA SPE, 

Mr. Beebe, with the HCA of each MSC and Contracting Activity up until March 2020. The visits 

provide the SPE an opportunity to engage with MSC acquisition teams on the three SPE “pillars” 

of Acquisition Workforce, Compliance and Strategic Acquisition. Due to the travel limitations 

imposed by COVID, as well as the increased workload of some of the MSCs, J7 postponed visits 

scheduled between March and August. J7 and DLA Aviation conducted the first virtual SPE 
meeting in September, with plans to proceed virtually with the other MSCs until regular travel 

practices resume. 

k. People & Culture

(1) Acquisition Workforce (AWF):

The J71 Acquisition Workforce Development Division’s mission is to provide 

plans, guidance, and direction to professionalize, manage, and sustain DLA’s 8,900+ member 

AWF. 

Certified Acquisition Workforce: As of 28 Sep 2020, DLA AWF’s members 

were:

(2) Defense Acquisition Workforce Development Account (DAWDA): 

Along with MSCs and J-codes, J71 ensures budget submission and execution to 

fund initiatives and activities supporting the agency’s strategic acquisition workforce. In FY20, 

DLA executed 99% of its $4.8M budget. The DLA DAWDA budget has been significantly 

reduced for FY21, to $2.8M, due to cuts at the DOD program level. 

The personnel and programs receiving DAWDA funding have been force 

multiplying for DLA. The program provided DAWDA funding for the sustainment of 100 Troop 

Support PACERs, 27 of whom gained experience in accomplishing COVID support actions, 

including procurements of gloves, face shields, goggles, face masks, and gowns for the Strategic 

National Stockpile. Some assisted with providing kits to 14,000 Nursing homes in support of 

FEMA, while others provided supported the Veterans Administration and the Defense Health 

Agency. During FY20, DAWDA also funded advanced classes, leadership training, career 

field/competency training, and professional conference/symposium attendance. 

(a) DLA Insight into Industry Management Course:

This course, offered in partnership with the University of Virginia and a 

key educational element of DLA’s Industry Engagement Program, delivers a learning 

opportunity for select AWF members to look through the eyes of industry for business solutions. 

Forty (40) participants attended the course during FY20. The class scheduled for March 2020 

was cancelled due to COVID but the next in-person course is scheduled for October 2020.

Acq Posn Career Cat Acq Posn Career Cat description Emp Count

A PROGRAM MANAGEMENT 302

C CONTRACTING 3567

D INDUSTRIAL/CONTRACT PROPERTY MGT 2

E PURCHASING 422

H PRODUCTION, QUALITY AND MANUFACTURING 992

I SCIENCE AND TECHNOLOGY MANAGER 3

K BUSINESS - FINANCIAL MANAGEMENT (BUS-FM) 7

L LIFE CYCLE LOGISTICS 3187

R INFORMATION TECHNOLOGY 440

S ENGINEERING 8

Total AWF 8930
(b) DLA “Training with Industry” (TWI): 

This program presents participants with the opportunity to improve 

management abilities and professional competencies by partnering with prominent companies to 

accomplish career/organization-specific desired learning objectives. FY20 marked the graduation 

of the program’s inaugural class, which included four DLA employees who completed rotations 

with company participants FedEx, Microsoft, UPS, and Caterpillar. The program is currently on 

pause pending further decision by the Enterprise Resource Board.

(2) “Back to Basics”

On 2 September 2020, Ms. Lord signed the “Back to Basics” memo for the DOD 

AWF, which will “streamline the current functional area framework and prioritize limited 

training resources for those who develop, acquire and sustain operational capability.” This 

change, which DLA will implement over FY21, will realign the current 14 AWF career fields 

into six functional areas, and will include new certification and training constructs. It will be the 

major focus area for the DLA Acquisition Career Development Office in FY21, in close 

partnership with the DLA functional leads, J-codes and MSCs. 

l. DLA Contracting Services Office (DCSO)

FY20 represented another active year of supporting DLA business operations and various 

external customers. Key FY20 accomplishments included:

(1) $1.4B+ in obligations - an all-time high for DCSO

(2) 87,000+ contract actions

(3) Small Business Goal Achievement of:

(a) 52.26% overall achievement, (Goal 44%)

(b) Small Disadvantaged Business (SDB): 25.47% (Goal 27.77%)

(c) Service-Disabled Veteran-Owned (SDVOSB): 11.89% (Goal 13.80%)

(d) Woman-Owned: 14.69% (Goal 11.10%)

(5) Hubzone: 8.25% (Goal 4.15%)

(4) FY20 contractual highlights:

DCSO made continued use of our J6 Enterprise Technology Services (JETS) 

award vehicle, completing $431M in obligations for the fiscal year. This Enterprise IT IDIQ 

program has consolidated J6 requirements under a single program and obligated over $1.664B 

since the contract was originally awarded. JETS’ streamlined acquisition approach has resulted 

in $448M in savings for DLA and an average Task Order PALT of 47 days. 

As part of an emergent customer requirement, DCSO’s Philadelphia site awarded 

a contract in support of J62 to migrate DLA’s current ERP to the cloud. The two-year contract 

was awarded for $191M ($80M in obligations for FY20 and $91M in obligations for FY21). The 

effort will migrate DLA’s ERP to SAP’s Secure HANA Cloud environment, providing a 

modern, upgraded platform to the DLA user by 2022.
DCSO also achieved a savings of $6M (or 20%) on enterprise janitorial support. 

DCSO personnel worked with the DLA Installation customer and J7 service contract experts, 

identified specific areas of contractor efficiencies (manpower, supplies, processes, etc.) and 

rationalized/modified government requirements and standards through contract negotiations in 

support of the DLA Cost Transparency initiative to reduce DLA service contract costs. 

In other high-visibility programs, DCSO’s Columbus office worked to support a 

critical DLA Energy requirement related to Point of Sale, awarding contracts for development 

and testing to prepare for activation of the directory and the first quarter FY21 deployment of 

fixed devices (pedestals) and mobile devices (tablets) to capture worldwide fuel sales. The 

Columbus office also awarded five bridge contracts against previous Navy contracts (NIWC) to 

continue worldwide maintenance support for DoD fuel distribution sites. 

(5) DCSO COVID-Related Activity:

DCSO supported the agency in its COVID response, by both contributing 

resources and executing contract actions that enabled contractors to continue performance and/or 

adapt to the physical limitations and sanitization practices. DCSO detailed seven personnel from 

the Philadelphia office to assist DLA Troop Support with emergent requirements supporting 

COVID material requirements. DCSO executed a major modification for sanitization for DLA 

building, numerous modifications allowing contractor personnel to work remotely and modified 

J1 training contracts to convert training from in-classroom training to virtual training. DCSO also 

awarded a new contract in support of J64 to acquire a variety of CISCO network equipment (i.e. 

servers) and associated software licenses valued at $532K. Once implemented by J64, the 

CISCO products expanded webRTC capabilities for the DLA Enterprise, allowing all of DLA to 

utilize the webRTC product for virtual meetings during the COVID-19 pandemic.

m. DLA Strategic Materials

DLA Strategic Materials’s FY20 activities supported the organization’s mission to 

decrease and preclude dependence upon foreign sources or single points of failure for strategic 

materials in times of national emergency. The National Defense Stockpile currently holds 48 

materials with an estimated $858M fair market value. Accomplishments supporting that mission 

include:

(1) Required Congressional Reporting/Research & Analysis:

(a) Conducted data collection and modelling to support the FY21 

Congressional Report on Strategic and Critical Material Requirements (over 140 materials 

reviewed).

(b) Developed and submitted FY20 Operations & Planning Report.

(c) Provided data to support congressional reports regarding materials like 

tantalum and rare earths. Additionally, DLA Strategic Materials supported Department of 

Commerce Section 232 investigations of electrical steel, titanium, and vanadium. Support 

included data mining, analyses of supply chains, as well as understanding Defense Department 

demand and domestic capability. 
(d) Supported DLA Research & Development programs for qualifying 

domestically produced carbon fiber as a substitute for foreign-sourced rayon, qualifying MIL-A159-D antimony trisulfide from North American sources, producing high-purity scandium from 

TiO2 acid waste, establishing multiple sources for tantalum powder, and establishing a U.S.

based source for the powder in collaboration with Army Research Lab (ARL). Continued 

investments in domestic production of nano-crystalline Alumina for hard ceramic armor strike 

face materials in collaboration with Naval Research Lab (NRL).

(e) Explored recycling initiatives including a proposal to establish a closed 

loop germanium (Ge) recycling program from the National Defense Stockpile (NDS) to support 

the National Security Space (NSS) Industry (Title III Office), boron carbide material recovered 

from damaged DoD body armor plates, lithium-Ion battery recycling for recovery of nickel and 

cobalt, and electronic waste recovery and recycling program for critical and strategic materials.

(2) Sales Program:

Achieved $61M in commodity sales revenue (94% of goal). Revenue generated 

from the sale of excess stocks supports the operational costs of the Stockpile. The loss in revenue 

was due largely to the impact of COVID-19 pandemic on the global economy and resulting loss 

of months of manufacturing demand for the materials offered for sale. 

(3) Interagency and Industry Collaboration

(a) Participated on interagency working groups such as the Space 

Industrial Base Working Group, Critical Energetic Materials Working Group, and National 

Science Technology Committee’s Critical Minerals sub-committee. Used Stockpiling Act 

authorities to address industrial commodity supply risk.

(b) Held an Industry Day on November 18, 2019. Over 50 current and 

potential vendors discussed upcoming contract requirements; networks with the business 

community established.

(4) Audit:

(a) Initiated new material inspection requirements to comply with audit 

and; focused on inventory and weight verification. In addition, had bulk ore piles digitally 

surveyed and scanned to verify bulk inventory weights.

(b) The review and completion of 12 PBCs by contracting staff with 

regard to the Sales Program and Acquisition contracts, as well as support for numerous audit 

requests and walk-throughs.

(c) Completed Quality Maintenance inspections on 100% of inventory per 

Operation Manual requirements.

(5) Material Management:

(a) Oversaw all activities related to the receipt, storage, inspection, and 

maintenance of approximately 1.27 billion pounds of National Defense Stockpile inventory. 

Managed receiving and shipping of material (including management of hazardous materials), 
transportation, safety and health at staffed locations, ensured environmental stewardship 

programs at inventory storage locations, repackaged mercury in Hawthorne, Nevada, and made 

significant progress on an environmental remediation project in Somerville, New Jersey. Created 

a secure contained storage area in Scotia, New York for low level radioactive materials; initiated 

and completed an amendment of a Nuclear Regulatory License and creation of a radiological 

dosimetry program to meet regulations and protect the safety and health of employees.

(b) Executed material upgrades to ensure inventory met DoD 

specifications for tin, developed and submitted acquisition package to upgrade germanium scrap 

to DOD spec germanium suitable for program use and to help limit reliance on foreign supplies. 

Reclaimed, cleaned, and sorted 277,000 pounds of nickel-based super alloys, and accumulated an 

additional 1.1 million pounds to be processed in 2021 & 2022 under existing 2019 contract, 

returning high dollar government excess material back to DoD.

(6) Environmental Stewardship:

(a) Granted a renewal of NRC License STC-133 for radioactive material 

storage at Scotia, New York, Depot. The license will be in effect until April 30, 2035 and will 

allow Strategic Materials to store, sample, repackage and transfer up to 2,000,000 kg of natural 

uranium and thorium mixtures as ores, concentrates, and solids at the Scotia facility. The Scotia 

Depot stores approximately 60,100 kg of radioactive tantalum ore concentrate; the natural 

uranium and thorium contained in this material is approximately 70 kg.

(b) Initiated environmental remediation clean-up at the former Somerville 

Depot, a site used to store Stockpile materials including chromite, zinc, aluminum, lead, 

ferrochrome, bauxite, and mercury. This restoration project represents a major accomplishment 

for Strategic Materials, addressing all contamination of concern. The remediation of this 

contaminated site will result in land that is restored to light industrial standard and available for 

use. The remediation builds off of work done in previous years, when Strategic Materials 

conducted environmental investigations to identify the types and amounts of contaminants in the 

soil, groundwater, surface water, and sediment contamination. Overall, this project will clean 

approximately 25 acres of contaminated soils and sediment, and clean the groundwater. The soil 

remediation activities should be wrapping up at the end of 2020. 

 
Defense Logistics Agency

DLA Finance (J8) 

Fiscal Year 2019 Historical Report
1. Introduction

DLA Finance (J8) advises the DLA Director on financial matters and is the primary advocate for 

the agency in interactions with the Office of the Secretary of Defense (Comptroller) and Office 

of Management and Budget. J8 facilitates DoD mission requirements by providing financial 

leadership and guidance. It performs the full spectrum of financial management services to 

include accounting, programming, budgeting, execution, audit response, process management, 

process health, financial policy, human performance, and strategic planning. DLA Finance 

operates with integrity and accountability in a cost-conscious culture while maintaining strong 

relationships with internal and external partners.

J8 is headquartered at Ft. Belvoir, Virginia, and has offices at major subordinate commands 

named for the activity they support; (e.g., DLA Finance Troop Support). Subordinate command 

comptrollers report directly to the DLA CFO. Except for the DLA Finance Troop Support office, 

which is organized by supply chain, each major subordinate comptroller follows the same 

organizational framework as headquarters, with accounting, resource management, process 

management and process health divisions.

a. Key events:

(1) COVID-19 relief: obtained Coronavirus, Aid, and Economic Security Act 

funding; Warstopper Program support; and obligation authority.

(2) Managed cash.

(3) Audit engagement and remediation.

(4) Transferred enterprise risk management to DLA chief of staff. 

(5) Deputy CFO accepted responsibility for the Audit Task Force.

(6) Established a team to synchronize funding, financial performance, and

business operations. 

(7) Max telework due to the pandemic.

(8) Defense-Wide Review (DWR) 1.0 and 2.0.

b. Key Accomplishments:

(1) Obtained $48.7B in obligation authority to support the DLA mission; 

investments generated $41.5B in revenue.

(2) Provided support to the Federal Emergency Management Agency, Department 

of Health and Human Services, and other federal customers. As of July 9, obligated $1.1B for 

COVID-19.

(3) Obtained $500 million in Coronavirus Aid, Relief, and Economic Security Act 

funding.

(4) Developed financial management tiles for the readiness dashboard.

(5) Made progress towards an audit opinion.

(6) Prioritized notices of findings and recommendations. Hired ten auditors to 

assist in closing corrective action plans.

(7) Moved DLA Distribution from net-landed to market-basket pricing.

(8) Acted as lead for DLA and the Department of Defense in G-Invoicing; 

determined resource requirements associated with delaying implementation.
(9) Developed 21 unattended BOTs. 

(10) Proposed changing 10 United States Code 2208 to lift the $1B cap on

advances (pending).

(11) Helped synchronize expected demand from the Military Services.

(12) Corrected employee access to the financial system to ensure segregation of 

duties. 

(13) Participated in McKinsey & Co. reforms.

(14) Supported moving DLA Industrial Hardware from DLA Troop Support to 

DLA Aviation and DLA Land & Maritime.

(15) Worked with Defense Finance and Accounting Service to reduce manual 

workload.

(16) Sought solutions for customers using “XP” (manual billing) fund codes.

(17) Supported a Defense Department comptroller change to the standard fuel 

price. 

(18) Found $70M to accelerate information technology modernization.

c. Key Challenges: FY20 was characterized by economic and environmental drivers:

(1) Managing cash and obligation authority: Over the past two years DLA has 

made substantial investments in the readiness of the military services. These investments, 

coupled with decreased customer demand and mandatory reductions, have stressed DLA’s cash 

posture and the agency’s ability to secure obligation authority. 

(2) Meeting Cost Recovery Rate commitments amidst competing priorities: 

During the first Defense-Wide review, DLA identified $1.6 billion in savings over the fiscal year 

defense program. We also committed to driving the cost recovery rate below 10% by FY 24. 

DLA is working with McKinsey & Co. to improve our cost management and transparency; we 

expect to generate additional efficiencies with automation and productivity enhancements. 

Competing priorities include Defense-Wide Reviews, information technology modernization,

and G-Invoicing.

(3) Need to reduce use of XP fund code: DLA receives approximately $9 billion

in customer orders through manual billing each year, hindering its ability to view new customer 

orders. In FY 19, there was a $5.5B delta between the Services’ budgeted orders and DLA’s 

sources, causing the Defense Department Comptroller to pull $1.2 billion from DLA’s obligation 

authority for FY20 and FY21 and threatening additional reductions if DLA could not reconcile 

with the Services. DLA is working with its customers to reduce or eliminate manual billing by 

pushing MILBILLS, an automated process. In addition to reconciliation issues, manual 

processing increases costs and delays collections. 

(4) Starting the end of Second Quarter, resources DLA shifted resources to 

address the nation-wide COVID-19 crisis. Financial resources are being used to track spending 

and sales at the line-item level. 

2. Organization

J8 operated as a virtual enterprise throughout much of FY 2020. The CFO focused his staff on 

the fundamentals of financial management. The expansion of documented policies and 

procedures must build off the growth in publications in FY 2019. Financial Systems and Data 

have made inroads in providing automated solutions. The result was robust data management 
and predictive analytics. Process Health created plans and executed testing procedures that led 

to better business processes as DLA finalized packages for the independent public accountant 

to review. 

DLA Finance implemented changes that allowed it to operate with fewer personnel over FY 

2020. Some changes were:

a. Financial Policy Office (J8A): realigned from Accounting Officer to DCFO.

b. Operational Accounting (J81): separated into three branches aligned by fund.

c. Business Financial Operations and Analysis (J83): developed a new branch to increase 

analytical capabilities.

d. Service Provider Division (J84): established under the Accounting Officer. 

e. Financial Reporting (J85): created a branch structure to improve accountability.

f. Financial Systems and Data (J88): established a Federal Financial Management 

Information Act Branch.

g. Financial Improvement and Audit Remediation Division (renamed J89): In FY 2019, 

the Audit Task Force was established to provide leadership, policy, guidance, and oversight to 

comply with Office of Management and Budget Circular A-123 (excluding risk management). 

The Audit Task Force addressed material weaknesses and coordinated DLA’s financial 

compliance and audit response functions. The Deputy CFO assumed management of the task 

force in FY 2020. 

h. Aviation: changed branch structure and staffing mix.

i. Energy: realigned Process Health under Business Analysis and Integration Division; 

dual hats the deputy comptroller.

j. Land & Maritime: separated Process Health and Process Management.

k. Troop Support: established supply chain divisions with financial and accounting 

analysis and resource management offices under each.

l. Disposition Services and Distribution: realigned several positions.

m. Process Health and Process Management Mission and Functions: clarified roles and 

responsibilities.

General Order 07-19, 20 December 2019, established the DLA Enterprise Risk Management

Program Review Office. This general order disestablished the Enterprise A-123 Branch (J841) 

and renamed the Service Provider Branch (J842) the Service Provider Division (J84). A new 

risk management office was established under the DLA Chief of Staff to emphasize its

importance across the enterprise.

At the direction of the DLA Director, an integration cell was established to coordinate 

requirements and their financial impact with DLA Logistics Operations.
3. Key Personnel: 

Consistent with the DLA Strategy, DLA Finance upheld the DLA Director’s commitment to 

develop leaders, resource the Enterprise, manage talent, fortify culture, reward performance, and 

build connections. The DoD recently started a financial management STARS Program, designed 

to foster a strong, trained, agile and ready workforce aligned with the National Defense Strategy. 

This program aims to increase the organizational effectiveness of DoD organizations through 

exposure to best practices and alternate financial management solutions. DLA Finance had one 

participant in 2020.

DLA Finance is headed by two senior executive service officials: Mr. J. Arthur Hagler and Mr. 

Jeffrey Zottola. These executives led the organization that (1) serves as lead on all DLA financial 

management matters, (2) maintains effective financial management and control, (3) assures DLA 

compliance with federal laws and DoD regulations, (4) assures the availability of budgetary 

resources, (5) assures that agency funds are managed in accordance with federal laws and DoD 

regulations, (6) assures DLA’s annual financial statements are produced, (7) directs the agency 

financial management, operations, reporting, and compliance functions, (8) acts as the agency’s 

financial management process owner, (9) determines resource requirements and the efficient 

allocation of resources, and (10) manages Office of Management and Budget (OMB) Circular A136 requirements for financial reporting.
a. Other functions include:

(1) Directing enterprise accounting, financial reporting, financial analysis, and 

headquarters accounting.

(2) Updating policy relating to financial operations and reporting, providing 

policy guidance and coordinating policy implementation.

(3) Accounting analysis and Enterprise Business Systems trial balance.

(4) Maintaining the J8 Human Capital Strategy and Plan.

(5) Development, maintenance, and coordination of education and training 

requirements.

b. The Major Subordinate Command comptrollers are responsible for:

(1) Providing financial management in support of their command’s programs and 

stakeholder requirements.

(2) Administering the DLA Planning, Programming, Budgeting and Execution 

System for their command.

(3) Preparing, formulating, justifying, and executing the Defense-wide Working 

Capital Fund budget for their command.

(4) Presenting, justifying, and supporting budget estimates at hearings conducted 

by DLA, the Office of the Secretary of Defense, and the Office of Management and Budget.

(5) Implementing DLA policy for pricing, to include cost recovery rates, 

developing sales estimates, and determining materiel obligation.

(6) The timely and accurate recording of accounting transactions.

(7) The accuracy of accounting information.

(8) Overseeing services provided by the Defense Finance and Accounting 

Service.

(9) Serving as their command’s subject matter expert on financial process health.

(10) Analyzing their command’s reporting requirements and internal controls.

(11) Serving as subject-matter experts for their command’s financial system and 

process management.

(12) Ensuring that accounting and financial systems are integrated.

(13) Validating financial data, analyzing issues, and documenting requirements 

for corrective action plans.

(14) Analyzing and reconciling accounts.

(15) Defense-wide Working Capital Fund cash conservation plans.

(16) Implementing funds holder policy.

c. Culture: 

DLA Finance continued to have a strong culture! Maintaining a positive culture upholds 

DLA’s core beliefs and values. J8 leadership sought to ensure a positive work culture for all 

employees. J8 continued to use its Human Capital Advisory Group (HCAG) to refine position 

descriptions and support job series realignment. The group reviewed all accounting position

descriptions and consolidated several. It also reviewed several financial administration and

program descriptions for accuracy and potential consolidation. They assisted the CFO in 
developing multi-functional financial specialists who understand that events drive outcomes, 

updated communication plans and guidebooks, standardized processes, and reviewed human 

capital policies to ensure consistency in measuring and rewarding employees. 

In FY 2019, DLA Finance formed the Fresh Focus Group for professional development, 

networking, and retention. The group’s priorities align with the J8 Culture Action Plan by aiming 

to improve and increase communication, collaboration, and integration across J8; develop 

employees with increased productivity and confidence; create employee awareness of career 

paths; and shorten the bridge between senior leaders and the workforce.

The group’s first initiative was employee retention. The Fresh Focus Group implemented 

J8’s very first Onboarding Program, which included a reference guide, one-hour orientation, and 

30-day follow-up. This onboarding program replaces the DLA Engage program. 

The group is currently working on its second initiative, the rebirth of Fast Track, a 

previously-used career developmental program.

DLA Finance requires all employees obtain DoD financial management certification. It 

also has a mentor/protégé program to enhance competency, build collective knowledge, aid 

recruitment, strengthen retention, foster a cost-effective environment, and promote inclusive 

management.

4. Total Personnel: 

Over the past two years, DLA Finance has maintained more than 600 employees against an 

authorized strength of 728. The CFO and DCFO have paused hiring to help the Director meet the 

agency’s cost recovery rate goal. At the end of FY 2020, DLA Finance had 662 employees onboard with a total of 629 Full Time Equivalents. 

5. Historical Narrative

DLA Finance played an important part in the agency’s progress toward achieving the five lines 

of effort in the Director’s strategic plan. The J8 Director, as CFO for the Agency, has the 

responsibility for cash management. He keeps the Defense-Wide Working Capital Fund 

operating with a cash balance between $2.1 billion and $3.8 billion. Throughout FY 2020, DLA 

addressed changes in the balance resulting from continued downward pressure related to 

readiness investments and cash conservation measures. 

 

J8 supports the Warfighter by resourcing priorities as guided by the DLA Director and, at times, 

adjusting financing to react to emergency/natural disaster events.

a. Cost Consciousness (Objective 5.1)

(1) Initiative 5.1.3: Monitoring DLA’s Cost Recovery Rate 

(a) Provided financial performance analysis and advice to funds holders 

through training and technical assistance. 

(b) Supported DLA’s commitment to lower costs and rates through 

partnerships with McKinsey & Co. and other headquarters organizations.
(c) Developed plan for a library of policies and procedures to address a 

notice of findings and recommendations. The plan includes DLA Instruction 7100.01 “DLA 

Pricing Process” and at least ten standard operating procedures. 

(d) Developed setting materiel prices and cost recovery rates 

(e) Coordinated a cross-functional effort to develop a funding authority 

standard operating procedure for DLA’s whole of government partners and disaster response 

operations.

b. Auditability (Objective 5.2)

(2) Initiative 5.2.1: FY 20 DLA Audit Imperative

(a) Addressed material weaknesses with Working Capital Fund inventory, 

Fund Balance with Treasury, and information technology. Additionally, prepared for the FY 

2021 Transaction Fund audit. 

(b) DLA developed FY 20 audit priority areas in accordance with 

Department of Defense guidance. Initiatives to resolve material weaknesses with Working 

Capital Fund inventory, Fund Balance with Treasury, and information technology were 

developed while preparation for a Transaction Fund audit was started. These initiatives used 

plans of action and milestones to address both the A-123 program and audit remediation.

(c) Prioritized FY 19 notices of findings and recommendations for 

remediation, targeting 30% of the 480 total for closure in FY 20. To date, DLA has submitted 68 

(over 14%) validation packages to Ernst & Young. Of these, J8 targeted 35 for FY 20. As of 

June 2020, three J8 validation packages have been submitted for closure. A number of the 

notices of findings and recommendations (9) related to System and Organization Control are 

expected to close by the end of the fiscal year.

(d) Defined end-to-end processes: In FY 2020, cross functional teams 

documented end-to-end business processes for inventory and the Transaction Fund. 

(e) Standardized annual operating budget documents for operationalized 

activities and revamped the budget checklist to clarify evidential matter and reduce complexity, 

shrinking it from four pages to one.

(f) Improved auditability of DLA’s use of third party service 

organizations. 

(g) Coordinated with the Audit Task Force to assign an Enterprise 

Business Cycle Owner for each System and Organization Control report.

(h) Developed a standard operating procedure and training on evaluating 

System and Organization Control reports. 

c. Value Innovation (Objective 5.3)

(1) Initiative 5.3.1: Cash Management

(a) Documented requirements for Financial Supply Chain Management, an 

SAP accounts receivable module that accounts for over-aged data.

(b) Created upper and lower limits to define the agency’s financial health

on the readiness dashboard. 
d. Mitigate Risks (Objective 5.4)

(1) Initiative 5.4.3: Financial Internal Control Execution Plan

(a) Developed DLA Instruction 7000.02 “Delegation of Authority” and 

Standing Operating Procedure 7200.01-007 “DLA Finance Delegation of Authority Process” for 

appointing, controlling, and managing J8 delegations and addressing risk of foreign nationals as 

approving officials.

(b) Improved A-123 training: The DLA Enterprise Risk Management 

Program Management Office published DLA Instruction 5010.40, Management’s Responsibility 

for Enterprise Risk Management (ERM) and Risk Management and Internal Control (RMIC) 

Program, with Risk Management and Internal Control responsibilities for all Agency 

organizations. It also hosted training on policy and guidance. Each DLA organization has since 

identified assessable unit managers and risk and internal control administrators. 

(c) Administrators and managers submitted work products, which the 

program management office compiled to create the annual DLA Statement of Assurance. The 

risk profile is presented through the senior risk management team and senior management 

council for DLA Director’s signature.

(d) Drafted a standard operating procedure for DLA Finance Disposition 

Services’s A-123 Manager’s Internal Control Program. 

(e) Expanded DLA Finance Disposition Services’s risk control matrix.

Tested for the execution of responsibilities, procedures, internal controls, evidential matter, and 

data validation.

(f) Implemented monthly reviews of A-123 results, metrics, and corrective 

action plans to mitigate identified risks. 

(2) Initiative 5.4.4: Net Realizable Value Redesign

(a) Led efforts to correct financial reporting for excess, obsolete, and 

unserviceable inventory. 

(b) Published DLA Disposition Services Accounting for Excess, Obsolete, 

and Unserviceable Inventory. The paper presented process flows, financial statement impact 

scenarios, regulatory guidance, and capability requirements for changes in the valuation and 

financial statement reporting (posting logic). 

(c) Aligned DoD policy with generally accepted accounting principles to 

create DLA Standard Operating Procedure 7204.01-002 – Methodology for the Calculation of 

the Net Realizable Value (NRV) Factor. Obtained approval from the Office of the Undersecretary 

of Defense for Acquisition and Sustainment and two Office of the Secretary of Defense 

components: Financial Improvement and Audit Readiness. 

(d) Wrote change requests and implemented inventory valuation 

adjustments. 
(3) Initiative 5.4.5: DLA Trial Balance Management

(a) Published Standard Operating Procedure 7710.01-004 “Electronic 

Business System Trial Balance Management” to minimize required research and optimize 

probabilities of identifying transactions requiring action.

(b) Published DLA Instruction 7920.01 “Use of System Reports to 

Support the Financial Reporting Process.” The policy addressed twelve notices of findings and 

recommendations.

(c) Implemented robotic process automation tools for routine data extracts. 

(d) Conducted training on interim guidance.

(e) Addressed a notice of findings and recommendations by updating

Standard Operating Procedure 7203.01-001 “Accounts Receivable.” This standard operating 

procedure established suspenses for reviewing advances granted natural disaster responses.

(f) Provided recommendations for updating Standard Operating Procedure

7204.01-003 “Maintaining Strategic Materials Inventory Beginning Balances.

(g) Identified trial balance omission of cost transfers. Developed a tool to 

partially automate process and mitigate risk.

(h) Implemented manual reconciliation of Funds Balance with Treasury to 

capture the inflow/outflow activity.

(i) Submitted three correction action plan closure packets.

(j) Implemented the Office of the Secretary of Defense’s guidance.

(k) Reduced unmatched disbursement balances.

(4) Initiative 5.4.6: Skill Gap Training

J8 began preparing for emerging and future mission requirements by 

implementing strategies to maintain a high performance workforce. Actions included:

(a) Renewing an internal skills assessment

(b) Updating training material and conducting 60 formal training sessions 

for the J8 workforce.

(c) Hiring ten people with government or commercial audit experience to 

support the Enterprise (DLA Aviation, DLA Distribution, DLA Disposition Services, DLA 

Energy, DLA Land & Maritime, DLA Troop Support, DLA Finance/DLA Human Resources, 

DLA Logistics Operations, DLA Acquisition/DLA Installation Management, and DLA 

Information Operations). 

e. Transform Cost Structure (Objective 5.5)

(1) DLA Distribution identified issues with its pricing structure that were 

negatively affecting the global distribution network. The structure previously used, net landed 

costs, failed to align the cost of handling material with revenue. Net landed costs determined the 

cost of handling material by item weight, grouping items into one of four broad bands. It largely 

ignored other material characteristics such as where in the warehouse material is stored, 

customer purchasing practices, and special characteristics. The process was not competitively 

priced. It overcharged for small, easy to handle items and undercharged for large, hard to handle 
and specialty items. This pricing structure encouraged customers to outsource to commercial 

facilities, negatively affecting the entire distribution network. Outsourcing, in turn, led to 

duplicative payments and sub-optimized networks.

(2) The team developed Market Basket as a replacement. Market Basket aligns 

rates with processing categories. These processing categories rely on standard processing times

and thus capture the difficulty associated with processing material. Time or effort drives 

rates. Market Basket supports the global distribution network by right sizing the cost of handling

material. Small, easy to process items – those most frequently pulled – decrease in cost. Market 

Basket pricing is forecasted to reduce subordinate command distribution bills by 10%.

(3) The team developed tools for automation, analyzing material characteristics,

and establishing rates. It also developed algorithms for annual rates, generated customer 

estimates, and designed a parallel billing environment for simulation.

(4) Leveraged the reform effort to revamp the cost allocation methodology for 

over 25% of J6’s Defense-wide Working Capital Fund budget, increasing transparency and 

empowering DLA Finance commands to make cost-conscious decisions.

6. Achievements and Milestones 

a. Non-COVID-19

(1) Implemented General Order 05-20 (May 11, 2020) which restructured 

management roles and responsibilities.

(2) Established priorities in accordance with audit findings, Office of the 

Undersecretary of Defense (Comptroller) goals, and the DLA Director’s strategic plan. 

(3) Used Enhanced Financial Analytics and Metrics for data visualization and 

analysis. 

(4) Updated the agency’s agreement with the Defense Finance and Accounting 

Service.

(5) Implemented a plan to remediate accounting backlogs.

(6) Assessed deficiencies driving accounting backlogs and unsupportable 

beginning balances.

(7) Coordinated requirements for electronic funds distribution with stakeholders 

and the Defense Finance and Accounting Service. Electric funds distribution is replacing the 

Programming Budget Execution System as the system distributing Treasury Index 97 (DoD) 

funds.

(8) Successfully reviewed five performance-based logistics contracts, two at DLA 

Land & Maritime and three at DLA Aviation. 

(9) Reduced Warehouse Management System variances with Enterprise Business 

Systems by developing a “3 way match” among feeder systems.

(10) Worked through the DoD Chief Management Officer’s objective 

memorandum process for DLA’s General Fund:

(a) Developed and refined scenarios for 6% fiscal guidance reduction. 

(b) Adapted a scoring methodology tied to the National Defense Strategy.

(c) Held multiple sessions with DLA leaders and stakeholders to arrive at 

a “1 to n” listing, binning General Fund programs into three categories.

(d) Identified DLA’s top priorities for “buy back.” 
(e) Developed a General Fund briefing for the Office of the Secretary of 

Defense.

(f) Provided budget details to support the Office of the Undersecretary of 

Defense (Comptroller) database.

(11) Reestablished the Fund Holders repository. The repository provides a central 

location for delegation of authority documentation.

(12) XP fund code reductions: Recommended language that DLA Disposition 

Services can use while writing general terms & conditions.

(13) Assisted in agreements with U.S. Army Corp of Engineers and Navy 

Facilities Engineering Command to reduce manual billings for hazardous waste turn-ins.

(14) Assisted DLA Disposition Services in creating an “Excess to Disposal” 

business cycle. 

(15) Supported multiple DoD Inspector General audits of foreign military sales. 

Engaged the whole of government to convene a summit to discuss foreign military sales 

processes, procedures, and financial reporting. 

(16) Co-lead for Enterprise Warehouse Management System implementation.

(17) Reinforced system requirements for local stock numbers, which ensured 

correct recording and receipt by Enterprise Business Systems. 

(18) Participated in the financial reconciliation of DLA Disposition Services’s 

floor-to-book inventory. Identified multiple deficiencies and balanced inventory counts with the 

command’s reconciliation team.

b. COVID-19 Support:

(1) Troop Support received almost $2.1B in obligation authority for personal 

protection equipment. Financial teams for the Medical, Subsistence, Construction & Equipment, 

and Clothing & Textiles supply chains were all absorbed in COVID support. 

(2) Provided daily reports of the associated acquisition of support items value to 

DLA Disposition Services.

(3) Established tracking tool for COVID-specific spending. 

(4) Provided direct vendor support to small businesses experiencing financial 

hardship. These payments sustained operations in a time of uncertainty.
Defense Logistics Agency

DLA Joint Reserve Force (J9) 

Fiscal Year 2020 Historical Report
1. Introduction

The Joint Reserve Force (JRF) is a two-star Directorate led by a Navy rear admiral (upper half) 

and supported by a full-time staff of Army and Navy active-duty service members and DoD 

civilians. Under the Director and Deputy Director are three divisions – J91 (Personnel), J93/7 

(Operations, Training, and Readiness), and J95/8 (Joint Plans, Policy, and Finance) – and special 

staff (Special Assistant to the Director, Public Affairs and Judge Advocate General). Reserve 

joint team leads (JTLs) serve as the Directorate’s liaisons with key components. They are located 

with their components but report to J9 Director. For FY 20, the joint reserve force had JTLs with 

DLA Logistics Operations, DLA Aviation, DLA Disposition Services, DLA Distribution, DLA 

Energy, DLA Land & Maritime, and DLA Troop Support. 

2. Organization

 
3. Total Personnel:

 Authorized Funded Billets Billets Assigned by Location

 Navy Reserve 326 DLA Headquarters J9 38

 Navy Full-time Support 3 DLA Headquarters J9 Staff 14

 Army Reserve 191 DLA HQ JCASO 16

 Army Staff 5 DLA HQ J3 30

 Air Force Reserve 127 DLA Central 4

 Marine Corps Reserve 14 DLA Europe & Africa 13

 Civilian Staff 6 DLA Pacific 4

 Total 672 DLA Aviation 34

DLA Disposition Services 201

Full-time Staff DLA Distribution 191 

Full-time Equivalent 6 DLA Energy 52

 Army Guard Reserve (AGR) 5 DLA Land and Maritime 35

 Navy Full-time Support 3 DLA Troop Support 40

 Total 14 Total 672

4. Budget

The J9 budget and Audit Task Force (ATF) budget were separated in FY20, though administrated 

by the J9. They are independent programs, not consolidated as in past FYs.

5. Historical Summary

a. FY20 JRF Lines of Effort (LOE) and Initiatives

Budget Categories Amount Percentage

Labor (Civilian) $746,000 85.55%

Contracts $69,283 7.95%

Travel $40,117 4.60%

Supplies $3,727 0.43%

Training $12,873 1.48%

Total $872,000 100%

ATF Travel $20,000 6.00%

ATF Contract $313,000 94.00%

Total $333,000 100%
b. LOE 1: Warfighter First

The Joint Reserve Force (JRF) continued its extraordinary response as evidenced by its 

latest Health of the Agency (HOA) Review to the DLA Director, showing a 90% billet fill rate 

across the JRF, 94% dental readiness rate, and 93% medical readiness rate. Mobilization tracked 

upward throughout the year, outpacing the previous FY. Despite the COVID-19 pandemic,

mission support, was higher than the last FY by nearly 5%, demonstrating the JRF’s flexibility in 

responding to global events.

Essential to the “Warfighter First” LOE is a balance in fill rates across the services as 

well as major subordinate commands (MSCs). The Navy Reserve fill rate remained steady at 

93% overall, with one unfilled officer billet and 22 vacant enlisted positions. The Marine Corps 

Reserve reported a 93% fill, with one vacancy in the officer corps. The Army Reserve posted an 

89% fill, which included 21 unfilled positions, and the Air Force Reserve saw its fill rate fall to 

80%, with 26 vacant billets.

Across the MSCs, fill rates remained consistent, enabling each to fulfill its mission and 

execute the JFR’s vision. Reported fill rates across the MSCs were: DLA Aviation 94%; DLA 

Disposition Services at 92%; DLA Distribution at 92%; DLA Energy 75%; DLA Headquarters 

and regional commands 86%; DLA Land and Maritime 91%; and DLA Troop Support 90%.

The JRF was instrumental in DLA’s support to the Warfighter. Augmentation to the 

Audit Task Force (ATF) helped the agency focus on enterprise risk management and internal 

DLA LOE DLA Objective DLA Initiative

LOE 1: 

Warfighter First 

OBJ 1.2: OBJ 1.2: Readiness and 

Lethality

Initiative 1.2.1: Provide DLA with trained and ready reservists 

to support world-wide missions by maintaining individual 

readiness and filling authorized billets.

LOE 1: 

Warfighter First

OBJ 1.2: OBJ 1.2: Readiness and 

Lethality 

Initiative 1.2.2: Enhance DLA’s global support capability by 

executing 100% fill rate at least 180 days prior to Boots on 

Ground (BOG) date.

LOE 1: 

Warfighter First

OBJ 1.2 OBJ 1.2: Readiness and 

Lethality

Initiative 1.2.3: Maximize JRF mission support to achieve the 

operational effectiveness that DLA and our Customers expect.

LOE 2: Global 

Posture 

OBJ 2.3: OBJ 2.3: Expeditionary 

Capabilities

Initiative 2.3.1: Posture the JRF to provide greater expeditionary 

capabilities in supporting DLA’s missions globally.

LOE 2: Global 

Posture

OBJ 2.5: OBJ 2.5: Joint Reserve 

Force

Initiative 2.5.1: Assess current Joint Reserve Force (JRF) 

capability to meet DLA requirements.

LOE 2: Global 

Posture

OBJ 2.5: OBJ 2.5: Joint Reserve 

Force 

Initiative 2.5.2: Enhance JRF training and readiness by 

implementing a JRF CapabilityBased Training Model.

LOE 3: Strong 

Partnerships

OBJ 3.2: DoD and 

Interagency Partnerships

Initiative 3.2.1: Increase JRF joint exercise participation and 

support to Regional Command exercise activities.
controls. DLA Headquarters personnel contributed numerous hours during drill periods and offduty hours supporting the ATF.

Contributing to mission success, the JRF Academy Workgroup (JAW) met on April 23 

and agreed to convene regularly every 2-3 weeks, after structuring a concept for the Academy 

based on the initial guidance of the former Director: to enable access to the DLA 101 course for 

JRF new joins. Additionally, the JAW explored courses of action (COAs) and their associated 

costs. The COAs represented a transformation opportunity for the JRF. The group will be 

reaching out to JTLs, specifically from DLA Distribution and DLA Disposition, to validate the 

possibility of developing a unified curriculum. 

JRF Aviation service members have been working under the Customer Operations 

Directorate for many years. During drill periods between October 2019 and March 2020, they 

researched approximately 2,000 national stock numbers (NSNs). This research was instrumental 

in locating surplus material and expediting emergency buy packages. The workload assumed and 

contributions made allowed full-time resources to be reprogrammed.

JRF Aviation personnel also expanded into the Supplier Operations Directorate this year, 

providing mission support by researching 294 vendors/companies, vendor supportability, and 

contract validity. This work cleaned up and reduced lead times with contractors, increasing 

“Readiness and Lethality” and building “Warfighter Trust.”

DLA Disposition Services’ JRF members reorganized personnel and missions in its 

Disposition Services Units (DSU) to drive readiness and ensure mission-ready Soldiers and 

Sailors. Reservists have provided over 1,900 hours of contributory support, processing more than 

34,000 line items year to date. The JTL hosted the Annual Leadership Summit and saw 

representatives from each DSU meet with their civilian counterparts in order to maximize 

operational effectiveness.

Per DLA Headquarters JRF, Distribution JRF completed a reorganization, submitting 

draft Joint Organizational Structure charts on July 31, 2020. The reorganization includes 

extensive changes to three Expeditionary Distribution Support Units: Susquehanna (EDSU-SP), 

Atlanta (EDSU-WG), and Norfolk (EDSU-NV).

DLA Distribution JRF Headquarters provided 1,320 hours of support valued at $42,240 

cost avoidance, supporting internal and external customers in the areas of transportation, 

personnel and other security, and escort services. Mission support by EDSU-WG (1,386 hours) 

and EDSU-SP (432 hours) provided cost avoidances of $44,352 and $13,824, respectively. JRF 

Distribution members contributed 408 hours of operational support to OPERATION PACER 

GOOSE.

DLA Energy JRF members enhanced the global warfighter’s support through a 

reorganization. By exercising a true joint structure and joint rating schemes, a better 

understanding of the joint mission occurred. Regional support was another byproduct of this 

reorganization effort.

b. LOE 2: Global Posture

In response to the JRF “Global Posture” LOE, leaders must assess the current Joint 

Reserve Force capability to meet DLA requirements by aligning JRF capabilities to achieve 

wartime requirements. Defining the JRF Rapid Deployment Capability was part of this effort. 

Headquarters personnel researched reservist availability for Materiel Management 

Contingency Training (MMCT) in late FY19, offering the course to members of the Joint 
Reserve Support Team (JRST) and other DLA personnel. The headquarters team stands at 92.7% 

manning as of August 6; the USMC and USA are at 100%; the Navy at 92% and USAF is 82%.

DLA Headquarters personnel used annual training (AT) days in support of the JCASO Annual 

OCS Community of Practice Summit July 15-26. A review of the Memorandum of Instruction 

(MOI) and WARNO for the May 2020 Annual Leadership Review (ALR) began in September. 

The publishing of a MOI and WARNO to the JRF JTLs occurred in October 2019. ALR moved 

from May 2020 to AUG 2020 due to COVID-19. Three headquarters service members supported 

DLA Exercise RDT 20-1 at Camp Attebury, Indiana.

JRF Aviation drilled onsite from October through March 2020 then transitioned to an allvirtual drilling environment in May 2020 in response to the COVID-19 pandemic. This flexible 

response proved their Global Posture and preparedness for immediate action through a newly 

discovered “Strategic Positioning” as a Joint Reserve Force. The DLA Distribution operations 

officer was instrumental to the unit’s first-ever Virtual Battle Assembly (VBA) performed by 

Reservists. He was lauded by leadership for his efforts in the development of a myriad of 

standard operating procedures to codify and document unit member contributions during VBAs

while coordinating and facilitating the VBAs from his computer as a hub for all communications. 

All service personnel assigned to the JRF completed all FY20 General Military 

Training/Total Force AT, some via Microsoft Teams and others online during the VBAs. Over

the year, JRF Aviation readiness levels increased by over 20%, enhancing the ability of the 

reservists to and posture for expeditionary operations. 

The Disposition MSC experienced a significant impact on its global posturing due to the 

COVID-19 pandemic. One team member redeployed from Afghanistan in March because of

COVID-19 while all other members extended their deployments in Kuwait. One officer deployed 

to U.S. Army Europe G-3 on Active Duty Operational Support (ADOS) orders and extended 

throughout FY20 to assist in COVID 19 mitigation efforts. Unable to proceed to Afghanistan due 

to the COVID-19 pandemic, one officer pivoted from mobilizing in support of Distribution 

operations in CENTCOM to serving as the Distributed Mobilization Officer for Navy Region 

Northwest. Twelve members of DSU-1 provided over 960 hours of post-COVID 19 support to 

DLA Disposition sites at Joint Base Lewis-McChord and Fort Bragg. 

Despite the impact of COVID-19, several Disposition service members deployed forward 

in support of DLA missions abroad. One officer mobilized to active duty in May 2020 with DLA 

Distribution at Camp Lemonnier, Djibouti, while an enlisted member mobilized to active duty in 

August 2020 at Camp Arifjan, Kuwait. Four enlisted members of DSU-1 deployed to the 

CENTCOM area of responsibility (AOR), supporting DLA Disposition operations in both 

Kuwait and Afghanistan. One sailor mobilized in June 2020 to support DLA Disposition 

Services in CENTCOM. 

The DLA Distribution J9 is finalizing FY20 AT Expeditionary Distribution Support Unit

assignments for world-wide Exercise Support and Distribution Center support, with EDSU 

alignment to the COCOMs as one planning factor, as well as other important considerations. 

Planned FY20 exercise support includes Defender 2020, Rim of the Pacific (RIMPAC), Pacific 

Sentry, OPERATION PACER GOOSE, and Ulchi-Freedom Guardian (UFG). Distribution 

Centers to be supported during ATs include: Germersheim Germany, Pearl Harbor HA, 

Sigonella IT, Hill UT, Corpus Christi TX, San Joaquin CA, and Susquehanna PA.

DLA Energy demonstrated capabilities in supporting DLA’s missions globally through 

deploying three personnel to the CENTCOM area of operations, with one member deploying to 

Kuwait for 364 days and two service members deployed to Kabul for six months each.
c. LOE 3: Strong Partnerships

The purpose of the “Strong Partnerships” LOE is to integrate reservists into DLA 

exercises to develop wartime skill sets and further assimilate the JRF into their active duty and 

civilian units. The JRF will increase experience and capabilities in those regions through exercise 

participation while simultaneously supporting the DLA mission. The leveraging of JRF 

Resources using Headquarters Reservists in support for Agency audit efforts continued in FY 20.

ATs taken by four Headquarters personnel (two officers and two enlisted members) contributed 

more than 312 hours since last FY.

Under the direction of the DLA Aviation commander, the DLA Aviation Joint Team 

Leader worked within the MSC to find a way to integrate better. For the last several years, JRF 

Aviation has been aligned solely to the Customer Operations Directorate in the MSC. This 

alignment is valued and required; however, the JRF team was not doing the most to support the 

Aviation mission due to this placement. 

In February 2020, DLA Aviation and J9 leadership were briefed on an integration 

strategy developed by JRF Aviation over four-months. The starting phase of integration occurred 

organically during the initial VBA in May 2020. The JRF Aviation leadership recognized a 

capability gap in systems access during the initial VBA planning stages. This event highlighted 

the operational readiness issue at the moment, causing a natural alignment to the missions within 

the MSC that allowed for support with and without systems access from home; Customer 

Operations Directorate and the Supplier Operations Directorate were the clear choices for 

workload during this time.

The JRF Aviation leadership found the natural divide between personnel for the two 

mission support teams based on their at-home access to DLA systems and their background in 

DLA support. The Customer Operations team performed mission support workload on Army 

and Navy Aviation weapon systems, researching 86 National Item Identification Numbers and 

184 line items for backorders, which were older than three years. 

The Supplier Operations mission support team of joint Reservists had its test flight during 

the May VBA. The outcomes were so successful that the workload and team alignment to the 

Directorate was carried forward and became one of the new MSC business areas for MSC

integration for the JRF. During the VBAs, the team was able to work with the DLA Aviation 

Supplier Operations Director, to review the DLA Supplier Database to identify active DLA 

suppliers. The team collaborated to research over 674 suppliers, finding 24 suppliers who had 

gone out of business and helping the DLA Aviation supply chain to reduce long lead times.

The DLA Aviation Air Weapons System Integrator was vital to the coordination and 

concept development of the DLA Aviation Supplier Operations integration strategy. He

collaborated with our agency partners to find solutions that “optimize[d] DLA support to 

sustainment operations, government efficiency.” This mission support team consisted of 14 

different members from across the unit. The team was composed of mainly new gains and those 

members who did not have access to DLA databases, Government Networks, or even Common 

Access Cards (CAC). This diverse team adapted and overcame obstacles through the use of 

open-source market research sources and virtual training, enabling them to support despite the 

challenges of the virtual battlespace.

Mission support efforts, uncharted MSC integration strategies explored, and the 

successful outcomes by the joint total force teams, synchronized efforts towards strong, lasting 
relationships with critical stakeholders, while working in an unfamiliar virtual environment to 

achieve the objectives of the LOE Strong Partnerships.

In January and February 2020, Distribution JRF supported a high priority DLA 

Distribution Europe (DDDE) Mission at Germersheim Germany via AT support. Members 

processed 20 trailers of material resulting in:

(1) Kind Count Condition (KCC) inspected items: 81,340 items

(2) Total receipts processed: 4,962

(3) Items Identified for Transshipment: 105

(4) Items Warehoused: 2,485

DLA EDSU-SP’s hard work, attention to detail, and initiative led to over $7 million of 

AJ2 stock material returned to issuable inventory. The team provided 862 man-hours, saving

DLA roughly $20k in civilian overtime. 

A high priority, high volume DLA Distribution Susquehanna inventory mission emerged 

at the top AT requirement June-September 2020. Thirteen members completed ATs during the 

June/early July timeframe, exceeding expectations in terms of rate completed per hour. The 

inventory mission also provided the opportunity for members to increase skills on the 

Distribution Standard System (DSS), which is the primary automated system used for 

Distribution operations at all Distribution Centers. The second wave consisting of twenty

members started in July. The third wave of 54 personnel started orders in August. 

June-July 2020, OPERATION PACER GOOSE 2020, resupply has been an ongoing 

success with EDSU-NV’s warehouse support. Working alongside their civilian counterparts, 

EDSU-NV wrapped over 600 pallets following COVID-19 regulatory requirements, consolidated 

11,134 pieces of freight, and checked over 4,517 parcels into location. EDSU-NV manifested 

and delivered 25 shore-to-ship pallets of HAZMAT material valued at $40,375.

Disposition DSU-2 has provided over 1,900 hours of contributory support, processing 

more than 34,000 line items FY20 YTD, in addition to establishing contact and face-to-face 

introductions with DLA Distribution active duty leadership on Anniston Army Depot.

Fourteen service members from Distribution EDSU NV provided 364 hours of 

contributory support for a cost avoidance of $11,648. Members sorted and packed over 600 

HAZMAT items, including forklift operation, sorted 98 frustrated items, initiated transshipment 

of 23 items, executed customer service research on 11 items, developed ISDR reports for eight

items, and facilitated Material Turn In for 14 items. In total, EDSU NV processed 754 items over 

the drill weekend in direct support of DLA Distribution NV. EDSU NV DSS accesses were 

checked for 100% of members present. 

Fifteen EDSU WG members provided 120 hours of contributory support to DLA 

Distribution Warner Robins, Oct 4-5, valued at $3,840, to include 63,004 items of Kind Count 

Condition (KCC), 8,263 Line Items of Pick/Pack/Ship, and 6,997 Line Items of High Priority 

MRO Items. Forty-two hours of forklift movements, which included 86 pallets, 831 items with 

no safety issues. Conducted planning for FY20 support of Defender 2020 and RIMPAC 20

EDSU San Joaquin (EDSU-JC) members provided 536 hours of contributory support for 

a cost avoidance of $17,152. The primary areas of operational support provided to DLA 

Distribution JC were UGR Dry Goods palletization, General consumable parts bin packing, and 

CCP outbound shipment palletization. 
d. LOE 4: Whole of Government

JFR’s initiatives in response to the “Whole Of Government” LOE, maximized reserve 

contributions to contingencies through the development and exercise of a deliberate response 

capability tailored to interagency response scenarios. The Headquarters element contributes two 

officers to the Agency Synchronization Operations Center (ASOC) in Watch Officer support 

efforts. Two semi-annual recall notification exercises to ensure accountability were conducted 

and were successful in their speed of execution and accuracy of results.

During the COVID-19 Pandemic, JRF Aviation personnel offset the workload of the fulltime staff. Reservists enables DLA to increase effectiveness with government partners during 

times of crisis or in a steady state situation.

JRF Aviation remains a trained and ready force to that end. Personnel receive training as 

part of their functional expertise or technical training based on their service career specialty and 

how they align within the MSC. There were three Navy reserve personnel assigned to the JRF

who hold civilian positions in DLA Aviation. As a result of their civilian positions, they are 

trained and ready assets with the requisite system accesses and ability to train new personnel on a 

moment’s notice. Newly assigned JRF members have benefited from access to various 

operating systems and on-the-job training. JRF Aviation continues to stand at the ready every 

year to support DLA’s hurricane response effort under the National Response Framework, as 

well.

Ten Distribution JRF members served on Active Duty Special Works (ADSW) Hurricane 

Support orders from July 6-September 30, 2020. These members supported Distribution 

Recovery Operations as members of DDXX Expeditionary Teams at DLA Distribution 

Susquehanna (7 members) and Norfolk (3 members).

For the Oct-Nov 20 time period, Distribution JRF members are on standby to assist 

DDXX teams if needed for Hurricane Support, using ATs as a funding mechanism. The 

Distribution support plan for Summer/Fall 2020 Hurricane Support is a work in progress within 

J9, with several COAs under consideration.

e. LOE 5: Always Accountable

The JRF will continue to augment DLA audit response efforts with qualified JRF 

personnel and support. The JRF Headquarters service members provided 45 days of contributory 

support to the ATF this FY. Specific duties have focused on OBJ 5.2 (Auditability) and OBJ 5.4 

(Mitigate Risks). DLA Headquarters leadership is working to resource additional service 

members to support the ATF, with one Air Force IMA identified to support the ATF from 12-24 

May. Current efforts are underway to review and publish an updated Joint Reserve Force 

General Order, headed by an Army officer.

In response to COVID-19, the JRF leadership undertook several initiatives to review 

internal processes, update policies, and standardize procedures. The release of “Joint Reserve 

Force (JRF) Accountability Procedures,” on May 15, 2020, implemented policy, assigned 

responsibility, and provided procedures concerning Reservist accountability. On June 3, 2020, a 

J-9 Memorandum from the Director, “Joint Reserve Force (JRF) Establishment of Joint Rating 

Schemes and Joint Evaluation Procedures Policy was released, codifying a joint scheme for 

evaluations across the JRF. An eSOP, “Joint Reserve Force (JRF) Reconstitution Framework and 

Guidance,” was released on June 19, 2020, to provide an outline of steps for returning JRF 
Reservists to pre-COVID-19 inactive and active statuses per Service, regional, state, local, and 

Agency policies.

The JRF Aviation unit prioritizes both personal and professional accountability. During 

the virtual operating environment caused by COVID-19, the government recognized savings in 

travel costs for 21 members residing further than 50 miles from their drill site. Assuming the 

full $500 reimbursement for each member’s travel per the Joint Travel Regulation, this reduction 

saved the government $31,500 in travel pay. Utilizing the same number of members who require

billeting during the same timeframe (assuming a government rate of $75 average per member/per 

night) saved the government $9,450 in lodging expenses. The total estimated savings for JRF 

Aviation during an all virtual working environment is at least $40,950.

JRF Aviation also realized a work production increase during the same timeframe. An 

additional three JRF members participated during the virtual drills, fully engaged with the 

workload for roughly 10 hours x 3 days each work period. With the limited time for breaks and 

distractions, the JRF Aviation mission support and MSC contributions increased by about 20% 

overall!

The VBAs also enabled MSC mission support growth and integration in ways that were 

not previously easily identifiable. The lack of CAC-access (about 50% of JRF) allowed our team 

to grow into a new mission support area assisting the Supplier Operations Directorate in 

researching the validity of vendor contracts. This initiative was a break-through growth area that 

the MSC will support beyond FY20.

The J9 Director’s vision for the Joint Reserve Force materialized due to the all-virtual 

operational setting. Many service members chose to reschedule drills to participate in this new 

virtual setting as part of the joint unit. This small adjustment in operations enabled the JRF to 

fully realize it’s “jointness” during the VBA’s – as all four services saw representation at nearly 

full strength!

f. People and Culture

The JRF Headquarters welcomed the new Director, RDML Grafton Chase, aboard to 

begin the fiscal year as well as Colonel Lance Brown (Army), serving as the JRF J3 liaison. 

RDML Chase presented five Distinguished Meritorious Service Medals (DMSM), three Joint 

Service Commendation Medals (JSCM), and one Joint Service Achievement Medal (JSAM) to 

Headquarters personnel in recognition of their extraordinary service to the JRF mission over 

FY20. Two Army officers retired after many years of honorable service, while five Army service 

members, two officers and three enlisted, received promotions to the next higher grade.

Several of the JRF Aviation’s personnel received awards in recognition of their 

exemplary service to the JRF. One member received the DMSM for extraordinary service over 

five years at DLA, including a deployment to Australia. One service member, in recognition of 

their eight years of service, received the JSCM. Three others received recognition in the form of 

a JSAM, including two service members for their work with DLA Aviation’s Army Customer 

Facing Division in the Customer Operations Directorate. 

The JRF Aviation Cultural Committee meetings continued every drill weekend this year. 

The JTL and senior enlisted leader (SEL) developed a strategy to continue to solicit feedback 

from the unit throughout the year on a 6-month basis by executing a Strengths, Weaknesses, 

Opportunities, and Threats (SWOT) Analysis approach to garnering key issues and successes. 

This small business tactic enabled the leadership to cover down for the cultural and climate 
information gap during the COVID-19 crisis when the Dennison Survey was paused but were 

able to accomplish a SWOT Analysis in an all-virtual setting with the entire unit. There was 

zero loss of communication and situational awareness of the unit personnel in JRF Aviation 

during the survey delay.

Understanding the Reservists’ needs and climate, the JRF Aviation SEL developed a path 

forward to help close the gap in communications with the Reservist’s families! He worked to 

solidify and staff a volunteer for the Key Spouse position in the unit, responding to the Dennison 

Survey results from FY19, showing the Reservist’s concerns over their family’s lack of 

information, that affected them directly as it related to reserve participation. 

In December 2019, the Disposition MSC welcomed Captain Orlando Lorie as the new 

Joint Team Leader. Concurrently, a new assistant JTL joined the unit. Additionally, DSU-1 

added a new commanding officer, and DSU-2 joined a new commanding officer, executive 

officer, and training officer.

The Distribution JRF Senior Enlisted Leader retired on April 30, 2020, another enlisted 

member is currently serving as Interim SEL. The EDSU-WG SEL retired November 2019. The 

filling of the EDSU, Oklahoma (EDSU-OO) commanding officer position became effective 

December 1, 2019. The MSC awarded 1 DMSM, 1 JSCM, 2 JSAM, and 2 Flag Letter of 

Commendations were presented to team members for meritorious service during the FY. 

Additionally, two service members received recognition as Reservist of the Year in their 

category at the DLA Awards Ceremony in December 2019.

The Energy MSC witnessed turnover in key leadership positions as Colonel Tina 

Kirkpatrick assumed the duties as Joint Team Leader for the MSC. Navy Commander Kevin 

Greenwood followed immediately, taking over the responsibilities as the Assistant Joint Team 

Leader. Additionally, Master Sergeant Jason Cotton (Army) filled the senior enlisted leader 

position. 
Defense Logistics Agency

DLA Inspector General (DA) 

Fiscal Year 2020 Historical Report
1. Introduction. 

a. Mission. 

The mission of the DLA Office of the Inspector General (OIG) 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 agency risk, improve processes, ensure 

compliance, and optimize resources in peace and war. The DLA OIG helps the enterprise combat 

fraud, waste, abuse, and mismanagement. While it operates independently, the office relies on

mandated partnerships with the Defense Criminal Investigative Services, Military Criminal 

Investigation Organizations, DoD Office of the Inspector General (DoD OIG), as well as 

meaningful relationships with other DoD inspectors general and their associated criminal 

investigative agencies. DLA OIG works closely with the DLA General Counsel. 

b. Summary of key DLA OIG events and activities in 2020.

Operating well under authorized manning levels for the first half of FY20, DLA OIG still 

managed to support the agency in administrative and hotline investigative cases, operational 

audits, and liaison efforts. The Investigations Division opened 193 cases and closed 205. The 

Operations Division’s Hotline Program processed 305 cases – a 50% increase over the previous 

three years – and closed 260. DoD OIG referred 52 of these cases. The Audit Division completed 

four planned and two unplanned operational audits. The External Audit Division closed 52 

external audits, including 23 from the Government Accountability Office, 22 from DoD OIG, 

and 7 from the military services. The COVID-19 pandemic significantly influenced the 

aforementioned functions, as detailed in the historical narrative of this report. 

2. Organization.

DLA OIG provided functional and regional support to the enterprise. The majority of the office’s 

investigators and auditors served with major subordinate commands and regional commands. A 

small staff in the DLA Headquarters provided oversight and administrative support, managed the 

DLA Hotline, and liaised with external activities. The chart below captures the office’s 

organization.
3. Key personnel. 

DLA OIG did not see many changes in key personnel for FY 20. William Rigby has served as 

director since 2016. Likewise, DLA OIG’s four division chiefs remained the same – Steven 

Pigott for the Audit Division, Jerold Unruh for the Investigations Division, Andrew “Dutch” 

Duszynski for the Operations Division, and Andrew Hagenow for External Audit Liaison 

Division. LTC Derek Vinson, U.S. Army, reported to DLA OIG in July, 2020, to serve as Chief 

of Inspections and Officer in Charge (OIC) of IG-directed special projects. DLA OIG did not 

experience any changes to first line supervisors.

4. Total personnel. 

By the end of FY 20, DLA OIG had 48 personnel on hand and 47 authorized (one “excess” GS1805 investigative analyst served on an active duty Air National Guard deployment the entire 

fiscal). DLA OIG also had one military officer (O5) on hand out of one authorized. This was a 

significant improvement given the 40 personnel on hand at the onset of FY 20. The office had 

dropped in number due to the normal attrition of auditors – a low density job series that is 

difficult to backfill. DLA OIG hired five auditors (0511 job series), one criminal investigator 

(1811), one general investigator (1810), and one investigative analyst (1805) in FY 20. DLA 

OIG FY 20 manning authorizations are below:

a. GS-1811: 17 authorized; 17 on hand for F Y20.

b. GS-1810: 2 authorized; 2 on hand for FY 20.

c. GS-1805: 4 authorized; 5 on hand for FY 20 (including one active duty deployment).

d. GS-0511: 21 authorized; 21 on hand for FY 20.

e. GS-0301: 2 authorized; 2 on hand for FY 20.

f. GS-0341: 1 authorized; 1 on hand for FY 20.

g. Military O5: 1 authorized; 1 on hand for FY20.

DLA OIG personnel were located at DLA Headquarters and each subordinate command 

headquarters, including DLA Aviation, DLA Disposition Services, DLA Distribution, DLA 

Energy, DLA Land and Maritime, and DLA Troop Support; at the regional commands in 

Kaiserslautern, Germany, Pearl Harbor, Hawaii, and Tampa, FL; and at DLA facilities in San 

Joaquin, CA, Tinker AFB, OK, and Anniston, AL.
5. Historical Events and Activities. 

a. Manning levels. 

In FY20, DLA OIG rectified shortages that had occurred last year due to the natural 

attrition of auditors. A 30% shortage degraded the Audit Division’s ability to execute the 

Enterprise Annual Operational Audit Plan at the beginning of FY20. However, hiring five 

auditors mid-FY20 improved efficiency. 

b. COVID-19 pandemic. 

The emergence of the COVID-19 pandemic presented numerous challenges to DLA 

OIG’s daily operations. The DLA IG, William Rigby, estimated the staff operated at 85% 

effectiveness when compared to previous fiscals. The DLA IG designated all investigators 

mission essential, and agents returned to the workplace in Phase 1 of DLA reconstitution, or June 

for most locations. No DLA OIG employees tested positive for COVID-19 during FY20. 

DLA OIG was a member of task forces with the Defense Criminal Investigative Service 

and the U.S. Department of Justice (DOJ) focused on COVID-19 supplies and equipment. DLA 

OIG worked directly with the staff of the Product Substitution and Financial Crimes Program, 

Headquarters, Defense Criminal Intelligence Services, and a team from the Fraud Counsel to 

maximize information flow and minimize disruption. The objective was to reduce fraud, theft, 

and diversion, and to prosecute those who attempting to use the pandemic for personal gain.

DoD “stop travel” policy implementation significantly curtailed official travel for DLA 

employees in FY 20. Official travel in support of investigations dropped 65% compared to 

previous fiscals. Both investigators and auditors used alternate methods for conducting 

interviews that abided by social distancing standards and adhered to travel restrictions. DLA OIG 
ID collected physical and documentary evidence in person only when essential to prevent the 

loss, damage, or destruction of potential evidence. In those instances, agents used personal 

protective equipment and took social distancing and hygiene protective measures. 

In May, Investigative Division agents received COVID-19 Procurement Fraud virtual 

training from the Counsel of Inspectors General for Integrity and Efficiency and the Inspector 

General Criminal Investigator Academy. Two trial attorneys from the Antitrust Division of the 

U.S. Department of Justice (DOJ) served as trainers. The training covered DOJ’s Procurement 

Collusion Strike Force’s procedures for detecting, investigating, and prosecuting criminal 

antitrust violations in public procurement. The strike force led a coordinated national response to 

combat antitrust crimes and related schemes in government procurement, grant, and program 

funding at all levels of government – federal, state, and local. It was comprised of the U.S. DOJ

Antitrust Division, multiple U.S. attorneys’ offices, the Federal Bureau of Investigation, and 

inspectors general from several federal agencies, to include DLA OIG. With the emergence of

the COVID-19 pandemic, federal agencies worked with state and local government agencies to 

solicit competitive bids for relief and recovery contracts. The strike force committed to 

supporting the federal OIG community to deter, detect, investigate, and prosecute violations of 

criminal antitrust laws, such as bid rigging and collusion in the competitive bidding process. 

The Coronavirus Aid, Relief, and Economic Recovery Act generated over 15 COVID-19 

external audits processed by the External Audit team. Several required monthly reports to 

Congress. This temporary spike exceeded the team’s normal workload.

c. Information Technology Modernization. 

In conjunction with DLA Information Operations, the Investigations Division researched 

numerous case management tracking systems to replace the legacy system, DLA Criminal 

Incident Reporting System (DCIRS). Contract support of DCIRS ended in FY19, and DLA OIG 

sought a system with expanded capabilities. Based on Investigation Division requirements, the 

Automated Case Tracking System and the system used by DLA Police were eliminated as 

options. The acquisition effort will continue into FY 21.

In December, the External Audit Division switched from the EXAMS program to High 

Gear software. With this changeover, all of the division’s information and coordination ran on 

High Gear, a commercial management program already used by DLA. DLA OIG opened access 

to all the designated audit liaison focal points in the agency.

d. DLA OIG support to the DLA Agency Management Review.

In February, DLA OIG held three open door sessions for the DLA Distribution agency 

management review. The Investigations Division and Hotline agents interviewed 46 individuals 

during the sessions. The agents logged complaints and followed up to determine the 

appropriateness of further investigation. These complaints drove the total DLA Hotline 

complaints up for FY20, giving the fiscal a higher average than in FY 19.
e. Operational audits and inspections conducted in FY20. 

The Audit Division conducted the following operational audits and inspections in FY20:

(1) Inspection of Suffolk Building Space Utilization (published 8 Jan 2020)

(2) Inspection of St. Michaels Hotline Complaint (published 22 Apr 2020)

(3) Inspection of DPAS Coding (published 30 Sep 2020)

(4) Audit of Disposition Services Japan Compliance with Disposal Procedures 

(published 19 May 2020)

(5) Audit of DLA Contracting Officer Representatives Roles and Responsibilities 

(published 25 Sep 2020)

(6) Audit of Contracting Officer Representatives’ Roles and Responsibilities for 

J6 Service Contracts (published 30 Sep 2020)

f. DoD OIG peer review of DLA OIG AD. 

In March, DoD OIG completed a peer review audit of DLA OIG audit teams, a process 

undertaken every three years. Overall the DoD OIG team provided positive assessments of Audit 

Division work over the past three years. The division achieved a “pass” rating for this review 

which is the first time in many cycles that DLA reached this level. The common rating is “pass 

with deficiencies,” which DLA achieved in 2017. 

g. DoD OIG Program Review of DLA. 

DoD OIG inspected DLA Senior Official complaints/investigations, the Hotline Program, 

and Whistleblower reprisal allegations and investigative procedures from February to April. In 

addition to DLA OIG subject matter experts, DoD OIG representatives met collectively with 

DLA General Counsel Mathew Pausch, DLA Human Resources Director Brad Bunn, and DLA 

OIG William Rigby to discuss the agency’s senior official complaints process. The evaluation 

standards were developed for Service inspector generals. DLA was the first Defense Agency 

reviewed under these standards. The antiquated hotline tracking system was noted as a 

significant concern. DLA OIG implemented corrective actions in concert with DoD best 

practices to the extent our capabilities and resources allowed (DLA OIG manning and resourcing 

is not comparable to Military Service IG capabilities).

h. Notable training events. 

In early March, DLA OIG sponsored a 32-hour training course on federal appropriations 

law. Most DLA OIG auditors and several investigators participated, as did members from DLA 

General Counsel, DLA Logistics Operations, DLA Acquisition, and DLA Energy. A former Air 

Force attorney served as trainer. He used real-world examples and his extensive knowledge to 

illustrate key points and distinctions in the law.
Defense Logistics Agency

DLA Small Business Programs (DB) 

Fiscal Year 2020 Historical Report
1. Introduction. 

DLA seeks to provide maximum practicable contracting opportunities to small businesses, 

service-disabled veteran-owned small businesses, historically underutilized business zone small 

businesses, small disadvantaged businesses, and women-owned small businesses. Such concerns 

must also have the maximum practicable opportunity to participate as subcontractors in contracts 

awarded by DLA, consistent with efficient performance.

The DLA Office of Small Business Programs (OSBP), also known as DLA-DB, was established 

in accordance with the Small Business Act of 1953, as amended, and Department of Defense 

(DoD) Instruction 4205.01, “DoD Small Business Programs.” Its seeks to aid, counsel, assist, 

and protect the interests of small businesses. DLA OSBP provides small business advocacy and 

promotes small business utilization to strengthen the competency, capability, and commitment of 

the industrial base. During FY 20, DLA OSBP demonstrated unwavering commitment to 

maximizing small business acquisitions while meeting the needs of the Warfighter and ensuring 

each tax dollar is spent responsibly. DLA OSBP guidance and vision has resulted in the agency 

awarding over 40% of eligible contract dollars to small businesses over the fiscal.

Section 1241 of the DoD Authorization Act for FY 1985 (Public Law 98–525) established the 

Procurement Technical Assistance Program (PTAP) to expand the number of businesses capable 

of participating in government contracts. The statute assigns administration of the program to 

DLA and authorizes it to enter into cooperative agreements with states, local governments, 

nonprofit organizations, and other eligible participants. Cooperative agreements assist businesses 

in pursuing and performing contracts with DoD, other federal agencies, and state and local 

governments. DLA OSBP is responsible for implementing the PTAP pursuant to Chapter 142 of 

Title 10, United States Code. On September 30, 2020, 94 PTACs operated under DLA OSBP.

2. Organization: 

DLA OSBP was authorized eleven FTEs for FY 20, comprised primarily of GS-1102 personnel. 

The former DLA OSBP Director, Ms. Christina Young, left the agency in August 2019 and Ms. 

Sherry Savage served as acting director until Mr. Dwight Deneal reported as DLA’s new Small 

Business director on December 9, 2019.

Two of OSBP’s FTEs are stationed in Philadelphia to support the DLA Contracting Services 

Office. New for FY20, DB personnel in Philadelphia began supporting DLA Strategic Materials 

as well. All other DB FTEs are stationed at DLA Headquarters in Fort Belvoir, where five 

support PTAP. The OSBP director, deputy director, and two other employees oversee the DLA 

Small Business Program. 

DLA’s six major subordinate commands each have a small business office but those personnel 

report through their chains of command, not DLA Headquarters. The DLA Contracting Services 

Office and Strategic Materials OSBP report through DLA-DB because these activities are 

components of DLA Acquisition, also part of DLA Headquarters. This structure maintains 

separation between contracting and small business functions. 
3. Key Personnel. 

a. Dwight D. Deneal, Director, OSBP (Dec 2019 – Present) 

b. Christopher Hall, Deputy Director, OSBP (May 2016 – Present) 

c. Sherry Savage, Program Manager, PTAP (Sept 2016 – Present); Acting Director, 

OSBP (Sept 2019 – Dec 2019)

4. Total Personnel

DLA OSBP was staffed with eleven full-time personnel at the end of FY 20, all civilians. The 

director’s job was vacant until December 9, 2019 and filled by Ms. Savage on an interim basis.

5. Historical Narrative.

a. DLA Small Business Performance

Small businesses reduce risk in DLA’s supply chains. They are essential to our ability to 

provide resilient and secure industrial support to the Warfighter. DLA has about 12,000

suppliers, 80% of which are small businesses.

The Small Business Act established a 23% small business goal for the federal 

government, which is the target for the proportion of eligible contract dollars obligated to small 

businesses. From there, the Small Business Administration sets goals for departments, such as 

the Department of Defense. For FY2020, the DoD goal was 22.05%. In a similar fashion, the

Defense Department sets goals for components such as DLA. Through its Office of Industrial 
Policy, the department challenged DLA by setting our Fiscal Year 2020 small business goal at 

32.36%, higher than it has been since 2012. 

Rising to the task, DLA exceeded its goal for the eighth consecutive year. While doing 

so, it promoted acquisitions from service-disabled veteran-owned small businesses, small 

disadvantaged businesses, women-owned small businesses, and historically underutilized 

business zone small businesses. 

b. The Procurement Technical Assistance Program (PTAP)

Within DLA, OSBP is responsible for implementing the PTAP. The program executes 

cooperative agreements with eligible participants to establish the Procurement Technical 

Assistance Centers (PTACs). PTACs, in turn, assist businesses in pursuing and performing 

contracts with DoD, other federal agencies, and state and local governments. The centers help 

prepare bids/proposals, market potential buyers, set up or improve quality assurance and 

accounting systems, comply with cybersecurity requirements, and resolve payment problems.

Cooperative agreements and grants are different from contracts in that they carry out a 

public purpose rather than to acquire property or services for the government. PTAP is DLA’s 

only grants or cooperative agreements program. Funding for PTAP and DLA’s administration of 

the program is provided annually by Operations and Maintenance appropriation. For FY 20, 

Congress appropriated $44.5 million, the most ever and $2.2 million more than FY 19.

At the end of FY 20, 94 PTACs assisted businesses in 49 states, Washington, D.C., 

Puerto Rico, Guam, the Commonwealth of the Northern Marianas, and regions established by the 

Indian Affairs Bureau of the U.S. Department of the Interior. For FY 20, DLA OSBP obligated 

$43.7 million for PTAC use. A cost sharing program, PTACs received $27 million from states 
and other local entities. PTACs provided more than 190,000 hours of one-on-one counseling to 

57,160 businesses and participated in 4,780 training and networking events. 

c. Strategic Initiative 3.3.5, Promote Small Business Participation in Acquisitions

DLA OSBP was responsible for the completion of tasks related to Strategic Initiative 

3.3.5 in the Agency’s FY 20 Strategic Plan Implementation Guidance. This initiative established 

that the agency would avoid solicitations involving bundling or consolidation of contract 

requirements, or if such a solicitation is appropriate, mitigate the impact on small business by 

structuring procurements so as to increase small business participation as either prime 

contractors or subcontractors and suppliers. 

(1) Defense Logistics Agency Directive (completed in FY19) 

In collaboration with DLA Acquisition, Small Business Programs published 

Procurement Letter 2019-14, “Additional Requirements for Acquisitions Involving 

Consolidation, Bundling, or Substantial Bundling (Defense Logistics Acquisition Directive 

(DLAD) 7.105 and 7.107),” dated June 16, 2019.

 

The letter:

(a) ensures that OSBP has early visibility of bundling that we will need to 

report to Congress (i.e., contracts > $2M).

(b) when we add items to a contract without a solicitation and where 

applicable, adds the requirement for a determination that the consolidation/bundling is necessary 

and justified.

(c) ensures consolidation/bundling determinations include evidence that 

they were coordinated with OSBP at the MSC-level.

(d) makes the approval authority for bundling the same as consolidation.

(2) Computer-based training module (completed in FY20)

Another outcome from the initiative was the development and rollout of the 

Contract Consolidation and Bundling training module in the DLA Learning Management 

System. The training provides actionable guidance to help mitigate the impact of contract 

consolidation or bundling. Training went live in November 2019.

d. COVID-19 Pandemic

Small business suppliers have enabled DLA to meet the rapidly escalating demand of the 

COVID-19 equipment. Small business contributions were noteworthy, especially in the agency’s 

Construction & Equipment, Clothing & Textiles, and Medical supply chains. 
(1) Support

In FY 20, contracts worth $2.04 billion to support COVID-19 response and 81% 

($1.66B) were awarded to small businesses. Small businesses were integral to relief efforts, 

especially personal protective equipment such as face masks, eye protection, and isolation 

gowns.

Throughout the pandemic, PTACs counseled small business owners who 

otherwise may have defaulted on their contracts.

(2) Outreach

During the pandemic, the DLA OSBP offered monthly webinars to educate small 

businesses on opportunities. Additionally, the DLA OSBP engaged small businesses during the 

following events:
(a) The Department’s Joint Acquisition 

Task Force (JATF) Personal Protective Equipment (PPE) 

Industry Day, which focused on current and potential 

domestic producers (end-items as well as material). It was 

attended by major trade associations and consumer 

representatives.

On July 14 and 15, the DoD’s COVID-19 

Joint Acquisition Task Force and the DLA, in coordination 

with interagency partners, hosted a virtual information day 

on current and future PPE demand. The session provided current and potential suppliers of 

medical and non-medical PPE an understanding of requirements from across multiple sectors of 

the economy, including the U.S. government, non-medical industry, and medical industry. It also

facilitated a dialogue between industry and the government regarding how current investments in 

domestic production.

(b) Industry trade associations weekly conference calls hosted by the 

DoD’s Industrial Policy office to discuss COVID-19 updates and get feedback on COVID-19 

impacts on industry. The first of daily talks about the effects of coronavirus on the defense 

industrial base kicked off on March 17. 

Deputy Assistant Secretary of Defense for Industrial Policy, Ms. Jennifer 

Santos chaired the first call. Other representatives from her office, the Defense Contract 

Management Agency, the Defense Logistics Agency, and the Defense Pricing and Contracting 

also participated.

(c) The Office of Small Business Programs and the Small Business 

Administration hosted a webinar on April 8 to provide advice and give defense companies an 

opportunity to ask questions related to COVID-19 resources for small businesses. 

(3) Resources

Starting in March and updated throughout the pandemic, the DLA Office of Small 

Business Programs maintained answers to COVID-19 a frequently asked questions on the DLA 

Small Business website. Additionally, the information points small businesses with capacity to 

support DLA’s response to TroopSupportCOVID19@dla.mil, which was established for 

recruiting new suppliers.
Defense Logistics Agency

DLA General Counsel (DG) 

Fiscal Year 2020 Historical Report
1. Introduction

The DLA General Counsel is the exclusive provider of legal advice, counsel, and representation 

for the DLA enterprise. The headquarters office (DG) advises the DLA director, the vice 

director, J1, J3, J7, J8, J9, DLA Installation Support, and the director’s staff on matters affecting 

the agency while ensuring compliance with laws and regulations. DG’s subordinate offices 

provide full service support to their commands. The case numbers reported herein reflect their 

invaluable contributions.

DLA General Counsel’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 comprise a broad 

range of subject matter experts. Our legal enterprise consists of six 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. DG hired an intellectual 

property attorney in FY20 to provide expertise in acquiring data rights and developing additive 

manufacturing. The practices are organized under four divisions: international and operational 

law; administrative and civil law, which includes the ethics and standards of conduct program 

and the procurement fraud and business integrity program; labor and employment law; and 

acquisition law. DG also oversees the legal practices of subordinate commands. The timely and 

effective resolution of legal issues contributes significantly to the agency’s goals, lines of effort, 

and priorities. In 2018, DG published a strategic plan to ensure its efforts are nested with the 

agency’s strategic plan. 

In February 2020, Mr. Jon L. Lightner assumed duties as deputy general counsel for DLA. Prior 

to his arrival at DLA Headquarters, Mr. Lightner served as chief counsel for DLA Troop Support 

from 2013 to 2020. DLA Troop Support has the largest legal office in DLA. 

In late August 2020, Mr. Michael P. Wilson assumed Mr. Lightner’s former position as chief 

counsel for DLA Troop Support. Since 2008, Mr. Wilson has served the agency and DLA 

General Counsel with great distinction. He has been recognized with the inaugural DLA Office 

of General Counsel Excellence in Leadership Award.
2. Organization and Personnel

The following are the organization charts of the DLA OGC Legal Enterprise and the HQ DLA 

OGC organization:

DEFENSE LOGISTICS AGENCY OGC HEADQUARTERS, FORT BELVOIR, VA

Office of General Counsel

HQ, DLA

Ft. Belvoir, VA

Pearl Harbor, Hi

Kaiserlautern, GE

New Cumberland, PA

MacDill AFB, FL

Matthew Pausch GC

Jon Lightner DGC

41 FTE

DLA Aviation

Steve Davis

Richmond, VA

Huntsville, AL

Warner-Robins 

AFB, GA

Tinker AFB, OK

Philadelphia, PA

Hill AFB, UT

27 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

Kathleen 

Murphy

Ft. Belvoir, VA

16 FTE

DLA Land & 

Maritime

Mike Gordon

Columbus, OH

Aberdeen, MD

Warren, MI

27 FTE

DLA Troop 

Support

Michael Wilson

Philadelphia, PA

35 FTE
3. Historical Narrative

a. International & Operational Law Highlights 

The International & Operational Law division provides around the clock legal advice for 

planned and unplanned support to contingency operations. We counsel the DLA Logistics 

Operations director and DLA’s three regional commands. To facilitate this support, DG offices 

in Tampa, FL; Hawaii; and Germany advise and assist regional commands supporting six 

combatant commands. We are the agency’s experts in operational and international law and 

military justice and discipline; we serve as legal advisors to the inspector general, public affairs 

office and DLA Transformation. Our attorneys specialize in disaster-preparedness and overseas 

contingencies. We advise on local law, customs, international agreements, and federal employee 

and contractor rights in areas where humanitarian operations take place. 

Our division and the regional legal offices provided client-focused support to regional 

commanders so they could provide logistics solutions to the geographic combatant commanders. 

We assisted the agency in supporting the military’s logistics needs during the COVID-19 

pandemic and, as part of the interagency task force managing the Federal response to COVID19, played a major role (in particular, DLA Counsel – Troop Support) in responding to requests 

from the Federal Emergency Management Agency, Department of Health and Human Services, 

and other organizations. 

b. Administrative & Civil Law Highlights

The Administration & Civil Law division provides timely and effective advice in the areas 

of environmental and safety, installation, fiscal, and general administrative law. Three agency 

programs are included in the division: the standards of conduct and employee ethics program, 

procurement fraud and business integrity program, and the legislation program. 

(1) Standard of Conduct and Employee Ethics 

We implement the ethics program in accordance with Office of Government 

Ethics and Standards of Conduct Office directives. The DLA general counsel serves as the 

designated agency ethics official. DLA attorneys provide mandatory ethics training, identify and 

train employees required to file financial disclosure statements, and review statements for legal 

sufficiency and conflicts of interests, 5200 in FY20. We advise on employee disqualification 

statements, divestitures, and post-employment restrictions. We report ethics compliance annually 

to the Office of the Secretary of Defense and Office of Government Ethics. 

(2) Procurement Fraud and Business Integrity

In our fraud remedies program, we examine for contract fraud or other improper 

conduct by contractors and offerors. DLA attorneys refer matters meriting investigation to the 

appropriate investigative body and monitor DLA-wide efforts to prevent, detect, deter and 

remedy procurement fraud. We coordinate administrative, civil, and criminal remedies. We 

execute the suspension and debarment program for the agency—our attorneys prepare 
suspension and debarment recommendations for the suspending and debarring official (the GC) 

and hold meetings, when requested, with parties facing suspension or debarment. 

In FY 20, the suspending and debarring official issued 26 suspensions, 196 

notices of proposed debarment, and 163 debarments for a total of 385 actions. We also entered 

into six administrative agreements. Administrative agreements are an alternative to ineligibility 

actions that use verifiable actions such as enhanced internal corporate governance practices and 

procedures and independent third-party monitors.

(3) Legislative Program

We analyze proposed legislation and draft and advocate for legislative changes 

that will enhance DLA mission accomplishment. In FY20, we received authorization to buy and 

sell certain strategic and critical materials for the national defense stockpile. (Section 850 of 

Public Law 116-92). We also provided comments on DoD and other federal agency proposals to 

the DoD Office of Legislative Counsel. 

In FY 20, our installation support attorneys assisted with the agency’s sexual 

assault prevention and response program. They also advised all missions within the DLA 

Installation Support to include environmental; occupational health; safety; real property; security 

and emergency services; and morale, welfare, and recreation. Our attorneys in Hawaii provided 

legal and business advice to DoD and Navy stakeholders on the Red Hill fuel storage facility. In 

a Sierra Club lawsuit challenging DLA contracts for incinerating firefighting foam that contains 

a chemical linked to adverse health effects, attorneys from DLA Disposition Services and DLA 

Headquarters supported Department of Justice attorneys. 

Our fiscal law attorney participated in meetings on the agency cash position; 

provided support for the agency’s ongoing Financial Improvement and Audit Readiness efforts; 

and advised on potential Anti-Deficiency Act matters, policies, and investigations.

c. Labor & Employment Law Highlights

The mission of the Labor & Employment Law division is to defend DLA before the 

Equal Employment Opportunity Commission (EEOC), the Merit Systems Protection Board 

(MSPB), the Federal Labor Relations Authority (FLRA), and arbitrators, as well as assist 

Department of Justice attorneys representing DLA. In FY 20, DLA attorneys defended 105 

EEOC and 43 MSBP cases and handled 10 arbitrations and 2 unfair labor practice actions. We 

advise management on labor and employment matters, to include disciplinary actions, policy 

issues, and office of special counsel or congressional inquiries. In FY20, we advised on COVID19 related issues such as workplace flexibilities, reconstitution plans, leave, and benefits. 

The Law & Employment division runs the agency’s alternative dispute resolution 

program, which has approximately 80 DLA mediators, 23 of whom are DG personnel. Our 

program seeks to resolve disputes at the earliest possible stage, thereby reducing time, expense, 

delay, acrimony, and other adverse consequences. DLA uses alternative dispute resolution to 

address equal employment, workplace, labor, contracts, and Freedom of Information Act 

disagreements. In FY 2020, we handled 241 matters. 
d. Acquisition Law Highlights

The Mission of the Acquisition Law division is to support billions of dollars-worth of 

procurements for the military services and federal agencies, including fuel; construction and 

equipment; medical equipment, consumables, and pharmaceuticals; subsistence; uniforms and 

clothing; weapon repair and replacement parts; distribution services; and disposition services. 

We analyze new acquisition statutes, regulations, and policies and represent DLA on the Defense 

Acquisition Regulation Council. DLA attorneys assist in the preparation and review of 

solicitation and contract documents in connection with major acquisitions and serve on source 

selection panels and assist contracting officers.

The Acquisition Law division supports DLA Acquisition with procurement policy,

procurement actions (such as justifications and senior procurement executive approvals), and 

procurement oversight and review (such as Red Teams). In addition, it assists with special 

interest reviews and inquiries (such as DoD Inspection General audits and Congressional 

inquiries). We also support DLA Logistics Operations in F-35 Joint Strike Fighter 

responsibilities, reform initiatives, and whole of government issues. 

In FY20, we advised on corrective action relating to the recompete of the subsistence

prime vendor contract for Iraq, Kuwait, Jordan, and Syria, and coordinated on non-competitive 

bridge contracts. We coordinated contract awards using Section 883 of the National Defense 

Authorization Act for FY 2017 (Storage and Distribution Support to Weapon Systems 

Contractors). We advised on many COVID-19 response issues, including providing personal 

protective equipment to contractors, replenishing the Strategic National Stockpile, Berry 

Amendment domestic nonavailability determinations, procuring sanitizing units from Battelle 

Memorial Institute, and allowing the re-use of N95 masks at locations nationwide. Our COVID19 related advice ensured the agency executed, without interruption, over $2 billion in contract 

support. 

We run the contract litigation program that defends the agency in General Accountability 

Office (GAO) protests and Armed Services Board of Contract appeals. We also support 

Department of Justice attorneys in Federal courts cases, including the Court of Federal Claims.

Subordinate command offices serve as lead counsel in most cases, with oversight from 

headquarters attorneys. In FY20, cases involved more than $12 billion in dispute (which includes 

Government claims). DLA attorneys handled 139 protests, 81 ASBCA cases, and 24 Federal 

court cases. 

Along with DLA Information Operations, DLA General Counsel continues to develop the 

Stored Information Disclosure & Discovery (ESIDD) program, which includes the discovery and 

disclosure of extensive volumes in eDiscovery, investigations, Freedom of Information Act 

queries, and Congressional requests. 
Defense Logistics Agency

DLA Intelligence (DI) 

Fiscal Year 2020 Historical Report
1. Introduction

DLA Intelligence (DI) provides Enterprise-wide policy, program, and operational support for the 

following programs: Intelligence, Counterintelligence (CI), Special Security Office (SSO), 

Special Program Activities, Personnel Security (PERSEC), Information Security (INFOSEC), 

Operations Security (OPSEC), Industrial Security, Foreign Disclosure (FD), and the Insider 

Threat Program (InTP). DI presents tailored intelligence to ensure DLA decision-makers are 

aware of the sensitive international factors impacting current and potential support requirements, 

are informed of foreign intelligence entity collection operations targeting DLA equities 

worldwide, and have awareness of foreign threat activity occurring wherever the DLA footprint 

resides. DI ensures DLA personnel have received adequate training, security clearances, and 

security awareness to ensure unclassified and classified information is protected from 

compromise and are equipped to detect, deter, and mitigate risks to DLA networks, personnel, 

facilities, and operations.

2. Organization

3. Key Personnel

Key DI personnel include the Director, Stephanie Samergedes (March 2010-present); Deputy, 

Adrian Clay (March 2010-present); Security Division Chief, Tim Sullivan (May 2015-present); 

Intelligence Division Chief, David Lovejoy (January 2019-present); and Special Programs 

Manager, Linda Uehling (March 2010-present).

4. Total Personnel.

For the past five years, DI has been reducing its personnel due to the Management Headquarters 

Activities (MHA) mandated cuts, yet the workload and unfunded mandates increased. By the end 

of FY20, DI had 38 authorized Direct positions supporting DLA Enterprise worldwide, 4 

reimbursable PERSEC positions, 2 positions operational controlled (OPCON’d) from J6 to cover 

the CI Cyber duties, and 4 Military Reservists. DI leadership leveraged the Enterprise Rotational 

program to add one-year support in DLA Aviation and DLA Distribution for the PERSEC 

program.
5. Historical Narrative

FY20 presented many challenges and DI personnel adapted to provide seamless support to their 

customers. As the MHA drawdown impacted DI’s workforce, DI leadership reviewed the

positions at each site and conducted a workload analysis to determine how best to provide 

service to each DLA J/D code, major subordinate command (MSC), and regional command 

(RC). DI alerted J1 and others to manage their expectations and understand services would not 

be as quick as in the past. DI leadership made the decision to keep only two full-time equivalents 

(FTEs) at each MSC and RC (minus DLA CENTCOM SOCOM, which had none), one FTE to 

address the PERSEC mission, and the other to provide multi-functional security support. The 

remaining PERSEC positions provided support from DLA Headquarters or other localities.

Additionally, DI obtained two one-year term rotational positions at our Aviation and Troop 

Support locations to aid our PERSEC mission. These positions were developmental assignments 

that not only increased the participant’s technical knowledge and skills but also broadened 

insight into the agency’s mission and functions, developed Enterprise perspectives that improved 

the knowledge and capabilities of the DLA workforce, and developed skills that met agency 

needs. Midway through the year, one of the rotationals took a promotion and left the program.

Organizations outside DLA reached out to DI for Personnel Security support, so DI hired 

dedicated PERSEC personnel to conduct personnel security services in accordance with the DoD 

and DLA regulations and instructions, specifically the DoDM 5200.2, Personnel Security 

Program, and DLA Instruction 5200.02 Personnel Security Program. Services included but were 

not limited to conducting pre-appointment security checks on civilian personnel selected to 

occupy sensitive positions; granting interim security clearances, and processing serviced 

employees for entry into the Continuous Evaluation (CE) program. By the end of FY20, DI had 4 

reimbursable personnel supporting more than 7800 reimbursable customers from six 

organizations.

In 2019, DLA started to place greater emphasis on developing a cohesive Supply Chain Security 

(SCS) strategy, which included a focus on Vendor Threat Mitigation (VTM). DI committed one 

member from the Counterintelligence-Insider Threat (CI-InT) team to support this new DLA 

effort, as another duty as assigned. Although SCS and partnerships with reputable vendors are 

key elements of DLA’s Strategic Plan, DI currently lacks sufficient personnel to assess 

effectively and increasingly CI vulnerability and risk to the supply chain vis-à-vis the foreign 

vendor base. Moreover, this lack of personnel prevents DI from establishing effective long-term 

support for DLA J3 and J7 on matters of VTM. To rectify these support deficiencies, and at the 

recommendation of the Office of the Under Secretary of Defense for Intelligence and Security 

(OUSD(I&S)), DI is considering (with DLA Director approval) requesting two GS-13 

counterintelligence analysts via USD I&S Military Intelligence Program (MIP) funding). 

While the COVID-19 epidemic prompted some organizations to focus on only mission essential 

functions, DI personnel continued to provide the same services to its customers, allowing them to 

prioritize and focus on their critical needs. DI maximized telework opportunities, providing

seamless support to its customers. While the DLA Agency Synchronization Operations Center 

(ASOC) and most of the DLA organizations focused on DLA’s contributions to the COVID-19
response, DI continued to provide tailored intelligence reports to address DLA’s equities 

overseas.

The Security Division supported DLA virtually (minimal impact to MSC operations) with 

INFOSEC, Industrial Security, and OPSEC oversight and assistance. It began implementing the 

DoD Controlled Unclassified Information (CUI) instruction and reviewed contract documents to 

identify actions to vendors properly.

During maximum telework (TW), DI identified important lessons. These included:

a. The Intelligence Community (IC) focused more on the COVID-19, to the detriment of 

other intelligence, critical to DLA leadership. This was a continuing problem throughout the 

pandemic.

b. There was definitely a need to have access to classified information when teleworking. 

Security Division personnel coordinated with J6 to evaluate secure remote options. Security 

personnel developed checklists and training for personnel approved to work remotely with 

classified. Only a given few were approved; everyone else had to come into the office to access 

classified. J6 is working with others to identify new ways of providing classified information in 

a TW environment; cost will be a factor when methods are developed.

c. During a widespread pandemic, there was a problem finding locations that could 

conduct fingerprinting. We utilized our security personnel and reservists at the headquarters to 

fingerprint once a week and scanned fingerprint cards from other MSCs electronically. In 

addition, a few Navy installations agreed to assist in a small portion of mission essential 

personnel who required prints. This could be a problem in the future.

d. 14% of HQ DI Staff worked in the office during max TW in Phase 1. We ensured 

safety by rotating personnel. Enterprise-wide, as with other elements of DLA, we had personnel 

who could not come into offices during Phase 1.

The Security Division supported DLA virtually (minimal impact to MSC operations) with 

INFOSEC, Industrial Security, and OPSEC oversight and assistance. It began implanting the 

CUI instruction, reviewed contract documents to identify properly actions to vendors on the 

contract security specification, and reviewed articles and briefings to be posted on forward facing 

websites. Security clearance processing continued with only a minimal decline due to the 

COVID-19. Fingerprinting during COVID-19 focused on mission essential positions, but 

eventually PERSEC began fingerprinting all candidates. DI Security professionals authored 

OPSEC articles for new teleworkers to stress security during telework environment. DLA 

INFOSEC partnered with DLA Information Operations to discuss classified processing outside 

secure areas utilizing secure devices.

All Intelligence Division missions continued uninterrupted during the COVID-19 pandemic; due 

to the necessity for classified intelligence products, a member of the current intelligence team 

gave briefings at the daily Global Update Brief (GUB). He also provided a daily written 

Intelligence Summary (INTSUM) to DLA senior leaders as well as the broader Joint Logistics 

Enterprise (JLEnt). CI-InT support also continued seamlessly, though the majority of support 

was successfully provided in a TW environment. As members of the CI-InT team required 
access to their classified network accounts, they made provisions to access the Sensitive 

Compartmentalized Information Facility (SCIF) and fulfilled requirement business. 

As regular day-to-day work on the SIPR decreased so did the technical customer support 

required to fix problems or outages. As problems arose, the ability to identify and remedy the 

problem quickly was degraded due to fewer technicians on-site. 

DI PERSEC continued to support onboarding and hiring actions for civilians and contractors. It

worked with DLA Human Resources on hiring actions requiring security clearance reviews or 

new investigations and with Contracting Officer Representatives (CORs) on contractors 

requiring background investigations.

The Security Division added new reimbursable customer for PERSEC support. It onboarded the 

Defense Security Cooperation Agency (DSCA) and supported 1,000 positions with PERSEC 

services across the globe. DLA PERSEC also implemented Continuous Evaluation (CE) with a 

goal of enrolling up to 50% of the agency by the end of FY 2021.

DLA provided services and support to DoD and Whole of Government entities to further 

classified and sensitive missions. DI coordinated with the Office of the Under Secretary of 

Defense for Intelligence (OUSDI) and the Defense Intelligence Agency to ensure proper 

procedures and tracked reimbursements IAW the Economy Act, where all support provided by 

DLA must be paid/reimbursed. DI briefed the DLA Special Programs Council on all activities to 

ensure leadership was aware of all support/requirements. Overall, customers were happy with 

DLA support. Growth is expected next year and beyond. 

One partnership we will miss is our relationship with the U.S. Army Intelligence and Security 

Command (INSCOM), which alerted DLA that it will no longer provide Joint Worldwide 

Intelligence Communications System (JWICS) support to non-Army customers; DI is currently 

working with J3 and J6 to find a joint service provider and funding for FY21-22 and out.

DI’s Intelligence Division continued to establish and nurture partnerships with key stakeholders 

that allowed us to leverage the capabilities needed to support DLA’s many missions. The Current 

Intelligence team continued its near-daily communication with other agencies in the Intelligence 

Community (IC), the DLA Political Advisor, and multiple organizations within the JLEnt to 

ensure a coordinated intelligence picture was presented to support DLA senior leader decisions. 

The InT Program continued its awareness efforts and outreach to DLA’s MSC, RC, and the DI’s 

Insider Threat Incident Response Group (IRG) members to ensure that program awareness and 

reporting protocols didn’t perish because of the current TW environment created by the COVID19 pandemic. The CI team continued its regular liaison with the supporting Military Department 

CI Office (MDCO), as well as routine communication with MSC/RC representatives. The CI 

team also provided CI support to—and develop its growing relationship with—the DLA J3 & J7 

as the agency worked to define how it will conduct Supply Chain Risk Management (SCRM), 

SCS, and VTM.

DI in coordination with DLA Information Operations continued to lead the way in CI Cyber 

operations with one of two OPCON CI Cyber Program Analysts onboard. This CI Cyber Analyst 
has continued to be the Agency Subject Matter Expert to provide CI Cyber support to internal 

and senior agency officials. This analyst provided timely leads to other analytical groups within 

the IC within 24 hours of receipt that may assist or provide additional resources/assets to 

establish DLA's integration into the cyberspace focused DoD community. His specialized skillset 

filled a specific gap in between the world of threat intelligence and cyberspace awareness for the 

Computer Emergency Response Team (CERT) and DLA as an agency, by providing valuable 

input to specific threat assessments such as Operation Gladiator Shield. This position continues 

to fill a valuable role in defending against real world threat actors and adversaries.

DI’s CI cyber analyst had assisted numerous internal and external organizations in fulfilling their 

mission successfully in a heavy threat cyber environment. He assisted the Office of the Inspector 

General (OIG) and law enforcement in acquiring specific evidence on behalf of DLA and 

assisted in mitigating a known fraud against DLA. He continued his work with OIG and DLA 

Fraud Counsel to help secure DLA networks from account/access abuse, which could jeopardize 

our long-term strategic goals and mission. When there was a specific cryptographic flaw within 

some DoD CAC cards which would need to be replaced, DLA's CI Cyber Analyst used DLA 

systems to inventory CACs in use to ensure no vulnerability within DLA. He worked with Fed

Mall engineers on developing mitigations for a cyber-threat vector he identified based on new 

technologies and research. 

Within the DLA CERT, DLA’s DI cyber analyst used his skillset to identify future phishing 

campaigns for the DLA CERT, and had in some cases, sent users specific warnings to those 

being targeted. Similarly, he identified a terrorist threat actor who identified and named specific 

DLA (and other agency) employees to target with cyber-based attacks. He helped DLA's Red 

Team (Cyber Threat Emulation Team) emulate accurate threat actors, using intelligence and 

understanding of the threat landscape to help shape the emulation. He also helped prioritize 

CERT network defense and detection measures bringing knowledge of the current threat 

landscape in combination with new and emerging trends and threats to help identify and 

prioritize CERT incident handlers focus. 

DI continued to have a strong Intelligence Oversight (IO) program. The appointed IO Officers 

performed their responsibilities for ensuring all DLA Intelligence personnel received annual IO 

training and reported any questionable activities. There were no questionable activities reported 

or observed during this historical period. DI’s IO representative also verified that 100% of 

personnel assigned to DI’s IO received all IO training required by DoDM 5240.01. 

DI Security continued its normal routine using virtual training methods, enhanced by Defense 

Collaboration Systems, Skype, and dial-in teleconferences to keep the security representatives up 

to date on policy changes and implementation within all disciplines.

DI’s Security Staff and CI/Insider Threat Program consolidate all mandatory training into one 

offering hosted on the Learning Management System. Each Program Manager developed 

modules covering the DoD required information for annual training. This partnership reduced 

four training offerings into one. The team also built a test-out option before each module so 

employees who understood program requirements would not have to waste their time. This effort 
was timely as DLA was able to use this new training to satisfy the Secretary of Defense’s 

OPSEC Campaign training requirements.

The Intelligence Division continued to focus routine awareness training efforts on new MSC/RC 

commanders and supervisors for both the CI and InT Programs. The CI and InT Programs also 

ensured that 100% of all new DLA employees at the McNamara Headquarters Complex received 

awareness training during bi-monthly onboarding new employee briefings. The CI/InT Programs 

also participated in combining security training into one LMS module. In the future, DI is

looking into the possibility of placing the Insider Threat Sentry App, an awareness mobile 

application that provides the DLA workforce streamlined access to awareness materials and 

facilitates, on all DLA-issued smart phones. This effort would keep training effective during 

pandemic situations.

Since DLA was the first agency to attain a Full Operational Capability (FOC) for its CounterInsider Threat (C-InT) program in 2016, its members were chosen to participate in an initiative 

co-sponsored by the Office of the Under Secretary of Defense for Intelligence (OUSD(I)) and 

Office of the Director of National Intelligence (ODNI) to professionalize the C-InT workforce 

and establish a common standard of fundamental knowledge and skills across the C-InT 

enterprise. As direct participants in the development and pilot testing of the C-InT certification 

program, they were conferred with both the Certified Counter-Insider Threat ProfessionalFundamentals (CCITP-F) and Certified Counter-Insider Threat Professional-Analysis (CCTIPA) certifications. To date, all DI Intelligence Division C-InT program professionals have attained 

the CCITP certifications, which underscores the professionalism within the program.

In the latter half of 2019, the DLA Director required a comprehensive SCS strategy. In 

anticipation of this requirement, the Intelligence Division’s CI team developed a CI support 

strategy for SCS and updated its support strategy as requirements changed. The DLA Director 

approved the consolidated SCS strategy in July 2019; out of that effort grew additional agency 

efforts for VTM and SCRM. The SCRM effort was recently highlighted at the July 2020 Defense 

Science Board Panel meeting, and the DLA J3 is currently looking at the relationship between 

SCRM and SCS. The CI team worked closely with DLA Logistics Operations & DLA 

Acquisition on CI support to VTM. All three elements have attended VTM discussions 

sponsored by OUSD (A&S).

On an annual basis, DLA awards approximately $4.4 billion in contracts to more than 260 

foreign prime vendors for goods and services to combatant commands, all branches of DOD, and 

U.S. government agencies. Representing more than 10% of all DLA prime contracts and 

acquisitions, the agency’s reliance on foreign vendors created vulnerabilities and provided

hostile foreign actors with opportunities to disrupt, exploit, and target the DOD supply chain. In 

addition to the prime foreign vendor base, DLA relied on an extensive network of foreign 

subcontractors to provide goods and services in contingency and non-contingency environments. 

One intelligence initiative we are proud of was a library of available unclassified intelligence 

products for DLA’s official and unofficial travelers. The DI Intelligence Division produced a 

library of Travel Threat & Information products for 100 different foreign countries, accessible to 

the DLA Antiterrorism Officers across the Enterprise to brief our DLA personnel traveling 
overseas. The products are unclassified so travelers can keep it with them at all times. They 

provide important information such as terrorist/criminal/medical threats, local customs, helpful 

language phrases, and links to relevant information from the Department of State, Center for 

Disease Control, and the Foreign Clearance Guide. 

FY20 presented multiple opportunities for DI to increase communication and heighten awareness 

for Operations Security (OPSEC). DI responded to the sudden shift to mandatory telework due to 

COVID-19 by immediately communicating best practices for information security in a remote 

environment. DI passed information over a variety of media, utilizing the Director’s Blog, DLA 

Today, and a memorandum signed by DLA leadership and well received by workforce. In the 

midst of the pandemic, the Secretary of Defense announced an OPSEC Campaign to combat a 

multitude of information leaks and a “culture of insufficient OPSEC practices and habits.” 

Through a series of memoranda, OSD directed the entire community to conduct a training stand 

down, to ensure proper prioritization of OPSEC and unauthorized disclosure efforts, and to 

assess command OPSEC programs to determine if current protection measures were sufficient.

The DI foreign disclosure officer also completed the required checks and information packages 

to on-board three foreign exchange officers around the enterprise. 

The DI PERSEC team conducted several initiatives this FY. DoD is in the final stages of fully 

deploying a new system for recording clearance eligibility determinations and access to 

classified information – Defense Information System for Security (DISS). We will need to 

establish accounts for all security representatives (Enterprise wide), develop owning/servicing 

relationships for all personnel assigned to DLA and DLA-serviced organizations, and ensure our 

personnel are trained and prepared for the transition. 

Another PERSEC initiative involved Continuous Evaluation (CE), which impacted 16,000

personnel. As of today, we have submitted 11% of the workforce directly into CE and processed 

another 10% for full periodic reinvestigations who will be enrolled into CE by the DoD 

Consolidated Adjudications Facility once fully adjudicated. During COVID-19, DI leveraged

additional security personnel to assist with the initiation of CE to the workforce.

In the area of Industrial Security, an update to the Federal Acquisition Regulation (FAR) 

mandated the use of the National Industrial Security Program (NISP) Contract Classification 

System (NCCS) for the automated processing of DD Forms 254 for all DoD contracts. This 

change will precipitate a major overhaul to current industrial security processes within the DLA 

enterprise. DI will work closely with the process lead, DLA Acquisition, to implement the new 

procedures with the goal of facilitating a seamless transition. Additional efforts include teaming 

with the J7 COR program to develop, implement, and codify training for contracting personnel in 

accordance with DoD Instruction 5220.22, Volume 2, “National Industrial Security Program 

(NISP)”. 

A major DoD security initiative this past FY involved the DoD release of an updated CUI policy. 

This new policy will influence how DLA protects sensitive unclassified information. The 

Security Division drafted the DLA issuance for CUI, which is in DLA coordination process. 

Planning on the policy roll-out and training for the workforce is under way. It should be 

completed in early FY 21. 
The Fiscal Year ended with a joint project of our Intelligence and Security Teams. They teamed 

up to develop a combined Insider Threat & Security Awareness Month program for September 

2020. This year’s pandemic has presented the agency with challenges as we have adapted to a 

new way of life and a more socially-distanced workplace. While circumstances have changed, 

the need to safeguard our personnel, information, and resources has not. Insider Threat & 

Security Awareness Month focused on five areas: security awareness, reporting concerning 

behavior, the redesigned controlled unclassified information (CUI) policy, preventing 

inadvertent disclosures, and resiliency. To prevent overwhelming the workforce, DI initiated a 

collaborative partnership with DLA Installation Management to further its involvement. The end 

result was an informative and cooperative effort to reach the workforce with timely and relevant 

information. 
Defense Logistics Agency

DLA Legislative Affairs (DL) 

Fiscal Year 2020 Historical Report
1. Introduction 

The mission of the Defense Logistics Agency’s Office of Legislative Affairs (DL) is to provide 

executive-level advice and assistance to the Director, Vice-Director, Executive Board members, 

and Major Subordinate Commands (MSC) on matters regarding Congress; the White House; and 

national, state and local political activities bearing on the Agency’s mission and operations. The 

vision of the office is to have continued proactive engagement with Members of Congress, 

Congressional Committees, and their staffs to gain support for DLA’s mission, programs, and 

initiatives. 

DL also provides full spectrum support to DLA Headquarters and MSCs. Each legislative 

specialist is responsible for all congressional actions related to their specific portfolios. This 

includes congressional inquiries, Hill engagements (meetings/briefings), and hearing support. 

Congressional support is centralized within DL. The MSCs except Troop Support have no 

dedicated legislative affairs specialists. However, there are designated legislative points of 

contact at each MSC who reside within either General Counsel offices or the Command support 

staff group.

2. Organization

The DL staff is comprised of seven full-time employees; no contract staff. There are two GS-13 

Legislative Affairs Specialists tasked with direct legislative activity and one GS-14 Senior 

Legislative Affairs Specialist who also provides direct legislative activity and is the lead for the 

legislative team. We have one GS-12 Management Analyst who provides information 

management and database support; one Administrative Assistant, the Director, and the Deputy 

Director. The Director and Deputy Director are tasked with Direct Support to the DLA Director, 

Vice, COS, PLFA Commanders, J-Code Directors, and D-Staff Directors. The Legislative 

Affairs Specialists directly support the Legislative Director and Deputy, and their Director’s 

Staff Group (DSG), MSC, J-Code, and D-Staff customers. 
3. Key Leaders

a. Retirement of DL Director 

Fiscal Year 2020 DL saw the retirement of its long-time legislative director and 

welcomed a new director to lead the office into the future. On May 31, 2020, Robert T. Wimple 

Jr., USAF, Colonel (ret.) retired from federal civil service after 17 years as the DLA Director of 

Legislative Affairs. In February 2003, then-Colonel Robert Wimple completed his service in the 

Office of the Assistant Secretary of Defense for Legislative Affairs and was assigned to DLA as 

the 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. Colonel Wimple became the first 

civilian Director of Legislative Affairs upon his military retirement. On March 31, 2020, Colonel 

Wimple retired from the Defense Logistics Agency after 12 years and three months of civilian 

service. Mr. Wimple and his wife Sandi retired to their home of record in Lawton, Oklahoma.

On September 28, 2020, DLA welcomed the new Director of DLA Legislative Affairs, Marta 

McLellan Ross, who came to the Agency from the U.S. Agency for Global Media (USAGM). 

Ms. McLellan Ross draws on more than 10 years of legislative experience to represent DLA to 

Members of Congress and their staff. 

b. OSD Efficiencies Initiative 

On January 13, 2013, as a result of the OSD Efficiencies Initiative, the DL Deputy 

Director, Dr. Cordell Francis, is dual-assignment as the Special Assistant to the Assistant 

Secretary of Defense for Legislative Affairs. The agreement between OSD (LA) and DLA 

assigned the Deputy to OSD (LA) three out of five days per week.

4. Fiscal Year (FY) 20 Budget

ITEM ACTUALS (July 

2020)

Labor $973,529

Travel Combined with 

Directors Staff

Training $1,000

Supplies/Equipment $2,009

*Contract $60,000

DL had a budget of approximately $896K. The majority of the budget is labor ($861K), followed 

by the only DL contract for Congressional Quarterly ($60K) for information and research 

services. The contract was shared with J8, J3, and J7. The next largest DL expense is supplies, 

and the remainder was absorbed by training.
5. Historical Narrative

a. Reports to Congress

DLA wrote or contributed to Congressional Reporting Requirements for the 

Congressional Defense Oversight Committees. See table below. 

Strategic

Materials

Sec. 850. Acquisition and Disposal of 

Certain Rare Earth Materials

FY20 NDAA, Conference 

Report, S. 1790, Rpt 116-

333,

pg. 313

7/9/20 Report

Completed: 7/9/20 –

Transmittal Letters and 

Report submitted to the 

Defense Committees.

DB Sec. 852. Authorized Official to Carry Out 

the Procurement Technical Assistance 

Cooperative Agreement Program

FY20 NDAA, Conference 

Report, S. 1790, Rpt 116-

333, pg. 333

11/1/20 Report/Briefing

J3 Sec. 883. Pilot Program for Distribution 

Support and Services for Weapon Systems 

Contractors

FY17 NDAA, P.L. 114-

328, Conference Report, 

S2943, Rpt 114-840

12/31/20 Report

J7 Congressional Report on Domestic 

Nonavailability Waiver Process; H. Rpt 

116-120, Page 182

FY20 NDAA, (HASC), 

H.R. 2500, Rpt 116-120,

pg. 182

Report

OPR Report / Briefing Title Authority Due 

Date

Current Status

DB Procurement Technical Assistance 

Centers Training Standards

FY20 NDAA, (HASC), 

H.R. 2500, Rpt 116-120, 

pg. 182

12/1/19

Interim 

issued 

11/25/19 

Extended

1/15/20

Briefing

Completed: 1/15/2020 –

Transmittal Letters and 

Briefing forwarded to the 

HASC.

J7 Briefing on Sustainment Plan for 

maintaining Access to

MIL-PRF-19500 Parts

FY20 NDAA, (HASC), 

H.R. 2500, Rpt 116-120, 

pg. 175

1/15/20 Briefing

Completed: 1/19/20 - 

Transmittal Letters and 

Briefing forwarded to the 

HASC.

Energy Westover Air Reserve Base - DLA study 

of fuel pipeline

FY20 NDAA, (SASC),

S. 1790, Rpt 116-48, pg.149

2/1/20 Report

Completed: 1/30/20 –

Transmittal Letters and 

Report submitted to the 

Defense Committees.

Strategic 

Materials

Consolidation of reporting requirements 

under the Strategic and Critical Materials 

Stock Piling Act (sec. 1423) (OPs & 

AMPs Reports Combined)

FY19 NDAA, Conference 

Report, H.R. 5515,

Rpt 115-874, pg. 1035 (50 

USC 98h-2)

2/15/20 Report – Annual

Completed: 3/17/20 –

Transmittal Letters and 

Report submitted to the 

Defense Committees.
b. COVID-19 

In 2019 the Legislative Affairs office conducted in excess of 3K congressional touches 

(see below). Calendar year 2020 started with a great deal momentum spurred by the COVID-19 

pandemic. The Under Secretary of Defense for Personnel and Readiness provided the 

Department guidance in a memo dated January 30, 2020. By March 12, 2020, DL started 

receiving a flood of congressional inquiries which quickly eclipsed all other congressional 

activities for next few months. 

DLA also participated in weekly and bi-weekly COVID Inquiries. As of October 15, 

2020, the office had conducted 105 COVID-19 Congressional Inquiries (Written, Verbal & Hill 

Engagements)

c. Congressional Engagements

In CY 2020, DLA conducted the following engagements (as of: October 15, 2020)

(1) 344 – Total COVID-19 and Non-COVID-19 actions (Written, Verbal & Hill 

Engagements)

(2) 239 – Non-COVID-19 Congressional Inquiries (Written & Verbal)

(3) 105 – COVID19 Congressional Inquiries (Written, Verbal & Hill 

Engagements)

(4) 15 – Congressional Reporting Requirements (CRRs)

(5) 35 – Briefings / Meetings / Teleconferences

(6) HASC Briefing on COVID-19 Response – Mary 2020

(7) HASC Readiness Subcommittee Briefing on Contested Logistics – October 

2020

(8) 0 – Congressional Visits to MSCs

(9) 0 – Hearings

CY 2019 DL Engagement (January 2019 – December 31, 2019)

(1) 300 – Total actions (Written, Verbal & Hill Engagements)

(2) 270 – Congressional Inquiries (Written & Verbal)

(3) 8 – Congressional Reporting Requirements (CRRs)

(4) 30 – Briefings / Meetings / Teleconferences

(5) 4 – Congressional Visits to MSCs

(6) 0 – Hearings

(7) 1344 – Contract Announcements (as of October 17, 2019)

(8) 27 – Congressional MILCON Notifications (as of October 17, 2019)

(9) 8 – Congressional Reports (as of October 17, 2019)

d. FY21 National Defense Authorization Act (NDAA)

The House & Senate passed its FY21 annual defense authorization bill (also known as he 

NDAA), the House (H.R. 6396) on July 21, 2020 and the Senate (S. 4049) on July 23, 2020. This 
passage sets up a House-Senate conference that will aim to write a bill that can become law for 

the 60th straight fiscal year.

Both bills would authorize nearly three-quarters of a trillion dollars in spending for 

national defense programs in fiscal 2021, one of the largest defense budgets since World War II.

e. FY21 Defense Appropriations Bill

The House Appropriations Bill (H.R. 7617) passed on July 31, 2020. Its $1.37 trillion 

package made up of seven bills: Defense, Commerce-Justice-Science, Energy-Water, Financial 

Services, Homeland Security, Labor-HHS-Education and Transportation-HUD.

Legislation provides $694.6 billion in discretionary spending to defend the nation against 

evolving threats, prepare for future challenges, and meet the needs of service members and 

military families; Legislation protects against misappropriation of Defense funds for border wall 

and requires return of any unobligated funds taken for the wall in FY 2020.

As of November 17, 2020, the Senate Appropriations Committee introduced its FY 21 

Defense Appropriations bills and is entering conference directly. Legislation provides $688.1 

billion in funding to develop, maintain, and equip the military forces of the United States, and 

$514 million in mandatory spending.

The House Appropriations Bill (H.R. 7608) State, Foreign Operations, Agriculture, Rural 

Development, Interior, Environment, Military Construction, and Veterans Affairs Appropriations 

Act, 2021, passed on July 24, 2020. The Senate has not passed a similar measure. 
Defense Logistics Agency

DLA Installation Management (DM) 

Fiscal Year 2020 Historical Report
1. Introduction 

The DM historical record outlines actions taken over Fiscal Year 2020 to improve the 

effectiveness and efficiency of services provided to our customers, civilian and military, internal 

and external to DLA. It also provides the key operating goals, initiatives, metrics, and tools used 

to ensure we can meet present and future requirements.

DM provides worldwide policy, program, and operational support in the areas of:

a. Facilities and Equipment

b. Environmental Management

c. Security and Emergency Services

d. Family and Morale, Welfare, and Recreation

2. Organization

a. Mission:

DM provides security and emergency services; environmental management; family and 

morale, welfare, and recreation; and installation and facilities management support policy to all 

DLA organizations. Enables DLA’s Headquarters (HQ) Staff and Major Subordinate 

Commands (MSCs) to provide logistical support to the Warfighter, DoD components, and other 

customers.

b. Vision:

Enable the DLA workforce to support the Warfighter.

c. Values: 

Our values are DLA’s foundation. They provide our guiding principles as we accomplish 

our mission, pursue our vision, and strive to do what is right for the Armed Forces and DOD: 

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

Ethics, Honor, Courage, and Loyalty.
3. Key Personnel

DM hired a new Deputy Director for Policy and Site Director for Philadelphia in FY 20. 

4. Total Personnel:

Office

Authorized 

Civilians

On-Board 

Civilians

DM Director’s Office 6 7

Staff

Process Management (DM-A) 10 12

Environmental Management (DM-E) 11 10

Facilities and Equipment (DM-I) 34 38

Family and Morale, Welfare and Recreation (DM-Q) 0 0
Safety and Emergency Services (DM-S) 14 13

Sites

Battle Creek (DM-FB) 63 44

Columbus (DM-FC) 276 233

Distribution (DM-FD) 48 39

Fort Belvoir (DM-FF) 142 124

Europe and Africa (DM-FG) 20 14

Pacific (DM-FH) 29 18

San Joaquin (DM-FJ) 178 132

Philadelphia (DM-FP) 50 40

Richmond (DM-FR) 254 197

Susquehanna (DM-FS) 343 274

Total: 1,478 1,195

DM-Q has zero authorized Full-Time Equivalents (FTEs), but maintains a Non-Appropriated 

Fund (NAF) staff of 38. The DM enterprise has a total of 532 NAF employees.

5. Historical Narrative

a. DM Energy Transition to DLA Energy

On March 6, 2020, the DLA Director approved realigning DLA Installation Management 

for Energy as well as DM Pacific and DM Europe and Africa Energy Full Time Equivalents

(FTEs) to DLA Energy. Additionally, the DLA Director approved transferring authorities for 

Sustainment, Restoration, and Modernization (SRM) and Military Construction (MILCON) 

project execution to DLA Energy. DM will maintain corporate oversight.

Effective April 1, 2020, DM for Energy (DM-FE) and all OCONUS DLA EnergyFunded FTEs were realigned under the Operational Control (OPCON) of the DLA Energy 

commander with DM oversight. Included in the move were Energy Property, Plant and 

Equipment; Environmental; SRM project management; and MILCON design and construction. 

DLA Energy also assumed responsibility for supporting other MSCs in the Environmental and 

Real Property OCONUS program areas, again with oversight from DLA Headquarters DM.

The General Order formalizing the transfer is still being drafted. It is expected to be 

complete before the end of FY20.
b. Safety Transition

The DLA Director approved a course of action last fiscal year to realign the Safety and 

Occupational Health Directorate directly under the chief of staff. This included realigning the 

field safety personnel from DM to each of the Major Subordinate Commands. The General Order 

formalizing this movement was signed October 3, 2019. Personnel transfer was concluded 

February 2, 2020.

c. COVID-19 Response

DM continues to play a critical role in the agency’s response to COVID-19. DM ensures

that the workplace is clean and safe. DM follows the Centers for Disease Control’s COVID-19 

environmental cleaning/disinfecting recommendations to ensure proper sanitation. Procedures 

include increased cleaning of high traffic areas and thorough cleaning of areas utilized by 

employees with COVID-19. Janitorial contracts were modified at DM sites adding considerable 

expense. DM also provided an initial stock of cleaning supplies to organizations throughout the 

agency.

DM Security and Emergency Services (DM-S) drafted guidance for the DLA Enterprise 

that outlined DLA-specific installation access and physical security procedures during 

COVID-19. DM-S implemented Office of the Undersecretary of Defense for Personnel and 

Readiness (OUSD(P&R)) policy regarding changes to identification card operations at DoD 

RAPIDS sites, implemented OUSD(P&R) policy on remotely updating Common Access Card 

(CAC) certificates, communicated DMDC guidance for using expired driver’s licenses for CAC 

and USID issue/re-issue, and published a DLA Today article outlining procedures for remotely 

extending CAC certificates. Finally, DM-S reported weekly Defense Biometric Identification 

System (DBIDS) scan counts at the ASOC daily COVID-19 Senior Leader Synch.

DM police departments continued to play a key role in the agency’s COVID-19 response 

by implementing no-touch DBIDS scanning at gates and scanning CACs through car windows.

Under certain circumstances, temperatures were taken before individuals entered bases.

DM-Q Family and Morale, Welfare, and Recreation (FMWR) developed NonAppropriated Fund (NAF) Employee Policy and Operational Guidance - Pay and Leave Usage in 

response to COVID-19 to cover our NAF workforce, which is not included in most policies 

issued by J1. While nearly all our FMWR programs have been closed, we continued to use 

Family Advocacy programs to distribute information and assist those in need. FMWR posts

public service announcements at entries, conference rooms, and elevators.

At Susquehanna, the COVID-19 pandemic negatively impacted food sales, especially in 

areas with vending machines. The Defense Dining team turned the situation into a positive one.

DM Susquehanna worked with DLA General Counsel on a waiver to donate items reaching 

expiration dates to a nonprofit organization.

d. Operational Technology

Over the past year, DM made significant accomplishments in operational technology 

(OT). Through collaboration with DLA Information Operations (J6), Directive Type 

Memorandum (DTM) 20-002 “System Life Cycle Management of Facility Related Control 

Systems” was published to identify roles and responsibilities of OT pillar leads. The DTM 
delineates responsibilities for stakeholders and provides a foundation to develop policies to 

manage control systems (CS). The OT pillar leads are: Security, Fire Protection, Petroleum, Oil 

& Lubricants, Building Control Systems, Utility Control Systems, Material Handling, and Other. 

The governance board for OT is chaired by the DLA chief of staff (CoS) and the chief 

information officer. Monthly OT issues are discussed to enable DLA to operate in a more cyber 

secure environment. DM pillar leads updates the DM Director and then the CoS on a monthly

basis. In June 2020, the DM OT team responded to an Office of Secretary of Defense (OSD) data 

call for the “2020 DLA Cyber Security Plan Update.” In collaboration with J6, OT inventory, 

risk assessment, mitigation, and sustainment reports were submitted to OSD and further 

reviewed via a joint meeting between OSD, J6 and DM on July 13, 2020. Further engagement 

with J6 will be necessary as we move into a more cyber secure environment: however, DM will 

continue to work with its partners to provide the best possible solutions in 2021.

e. Per-and Polyflouroalkyl Substances (PFAS)

PFAS are a 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 the aqueous firefighting foam (AFFF) used to extinguish fuel fires. 

Although successful in protecting against catastrophic loss of life and property, it is now known 

that PFASs can potentially contaminate private wells and public water systems.

In response, the Secretary of Defense created a PFAS Task Force to manage concerns 

over releases and the effects on military installations and their families. The task force provides 

an aggressive, holistic approach to find and fund an effective substitute for firefighting foam 

with PFAS, develop and implement cleanup standards, make lasting policy change, and 

coordinate across federal agencies.

To support the PFAS Task Force, DLA coordinated with the Deputy Assistant Secretary 

of Defense (Environment) and the Services through numerous OSD committees, including 

committees for the Resource Conservation and Recovery Act (RCRA), Cleanup (Defense 

Environmental Restoration Program), Safe Drinking Water Act, and Clean Water Act. These 

committees drafted numerous policies to address task force priorities and requirements of the 

FY20 National Defense Authorization Act (NDAA) including:

(1) PFAS disposal

(2) Investigating PFAS within the DoD cleanup program

(3) Progress and cost reporting

(4) Establishing a consistent methodology for PFAS analysis in media other than 

drinking water

(5) AFFF usage and spill reporting

(6) PFAS sampling of drinking water systems

(7) Property acquisition

(8) Sharing data with municipalities and utilities.

In FY20, DLA assumed the chairmanship of the RCRA Steering Committee and was 

instrumental in guiding and facilitating DLA’s customers in the proper disposal of PFAS waste. 

Under DLA’s chairmanship, the RCRA Steering Committee drafted DoD’s PFAS Disposal 

Policy for the PFAS Task Force and interagency review, which will evolve in response to EPA 
guidance and emerging legislation. DLA also provided support to DoD Inspector General and 

Government Accountability Office (GAO) audits concerning management of PFAS in DoD.

DLA will continue supporting the PFAS Task Force’s efforts to prioritize the U.S. 

Government’s actions in identifying appropriate disposal options for PFAS wastes and 

addressing drinking water issues caused by DoD activities.

f. Defense Wide Review Initiatives

(1) Staffing Reductions

DM was directed to reduce staffing by 26 FTEs as part of the first Defense Wide 

Review. DM took the required reductions from our vacancies. These actions reduced our mission 

capability; however, DM reduced in other areas through attrition. The staff then moved the FTE 

to a program that was previously reduced, thereby assuring that mission requirements were met.

(2) Sustainment, Restoration, and Modernization

As a part of the DLA Director’s goal to reduce the agency’s cost recovery rate 

over the next five years, the non-Energy SRM program was cut by $35M, a 15% reduction. Later 

in the year, McKinsey and Company assisted DLA in a cost transparency review, resulting in an 

additional $18M from the FY20 budget. This second reduction brought the total decrease to 

$53M, or 23% of the overall budget.

In another initiative, DLA changed its method for distributing funding from a prorated share per site to an enterprise approach. The enterprise approach included developing a list 

ranking all SRM projects by criteria such as Life, Health, Safety; Warfighter Support; and 

Facility Condition. This approach allowed DLA to invest in the infrastructure that would most 

affect the mission.

Additional Initiatives and Accomplishments (by staff and site offices) include 

process management; environmental management; facilities and equipment; and family and 

morale, welfare, and recreation.

Highlights include conducting multiple business case analysis (BCAs) to include 

training operations reviews and the Business and Recreation Program. By streamlining 

operations and realigning priorities, FMWR secures approximately $1.4 million annually. 

Additionally, a deep dive on Child and Youth Program operations revealed various deficiencies 

that were corrected.

NAF Support Services has a team of dedicated professionals who provide support 

to the DLA NAF Enterprise. The team consists of members from NAF Contracting, Marketing, 

Advertising & Sponsorship, and NAF Information Technology. Below are accomplishments for 

the year: 

(a) NAF IT continues to work with J6 to ensure the MWR systems follow 

J6 infrastructure requirements. Many of the servers were migrated to more secure servers to 

include software that was upgraded to the most secure version. These actions were successfully 

completed and caused minimal impact to our operations.

(b) Marketing created several MWR Social Media channels that boost 

participation and keep customers informed about upcoming community events, recreational 
activities, classes, online resources, NAF job announcements, and promote various Command 

Information and Public Service Announcements. Information and PSAs include fitness, 

recreation, childcare, general health, safety, and fiscal tips.

(c) The Commercial Sponsorship and Advertising Program secured over 

$160,000 in revenue through online, digital, social, and large format mediums across the 

Enterprise to provide support for MWR programs and events.

(d) NAF Contracting has executed and administered several significant 

contracts for the Enterprise: over $2M for services, supplies, and NAF construction to support 

FMWR programs. Contracts include installation of new turf for San Joaquin’s Child 

Development Center playground and 76,000 sq. ft. softball field. The Susquehanna Clubhouse 

renovation project was completed for a possible summer reopening. In addition, the Outdoor 

Sports Complex project at Columbus was completed. The contracting office continues to work 

with J6 on the Video Surveillance System requirements to replace outdated systems that will 

provide staff and patrons with better viewing of classrooms and the Centers. 

Family Programs continues to collaborate with OSD, Service branches, civilian 

counterparts, and DLA across sites to best serve the DLA population while supporting the DLA 

Strategic Plan. Examples of collaborative efforts in FY20 include:

(a) Development and publication of DLA Family Programs Needs 

Assessment for adaptation and use at local sites to guide service delivery and programs

(b) Updates to the training support packages to meet the requisites of the 

DLA deployer groups

(c) Sharing ideas, research, training packages, and outcomes across the 

sites to gain efficiencies for all Family Program staff and best serve the DLA population –

example: Virtual Family Resources posted to websites within the first week of teleworking 

during COVID-19.

(d) Regaining 100% of quarterly updates and certification of DLA site 

information in the Defense Information Messaging System (DIMS) on the Military OneSource 

platform

(e) Workgroup collaboration with OSD, Service branches and vendor to 

develop the Certification Management System tool development for DLA Family Programs 

future

Business and Recreation Programs had a challenging FY 20. All business and 

recreation facilities have been closed due to COVID-19 since in March. March is the beginning 

of our busy season for many of these programs. These income-generating facilities continued to 

pay labor and expenses but had no income coming in. 

(a) The Riverview Golf Course in Susquehanna, Pennsylvania, and the 

Eagle Eye Golf Course in Columbus, Ohio, were both placed on Performance Improvement 

Plans (PIPs) for FY 20. Each facility established an action plan for the year to work towards a 

breakeven/profitable operation. Due to COVID-19, the facilities were shut down in March and as 

of July, have not reopened. The facilities have not been able to complete the action plans. The 

PIPs will remain in place through FY21 before a determination will be made on the outcome of 

the facilities.
(b) The Information, Tickets and Reservation (ITR) offices have also been 

impacted by the closure of the facilities. With all the amusement parks and tourist attractions 

closed, MWR patrons were seeking refunds for tickets purchased prior to the epidemic. 

Coordination has been ongoing with MWR HQ, the Ticket Management program, and the Sites 

to ensure that the patrons who are eligible are provided with their refunds.

(c) On June 30, 2020, after 3 years of financial loss, the decision was 

made to close the Richmond Cafeteria and to contract out the food and beverage operation. The 

Site and HQ staff are currently working with Contracting to establish a contract.

(d) A new credit card contract was awarded in 2020. New accounts were 

established, and credit card machines were ordered for not only the Business and Recreation 

facilities, but also for the Child Development facilities. Four of the six sites have had the new 

credit card machines installed. The new credit card machines connect directly to Rec Trac and 

CYMS minimizing errors on the daily paperwork.

g. Security and Emergency Services

(1) Zero terrorist or major criminal incidents against DLA supply chain!

Implemented robust physical security and antiterrorism safeguards and risk mitigation strategies 

that protected all DLA personnel, facilities, and mission from terrorism, vandalism, espionage, 

sabotage, unauthorized disclosure, or loss.

(2) Collaborated with and leveraged federal, state, and local law enforcement, 

joint terrorism task forces, and criminal intelligence communities to track, identify, and mitigate 

potential threats and provide robust awareness to DLA employees, contractors, and visitors.

(3) Coordinated multiple U.S. Northern Command (USNORTHCOM) Force 

Protection Condition (FPCON) adjustments and amendments due to Middle East tensions, 

COVID-19, and demonstrations. Ensured DLA compliance with commander, USNORTHCOM,

FPCON requirements. Briefed DLA senior leadership during Global Updates and notified 

USNORTHCOM J34 upon attainment of directed measures.

(4) Extended new capability for emergency communications to the Agency 

Strategic Operations Center (ASOC). As direct result of our participation in the ASOC led DLA 

Joint Rapid Alerting for Survivability and Endurability (JRASE) Joint Planning Group series of 

exercises, DM-S is providing the ASOC with the ability to issue alerts to leadership for short 

incidents with short notification criteria. This capability enhances ASOC command control and 

communications.

(5) Maintained 95% average for AT Level I Training across the DLA Enterprise 

(48 states and 28 countries). On target for agency goal in DLA People and Culture Plan. 

(6) Promoted DLA iWATCH through articles, exercises, and tests; reinforcement 

mechanism for reporting suspicious activities across DLA. 

(7) Consolidated and presented the agency’s combating terrorism budget to DLA 

Finance (J8) for submission to OSD and Congress.

(8) DM-S is synchronizing current risk efforts with supply chain security, fielding 

new technology to identify and mitigate risks, and partnering with stakeholders to provide a 

comprehensive risk picture. All aspects of the enhancements are planned to be completed by 

September 2020. This is in support of DLA’s supply chain security cross-cutting efforts under 

Strategic Plan Objectives 1.3:9, Enhancing the DLA supply chain resiliency by protecting people 

and infrastructure.
(9) Reviewed and completed Risk and Control Program input to ensure 

information is up to date.

(10) Completed USNORTHCOM Antiterrorism/Force Protection Program SelfAssessment Review in coordination with J3, J6, and DI. DLA is in full compliance with DoD 

and USNORTHCOM program requirements. 

(11) Enhanced DLA force protection capabilities by acquiring 430 Sig Sauer 

handguns to replace the antiquated Beretta 9mm handguns previously used by DLA Police. 

(12) From Oct 1, 2019, to May 31, 2020, DLA Police conducted 2,017,253 

DBIDS scans and identified 700 security alerts and 4,279 expired or terminated CACs, 

preventing potential threats from gaining access to DLA installations.

(13) In coordination with J6 and the Army, obtained approval to install the 

Army’s mass notification system on the computers of DLA tenant employees at Army 

installations. This action ensures all DLA tenant employees at Army installations receive 

emergency alerts from the host.

(14) F&ES Emergency Reporting application is now operational at the sites listed 

below. This application replaced F&ES ESAMS and will provide an automated, web-enabled 

records management and reporting application with the ability to standardize Fire and 

Emergency Medical records management and reporting capability.

(a) Battle Creek

(b) Columbus

(c) Distribution

(d) Energy

(e) Fort Belvoir

(f) Europe and Africa

(g) Pacific

(h) San Joaquin

(15) DM San Joaquin Security & Emergency Services

(a) In preparation for the 2020 Joint Mission Assurance Assessment, 

developed a new All-Hazards Threat Assessment based on updated requirements of the Defense 

Threat Reduction Agency. Created an entirely new process analyzing all key hazards to the 

installation with an emphasis on quantitative and historical review. The ranking system enables 

the installation to prioritize resources to the most significant threat based on numeric priority 

versus emotional interest.

(b) Implemented a new E911 system that can track the location of 911 

calls throughout the installation. This system dramatically reduces emergency response times.

(c) DLA San Joaquin Fire & Emergency Services (F&ES) placed into 

service DLA’s first Fire Training Tower. This essential resource provides realistic training for 

the fire department. Training conducted in this training tower includes live fire attack, hose 

advancement, ventilation, search, and rescue, laddering and rappelling, confined space, and highangle rescue operations. Members of the fire department utilize this resource to improve their 

skills resulting in high-quality service to the installation population.
Defense Logistics Agency

DLA Equal Employment Opportunity (DO) 

Fiscal Year 2020 Historical Report
1. Introduction

The Year 2020 has proven two things to the Defense Logistics Agency: the only constant is 

change and change is equal opportunity for all. As former DLA Director LTG Darrell Williams 

has said, “if you take care of your people, the mission will happen.” To take care of people, DLA 

needs to be committed to equality, diversity, and inclusion. This commitment is more important 

today than ever, with the coronavirus creating stress and altering work environments. DLA’s 

Equal Employment Opportunity and Diversity office is proud to be at the forefront of ensuring 

the agency upholds its commitment to a capable and diverse workforce.

a. Mission

The mission of the DLA Equal Employment Opportunity and Diversity office is to advise 

and assist the DLA Director, leadership, and employees on the EEO Program and to champion a 

diverse and inclusive culture that empowers individual and organizational growth. The office 

seeks a workplace free from unlawful discrimination due to race, color, religion, sex, national 

origin, age, physical or mental disability, or reprisal for personnel engaging EEO-protected 

activity. 

b. Vision

The vision is simple but profound, to be the premiere EEO & Diversity office in the 

Department of Defense.

2. Organization / Key Personnel / Total Personnel

On March 18, 2014, General Order No 12-13 gave the DLA Equal Employment Opportunity 

office two branches: the Complaint and Training Business Unit branch and the Affirmative 

Action/Special Emphasis and Analysis Business Unit branch. For the enterprise DLA EEO 

Office at the McNamara Headquarters Complex, this restructuring resulted in the 

disestablishment of the Policy and Compliance division and establishment of the Complaints and 

Compliance division and Affirmative Employment Program/Diversity division. The DLA 

Headquarters EEO Operations division was renamed the DLA Headquarters EEO Operations 

division (DO-S). In 2020, the organization decreased from twenty-one positions to seventeen. 

The office consisted of the director, the deputy director, one management analyst (a change from 

one administrative assistant), two staff directors (a decrease of one), eight EEO specialists (a 

decrease of three), one program analyst, and three interpreters.
3. Historical Narrative

a. What Changed?

The change in organizational structure presented the office with an opportunity to 

reengineer internal processes. The COVID-19 pandemic tested those internal processes in FY20.

(1) EEO Complaints Processing

The pandemic forced the office, which is accustomed to face-to-face customer 

engagement, to use technology for the EEO complaints process. The rate of pre-complaints 

initiated has remained steady over the past 5 years. Formal complaints decreased slightly from 

FY19. Approximately 51% of the pre-complaints resulted in formal complaints. The top three 

issues remain non-sexual harassment, disciplinary action, and promotion or non-selection. The 

top three bases has shifted to disability, sex, and reprisal. Although the average caseload for EEO 

complaints dropped slightly after social distancing measures began, they have been increasing of 

late, with a current average of 2.9 per week. DLA Equal Employment Opportunity procured a 

new case management system to help offices remain compliant throughout the EEO process.
(2) Reasonable Accommodation

A total of 587 reasonable accommodation requests were processed. The top 

category was “other” (291, or 73% of requests). “Other” includes telework, ergonomic 

workstation (104, or 18% of requests), and flexible work schedule (34, or 7% of requests). 

Maximum teleworking reduced requests substantially. The average caseload decreased by over 

50% since social distancing began; this is the single most significant change in 2020. The office 

provided guidance and direction on how to handle reasonable accommodation requests before, 

during, and after the pandemic. In addition, the agency procured a new database to manage 

reasonable accommodation data.
(3) Sign Language Interpreting

Another area experiencing significant change was sign language interpreting and

ensuring that the proper protective equipment was available for the deaf and hard of hearing 

population. The agency now has the capability to use Zoom for Government and iPads. I has 

procured face shields for when employees return to work. The number of interpreting hours 

increased to 3,240.

(4) Training

The mission to educate the workforce continued after the office switched to an 

all-virtual capability. A collaborative partnership with DLA Human Resources helped the office 

conduct Prevention of Sexual Harassment/Sexual Assault Prevention & Awareness training, 

senior leader forums, and reasonable accommodation training. 

b. What Gets Measured, Gets Done

The EEO Office strives to be a model EEO program. Continuous monitoring and 

progress reviews remain a key aspect of the EEO culture.

(1) Agency Management Reviews

Agency Management Reviews are a cross-functional evaluations of DLA's 

compliance with laws, regulations, policies, and procedures. The program aims to isolate trends 

and strengthen DLA's performance. Evaluations are conducted at a different major subordinate 

command every three to four months. The EEO office developed new metrics and assessment 

techniques in preparation for the 2020 DLA Distribution review. 

(2) Management Directive 715

Yearly the EEO office performs a self-assessment to identify and eliminate 

barriers preventing equal employment opportunities in the workplace. This year the Equal 

Employment Opportunity Commission changed some of its reporting templates and extended the 

suspense date from February 2020 to June 2020. DLA provided its assessment with agency 

collaboration and submitted it on time.

Trends during COVID-19
(3) Equal Employment Opportunity Commission Technical Visit

In May 2020, the Equal Employment Opportunity Commission selected DLA for 

a technical visit based on last year’s MD-715 report. The visit assessed staffing, DLA Human 

Resource’s Anti-Harassment Program, applicant flow data, and the competency assessment 

initiative. The visit was successful and a standard six-month follow-up will be conducted. 

c. One Team One Focus

Coordination and Integration is key to the success of the EEO Program. The headquarters 

office cannot implement this mission alone; we recognize that we are one team with one focus.

(1) Major Subordinate Command contributions

Each subordinate command has its own EEO office, with headquarters having 

input into the EEO Managers’ performance appraisal, which ensures that we are working 

together toward the same goal. There have been many personnel changes in the commands 

(retirements, promotions to other agencies, etc.), allowing the headquarters to assist offices by 

hosting quarterly EEM, complaints manager, and disability coordinator meetings.

(2) Competency Assessment

Due to turn over in EEO personnel and the Defense Department’s response to the 

unrest roiling the nation, DLA began revising the 0260 Competency Assessment and Career 

Guide. The 0260 EEO Specialist community will be assessed on 15 technical and leadership 

competencies to determine if there are gaps in proficiencies. The EEO Director is now the 0260 

Functional Community Manager, responsible for human capital in this specialized field.

(3) Awards and Recognition 

Awards and recognition have been affected by the pandemic as well. Many of our 

award data calls continued but the pandemic forces ceremonies to be postponed. We still 

received great nominations and won the Defense Secretary award for Best Mid-Sized 

Component for the fourth time in a row and nineteenth time since its inception. DLA has won 

more awards than any other DoD component. Just as exciting, Mr. John Slone, a financial 

systems analyst in DLA Finance Operations was selected as one of DoD’s Outstanding 

Employees with a Disability for 2020. The agency and Mr. Sloan were recognized in a 

ceremony. Finally, we continue our partnership with Gallaudet University and will participate in 

virtual outreach next year.

4. Conclusion

The year 2020 proved that the one constant is change, and change is equal opportunity for all. A 

consistent commitment to equal opportunity, diversity, and inclusion is critical to DLA 

remaining a model employer. The agency’s ability to attract, develop, and retain diverse, skilled, 

and agile workers is vital to our success as the nation’s combat logistics support agency. In order 

to ensure this success continues, DLA must utilize the talents of its workforce without regard to 

race, color, religion, national origin, sex, age, sexual orientation, or disability. The Equal 

Employment Opportunity and Diversity Office will use change to help the enterprise achieve this 

future.
Defense Logistics Agency

DLA Public Affairs (DP) 

Fiscal Year 2020 Historical Report
1. Introduction:

DLA Public Affairs supports the execution of the DLA Strategic Plan by sustaining / improving 

the reputation of DLA among key stakeholders, growing awareness of DLA's logistics 

capabilities throughout DOD and with federal/state agencies, and promoting cohesion within the 

DLA Enterprise workforce.

2. Organization: 

3. Key Personnel: 

DLA Public Affairs is led by Joe Yoswa (i.e., 10 December 2017 – present). His deputy is Pat 

Mackin (May 2014 - present)

4. Total Personnel: 

The fiscal year ended with DLA PAO having fifteen GS employees and one contractor.

5. Historical Narrative:

DLA Public Affairs had to remain agile during FY 2020. With fifteen employees, even small 

changes altered work for the entire staff. Early in the fiscal, director Joe Yoswa detailed DLA’s 

chief of news and web operations to the Agency Synchronization and Operations Center. The 

move increased the responsibilities of the agency’s public affairs director. It also elevated the 

office’s senior writer to senior writer/editor. DLA’s response to COVID-19 instituted more 

changes. In addition to her normal duties, the agency’s chief of media relations represented 

public affairs on the DLA COVID-19 Task Force, an enterprise-wide committee controlling 
messaging on the coronavirus. When the pandemic worsened, the staff went to dispersed 

operations, with the director working from the agency’s alternate command post in Lorton, his 

deputy from the McNamara Headquarters Complex, and everyone else from home. Finally, the 

office welcomed back the agency historian, who spent the last year with DLA Information 

Operations working on the FY 2020 Annual History and authoring a paper on the agency’s 

efforts to defeat the coronavirus. 

By early March, COVID-19 absorbed the energies of the entire staff. The office’s speechwriter 

spent hours helping the director communicate with the workforce. Others propagated command 

information, responded to queries, and released videos. Due to the increased need to 

communicate by recorded means, the video production team released an all-time record of 70 

videos. Most energy, however, went into reporting. From March 17 to July 15 – the height of the 

coronavirus – agency teams published 109 articles and posted 680 social media entries. All 

articles and some media entries included imagery fashioned by the office’s visual information 

specialist. Many included his artwork as well.

While articles garnered praise, other vehicles reached audiences just as effectively. More than 

8.5 million viewers accessed dla.mil, with the site’s coronavirus information pages registering 

112,686 views from February 27 to the end of the fiscal. Of the video production team’s many 

videos, one in particular spoke to the moment. “Profiles in Resilience,” a montage of employee 

testimonials, imbued determination among employees forced to isolate from each other. In 

addition to excelling in this and other projects, the video production team enabled virtual 

changes of command.

Unfortunately, not all obstacles created by the coronavirus could be overcome. After deciding 

not to hold a training seminar last year due to lack of funding, DLA Public Affairs planned to 

assemble specialists from across the agency for a three-day training session in FY 2020. COVID19 travel restrictions pushed this conference back to FY 2021. Another delay was teaching 

communication skills. The chief of media relations held the first of several planned sessions on 

4-5 March but had to suspend future classes due to limitations on senior leader time. Focus on 

this effort returned briefly during the COVID-19 crisis when a reporter cited a DLA colonel who 

did not think he was on record. No harm done, but proof of how influential the spoken word can 

be. Finally, the public affairs editor built a calendar of cyclic events would have helped the staff 

if circumstances had not upended routine.

One effort largely unaffected by the coronavirus was the redesign of the agency’s public-facing 

website. Feedback from online surveys had highlighted both areas needing improvement and 

those meeting expectations. To improve the areas needing improvement, the webmaster began 

arranging for a contractor to renovate the site. Areas meeting expectations were the result of 

responsiveness to customer feedback, updating content, and improving search capabilities. 

Surveys for the year ending 15 July indicated an increase in the overall satisfaction rate from 

64.0 to 69.2%. 

As a “D” staff, DLA Public Affairs targeted internal as well as external audiences. As such, it 

both honored LTG Darrell K. Williams, the departing director, and welcomed VADM Michelle 

C. Skubic, his replacement. The staff member most affected by this change was the director’s 
speechwriter. After three years mastering LTG Williams’s voice, this highly capable DLA Public 

Affairs employee began to do the same with VADM Skubic. To commemorate Williams’s 

transition, he joined the office’s visual information specialist in compiling well-wishes for the 

outgoing director. To assist Skubic’s arrival, he helped with her command messaging and 

assisted the Strategic Initiatives Group in launching her initial town hall.

Vying with the pandemic for media coverage in the U.S. during FY 2020 was a protest 

movement that emerged after a police officer in Minneapolis, Minnesota, killed an unarmed 

black man in May. The protest renewed criticism of DLA Disposition Services’s Law 

Enforcement Support Office and resulted in a barrage of articles about the program. Authors of 

the best of these articles solicited input from DLA Public Affairs. The office responded to these 

queries rapidly with facts, not spin. Worth noting, DLA Disposition Services helped with this 

response even though its long-serving public affairs officer retired this year. This consummate 

professional spent the last fourteen years of his long career with the major subordinate command. 

His replacement is a ten-year veteran of federal service who previously worked for DLA Land & 

Maritime Public Affairs.
Defense Logistics Agency

DLA Transformation (DT) 

Fiscal Year 2019 Historical Report
1. Introduction

a. This historical record describes actions taken by DLA Transformation to advance 

Agency governance, improve effectiveness and efficiency, and enable compliance with laws and 

regulations. 

b. Role within DLA:

DLA Transformation’s mission is to advise and assist the DLA director, vice director, 

and chief of staff with formulating and executing the Agency’s strategy to meet and sustain 

logistics support capabilities for the U.S. Department of Defense (DoD) and Whole of 

Government partners. The DLA Transformation Directorate develops the Agency strategic plan, 

executes governance, manages Agency policy, forms, and organizational alignment, and 

coordinates integration of special interest projects and improvements through Continuous 

Process Improvement and the Academia and Outreach Programs. 

2. Organization

DT consists of 20 full-time billets augmented with contracting staff. The DT director is 

supported by an executive officer and two divisions, each of which includes one branch.
3. Key Personnel

In August 2019, the DLA chief of staff (CoS) selected Mr. David Opatz, Enterprise Process 

Management Division chief, to serve as acting director in place of Mr. Marcus Bowers (who was 

deployed with the Marine Corps Reserve). In September 2020, the DLA CoS selected Ms. Aleeta 

Coleman to serve permanently as the new DT Director. 

4. Total Personnel 

 

This was a challenging year for DT to meet its mission because of personnel shortfalls. The DT 

Director, a Colonel in the Marine Corps Reserve, deployed to Afghanistan and two other 

employees deployed with their Reserve Units for most or all of 2020. Another employee 

volunteered for the DLA Civilian Expeditionary Workforce and served in Afghanistan for the 

year. Two other employees continued with their reassignment in DLA Reform, another employee 

was selected to work full time as the DLA CoS-level Executive Officer, and another was 

reassigned to work DLA CoS portfolio initiatives. Thus, out of the 20 FTEs, 8 employees were 

assigned/working elsewhere in 2020. 

5. Historical Narrative

a. Strategy, Policy and Governance Division

(1) Director’s Annual Guidance

At the start of FY 20, DLA DT led the development of the Director’s “Leading 

Change” annual guidance document. This document detailed the Agency’s significant 

accomplishments in FY19 and set the stage for leading change into the future. It reaffirmed 

support to our military forces and industrial facilities across the Department of Defense and 

ensured the continued alignment of DLA’s strategic objectives with the National Defense 

Strategy and Secretary of Defense priorities. 

The Director’s Annual Guidance established six focus areas for FY20: Warfighter 

and Federal Support, Defense Reforms, Audit Advancement, Financial Health of the Agency, 

Enterprise Risk Management, and Innovation.

(2) Strategic Plan Implementation Guidance (SPIG)

The SPIG serves several purposes. First, it sets Agency priorities, issues director 

guidance, and identifies annual imperatives for the Agency during the fiscal year. Second, it 

synchronizes planning and execution. DLA DT garners Agency-wide representation through a 

working group, then assigns office of primary responsibility and office of collateral 

responsibility relationships for initiatives in the Strategic Plan. Third, it provides a mechanism to 

adjust priorities or focus as necessary. Last, it is the source document for the Strategy Map. (The 

SPIG is often referred to as the Agency Strategy Action Plan.) 

The SPIG is the product of focused planning efforts by the DLA staff and major 

subordinate commands (MSCs) in support execution of the DLA Strategic Plan. It is the Agencylevel operating plan, which enables DLA to meet management and audit requirements in OMB 

Circulars Numbers A-11, A-123, and A-136. 
During FY 20, DLA DT oversaw four updates to the DLA FY20 Strategic Plan 

Implementation Guidance. 

(3) DLA Strategy Map

The DLA Strategy Map provides an Agency-wide Strategy Common Operational 

Picture. It is an automated communication tool; that is, a visual representation of lines of effort, 

critical capabilities, objectives, imperatives, and initiatives. It includes supporting tasks, metrics, 

and measurements, and shows progress towards completion. Select imperatives or initiatives are 

discussed at Executive Board meetings, along with DoD reform initiatives and special foci.

In 2020, DT published and posted 13 updates of the FY20 Strategy Map on both 

the Readiness Dashboard and Governance SharePoint site.

(4) Governance Meetings 

DLA DT administered 45 high-level governance meetings chaired by the director 

or vice director (4 EBs, 27 AGs, 14 dynamic operating plans). It captured, documented, and 

tracked over 145 senior leader tasks. 

(5) COVID-19 Support

DLA DT was instrumental in transitioning executive-level meetings to a 100% 

virtual environment. In addition, it ensured facilitation, technical, and instructional WebRTC 

support.

This past year, Agency leadership tasked DLA DT with overseeing the COVID19 reconstitution for the DLA Headquarters location. DLA DT established a DLA HQC 

Reconstitution Working Group, developed Cohort Identification Guidance and daily on-site 

reporting requirements and provided weekly updates to the ASOC Senior Leader Sync. 

(6) DLA Forms

DLA forms are essential to achieving the Agency’s mission and the efficient and 

economical operation of the Agency. Forms include hardcopy, softcopy (electronic), or other 

media and gather information in a consistent, controlled, and repeatable way. Forms organize 

information to meet the needs of the Agency and ensure quick and efficient communication. 

Forms are often retained as official records. 

In FY 2020:

(a) Forms processed: 32 forms completed, 46 forms in work.

(b) DLA DT conducted a survey on Major Subordinate Commands’ 

legacy forms, which resulted in canceling 255 of them (out of 365). 

(c) DLA DT completed the DoD initiative, “Modernizing Department of 

Defense Forms and Surveys.” The Director, Administration and Organizational Policy, Office of 

the Chief Management Officer oversaw a DoD-wide update of all organizationally managed 

forms and surveys. This initiative sought to eliminate outdated, insensitive, or offensive 

terminology.
There were three phases to this review. Phase One was to identify all 

forms and surveys meeting criteria in the guidance and enter data in a portal. Phase Two was to 

review each form and survey identified in Phase One. Phase Three was to modernize each form 

not in compliance with the requirements in the guidance. All three phases have been completed.

(7) DLA Issuances:

Maintaining up-to-date and well written policy and procedural documents helps 

the Agency meet its mission, aids in effective and efficient operations, and ensures compliance 

with laws, policies, and regulations. 

(a) There were 199 Issuances uploaded to the official DLA Issuance 

website (17 DTMs, 63 DLAIs, 8 DLAMs, 3 DLARs, 93 SOPs, and 15 Policy Letters).

(b) The Strategy, Policy and Governance Division implemented DLA 

leadership’s decision to extend the useful life of DLA Instructions, Manuals, and Regulations 

from a three-years to five years by updating DLA guidance, tools, and training. 

(8) Other Support Activities

(a) Supported the Agency’s bi-annual Senior Leader Orientation Course -

briefed Strategy & Governance and G-Invoicing overview to newly assigned senior leaders.

(b) Led the coordination and development of the Strategic Way-Ahead 

before LTG William’s departure.

(c) Supported DLA’s FY20 Annual Financial Report by providing 

“Management Discussion & Analysis” (MD&A) input. 

b. Enterprise Process Management Division

(1) Academia Engagement and Outreach Program

The DLA Academia Engagement and Outreach Program links directly to DLA’s 

vision as the Nation’s Combat Logistics Support Agency: global, agile, and innovative and 

focused on the Warfighter. The Agency recognizes that mission accomplishment requires close 

collaboration, partnerships, and strong relationships with critical stakeholders both inside and 

outside of the Federal Government. We must sustain these partnerships and synchronize our 

efforts to help DoD and the Nation address immediate needs and long-term challenges. These 

engagements include not only academic institutions but also research organizations (for example, 

Federally Funded Research and Development Centers) and think tanks. The Academia 

Engagement and Outreach Program is pivotal to achieving this vision, and helps the Agency 

keep a strong strategic outlook on impacts affecting DLA’s lines of business, identifying 

innovations, and addressing gaps. It is through these engagements that DLA will improve our 

support to the Warfighter and Whole of Government. 

In 2020, DLA hosted two Academia Events: University of Michigan and Carnegie 

Mellon University, Software Engineering Institute. 
(2) Continuous Process Improvement (CPI)

DLA’s CPI Program focuses on increasing effectiveness and efficiency of Agency

operations and creating a culture of problem solvers by empowering the workforce to improve 

processes and procedural compliance. This includes leveraging innovation and automation 

through various means to include business process reengineering. In 2020:

(a) DLA DT oversaw 36 completed (5 Enterprise and 31 local) CPI 

projects, 54 projects in work (14 Enterprise and 40 local), and 75 emerging projects (ideas). 

(b) The CPI program began transitioning from a contractor-supported staff 

to an organic workforce, as envisioned by senior leadership. As such, DLA Transformation 

established the DLA CPI Rotational Program to build a cadre of Black Belts. The nine-month 

program included a 150+ hour curriculum in the Learning Management System on CPI tools 

(Lean, Six Sigma, Theory of Constraints), program management, leadership, facilitation, one-onone coaching, and project facilitation. 

(3) Organizational Alignment/General Orders:

Maintaining a perfectly aligned organizational structure supports the Agency’s 

ability to meet its mission effectively and efficiently now and in the future. The Enterprise 

Process Management Division published 11 Organizational Alignment actions/General Orders 

signed by the DLA vice director with 4 more in work. 

(4) Agreements

The Agreements Program carries out DoD policy, assigns DLA responsibilities, 

and provides process and procedures for concluding all types of reimbursable and nonreimbursable agreements with our trading partners and servicing organizations, hereafter referred 

to as an “agreement.” 

In collaboration with the Agency’s trading partners, DLA processed 512 

Agreements through the G-Invoicing system. There were 189 Outbound agreements [Open for 

Orders (15), Pending Approval (4), Shared Draft (47), and Initial Draft (123)]. There were 323 

Inbound (DLA as Seller) agreements [Open for Orders (53), Pending Approval (25), Shared 

Draft (123), and Initial Draft (122)]. 

The way we buy and sell goods and services with our governmental trading 

partners is changing. Currently, DLA conducts most reimbursable business using document DD 

Form 448, “Military Interdepartmental Purchase Requests” or MIPRs. In this legacy funding

process, reimbursable orders often have no official agreement between trading partners. Thus, 

clear terms and conditions are not agreed on by both parties, and frequently key data elements 

are missing.

An audit on the Federal government’s Intragovernmental Buy and Sell 

transactions uncovered a $26B accounting discrepancy. To resolve this discrepancy, the U.S. 

Treasury built the Government-Invoicing (G-INV) system.

G-Invoicing is a U.S. Treasury software platform for intra-governmental buys and 

sells. It is a way to exchange information between trading partners, negotiate general terms and 

conditions, broker funding (orders), exchange billing (performance) information, and validate 
invoices. It will result in a standard process that everyone in the federal government must follow. 

It will ensure:

(a) Both parties agree with the terms and conditions up front. 

(b) Performance reporting (receipt and acceptance) is completed when 

goods or services are provided. 

(c) The buyer approves invoices in advance. 

(d) Effective processing of transactions without rejections. 

(e) Few audit findings. 

DLA Transformation is a critical member of the Agency’s G-Invoicing core team. 

Federal agencies and DOD must use G-INV by October 01, 2022. To prepare the Agency to 

accomplish this goal, DLA DT updated policy, processes, and procedures on agreements, built a 

centralized Agreements SharePoint repository to manage the DLA Agreements program, and 

trained more than 1000 DLA employees. 

In collaboration with the Agency’s trading partners, DLA processed 512 Agreements 

through the G-Invoicing system. There were 189 Outbound agreements [Open for Orders (15), 

Pending Approval (4), Shared Draft (47), and Initial Draft (123)]. There were 323 Inbound (DLA 

as Seller) agreements [Open for Orders (53), Pending Approval (25), Shared Draft (123), and 

Initial Draft (122)].

Through DLA DT’s leadership, participation, and oversight of the events below, DLA is 

on schedule to have all its reimbursable agreements “Open for Orders” by September 30, 2022:

(a) In January 2020, DLA briefed its status in implementing G-Invoicing 

to the Military Services. During this discussion, DLA broached several challenges which 

precluded DLA from writing agreements with the US Air Force, Army, and Navy. The DLA 

chief of staff encouraged her colleagues to collaborate with DLA on writing agreements at the 

highest possible level, thus reducing the number of agreements and the time it takes to conclude 

them. Today, the G-Invoicing Core team is leading DoD in implementation and is a best practice 

among the Military Services and Whole of Government. 

(b) DLA DT’s involvement was instrumental in getting the Delegation of 

Authority (DOA) to Conclude Agreements. In the DOA, the DLA director permitted his 

commanders and directors to sign agreements in support of their organizational missions and 

functions. 

(5) Other Support Activities

(a) DLA DT support was instrumental in standing up the Agency 

Synchronization and Operations Center (ASOC). DT was charged with representing D-Staff 

equities. This hands-on representation acted as a conduit for information flow to ensure 

representation and action from all DLA CoS Portfolio equities and fulfil all ASOC and DLA 

leadership requirements. 

(b) DLA DT also represented D Staff equities in the monthly Mission 

Assurance Working Group.