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Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007Military Surface Deployment and Distribution Command Winter 2007



2 www.sddc.army.mil

C o n t e n t sC o n t e n t sC o n t e n t sC o n t e n t sC o n t e n t s

On the cover ...

More on pg. 44

The Distribution Magazine

of the U.S. Army

Winter 2007

Military Surface Deployment and

Distribution Command

Maj. Gen. Kathleen M. GaineyCommander

Cmd. Sgt. Maj. Tomas HawkinsCommand Sergeant Major

Dennis C. DrakeDirector, Command Affairs

Michelle D. CainEditor

TRANSLOG is published by the Office ofCommand Affairs, Military Surface Deploy-ment and Distribution Command, Headquar-ters, 200 Stovall St., Alexandria, VA22332-5000, under Army Regulation 360-1.

Views expressed are not necessarily thoseof the U.S. Government, the Department ofDefense, the Department of the Army, orthe Military Surface Deployment andDistribution Command.

Material Welcome: TRANSLOG considers allmanuscripts, photo essays, artwork andgeneral news about military transportation,its history, and related human endeavors.Material, including photos, may be mailed orsent electronically. Scanned and digitalimages should be in full-color TIFF or JPEGformat, at resolution of 300 pixels per inchat 100 percent size (at least 3” x 4”;

preferably larger).For additional guidance on submissions,please contact the Editor at (703) 428-2673; FAX (703) 428-3312.Email: [email protected]

Reprinting: TRANSLOG material may bereprinted if credit is given to TRANSLOGand the author.

Distribution: TRANSLOG is distributedthrough mail subscriptions and through theCommand Affairs offices of SDDC Headquar-ters, the Transportation Engineering Agency,the 595th Transportation Group (Kuwait), the597th Transporation Group (Continental

United States), the 598th TransportationGroup (Europe and Southwest Asia), the599th Transportation Group (Pacific), and theAmmunition Terminal Group (Sunny Point).

Postmaster: Send address changes to :TRANSLOGSDCA, 200 Stovall Street, Room 11N57Alexandria, VA 22332-5000

COMMANDER’S CORNER

4 SDDC’s Commanding General

NEWS

6 Change of Commandby Jennifer Sanders

16 Giving Back a Piece of History

by Don Parker

23 Mutual Aid Program: MOTSU Responds During

Tornado

by Lt. Col. Karen S. Conley

40 End of Era in the Azores

by Lt. Col. John Hanson

43 New German Customs Clearance Hits the

Ground Running

by Mark LaRue

Gen. Norton A.

S c h w a r t z ,USTRANSCOM com-

mander, completes the

ribbon-cutting at the

opening of the SDDC

Advance Team facility

at Scott Air Force Base

Sept. 12. - Photo by Bob

Fehringer



TRANSLOG Winter 2007 3

See story pg. 8

See story pg. 18

SDDC AROUND THE WORLD

NEWS CLIPS

45 Ground Broken for Temporary

Building

by Bob Fehringer

4 4 Photo Short-Takes

WARRIORS CORNER

47 SDDC’s Command Sergeant Major

18 Spotlight on the 832nd Trans-

portation Battalion

by Michelle Cain

32 A Tribute to the Fallen

by June Pagan

PEOPLE

DEVELOPMENTS

8 Ensuring Reservists’ Success

by Jennifer Sanders

36 1st ID Equipment Moves Out

by Bram de Jong

TRAINING

12 New Focus on Reserve Training

by Jennifer Sanders

14 DM4-S: The future of transporta-tion and logistics support

by Karlene Bader

24 Cover: Training Iraqi Transporters

by Jennifer Sanders

28 Dual Missions at MOTCO

by Maj. Franz Griffin

SDDC estab-

lishes a new

initiative that

coordinates

training and

deployments

for reservists

- Photo by

Michelle Cain

The 832nd Transpor-

tation Battalion, lo-

cated in Jacksonville,

Fla., has a unique

mission within

SDDC. The unit is

highlighted in this issue. - Photo by Michelle

Cain



4 www.sddc.army.mil

Commander’s Corner

Maj. Gen. Kathleen M. Gainey

Commander, SDDC

Iam thrilled to be part of this great

team. I have really enjoyedgetting out to see our folks in

action. I have visited our

Transportation Groups – the 599th

in Hawaii, the 598th in the

Netherlands, the 597th at Ft.

Eustis, and the 595th’s units in

Kuwait, Qatar and Bahrain – the

Ammunition Terminal Group at

Sunny Point, N.C., the JTF-PO at

Fort Dix, N.J., and our forward

element at Scott Air Force Base.

You all are doing amazing things!

We are in turbulent timesright now with changes in the


Distribution Command,

Department of Defense, and the

world. While we are all concerned

with the direct impact on each of

us, we must remain cognizant of

our higher mission – support to the

Soldiers, Marines, Sailors, Airmen,

DoD civilians, contractors and

families around the world who are

depending on us to do the right

thing.It is times like this that we

must remember that each of us

plays a critical role in making the

Defense Transportation System

work. One person not doing their

job can have a significant impact

and cause a ripple of disastrous

results that affects our ability to

get goods to where they need to

be, when they need to be there.

Don’t be the link that breaks.

However, this is also the

time to look to your left and your right to see how your teammates

are doing – stress affects all of us

in different ways. We know our

fellow workers best and need to

be aware of changes in behavior

or work habits so that we can help

one another through these difficult

times. Sometimes just talkingabout the problem alleviates the

issue, but not always. Sometimes

it may require others’ involvement

to address the root causes. So

don’t hesitate to address your

concerns with your supervisor.

We are at a crossroads to

do things differently given the

changes in personnel and location.

For the next six months I want to

focus the command on four areas:

Business Processes, Metrics,

BRAC and our Strategic Plan.

Business Processes

I want us to stop – take a

step back and critically look at our

processes for executing our day to

day business. Sometimes the actions

we take have become so routine

that we don’t question them. Now

is the time to sit together and look

at each step that the customer/

ourselves/the executer (normally

carrier)/receiver of our product or

service must take to get the actioncompleted.

Lean Six Sigma is a tool that

can help do this but you do not need

to wait for this program to ask

yourself – what does the receiver

of my information/product do with

it? How could I pass it in a more

usable manner or at a better time of

day to speed the process? Is this

information available elsewhere?

With the reductions in

personnel, the move to Scott Air

Force Base and influx of new personnel, now is the time to

challenge ourselves on how we

do business and work diligently

to streamline it so we teach the

new personnel our improved

processes.

Each of usEach of usEach of usEach of usEach of usplays aplays aplays aplays aplays a

critical critical critical critical critical role in role in role in role in role in making the making the making the making the making the Defense Defense Defense Defense Defense Transpor- Transpor- Transpor- Transpor- Transpor- tation Sys- tation Sys- tation Sys- tation Sys- tation Sys-

tem work.tem work.tem work.tem work.tem work.




Reviewing and Revising

MetricsMetrics are important to

see if you are meeting your goals.

We must start with knowing what

we want to achieve. Both the AMC

commander and the

USTRANSCOM commander have

told me metrics will be an area they

both plan to focus on. So to do this

right we need to follow some key

steps. Do not fall into the trap of

just telling me what you have now.

Just looking at the metrics you

collect is not sufficient. Also lookingat what is available to collect often

drives you to look at data that is

irrelevant or drives an improper

behavior. For some, you will have

lots of metrics – others will have

few areas. For those with numerous

areas, you need to rank order those

that are the most important so I get

briefed on these first.

So here is my guidance on

how I wish to go about this for each

staff/group area.

Steps to follow:Step 1 – First identify what

we want to achieve.

Step 2 – Then ask what

information will give us an answer

or indication we are or are not on

the road to success.

Step 3 – Do we capture that

information now or must we go get

that information?

Step 4a – If we get it now

then how often do we pull the data?

Is it frequent enough? Is it

automated? Do we pull from the best source or are there other

sources we should pull from?

Step 4b – If we don’t get

the data then who must we go to

and ask for the data or put a

requirement on the system to

generate the data? Determine what

is the timeline to do this.Step 5 – Who gets it to

analyze and what is the product they

produce? Who has access to it?

Who do we share it with?

Step 6 – Then how often do

we look at it corporately to assess

progress or change strategy to reach

success if we are not achieving the

goal we set out to achieve?

Executing BRAC

We must ensure we

execute BRAC right the firsttime for several reasons: It sets

the tone for all other moves/

changes and prevents

unnecessary rework, wasted

money and wasted time. This is

a significant event for all of us

– those going, those staying, and

our constituents – all of whom

depend on us. So we must take

care of the little details that can

unravel a major portion of the

plan.

To help us keep track of allactions required and the timing to

execute I have asked each staff

section to develop their Program of

Actions and Milestones (POAM).

This will ensure we do not overlook

something as personnel relocate or

depart.

Key of course is the

sequence for the moves of each

directorate, the hiring of new

personnel and the training plan to

bring them up to speed. Where I

need your help is ensuring thetransition is invisible to our

Warfighters and their families. If

you are not making the move I

need you to create a desk SOP to

lay out all the functions you do,

reports you review or create,

meetings you attend, and key

points of contact, etc. This will beinstrumental in training up the new

employees and allow a smooth

transition to Scott Air Force Base.

Please make use of the

transition center we have

established. For those of you

moving, I want to ensure we assist

you during your transition out to Scott

Air Force Base. For those who are

not moving, the transition center is

set up to assist you in finding

employment elsewhere – use it to

its fullest capacity! We want tomake you successful in every way.

Strategic Plan

We have embarked on an

effort to update our Strategic Plan.

To do this right we must look at

the mission in the out years,

develop a vision and determine the

goals and objectives to support that

vision. We have a working group

that has begun the mission analysis

and this will drive the rest of our

process. So more to follow here.This is a key document that will

chart our path so we must take

time to do it right and not rush to

failure.

In closing, change is tough

and we are about to embark on a

lot of change. I look at this as an

opportunity to make changes that

we have thought about but not had

the opportunity to examine and

execute. So please take the time

to really help us get it right – none

of us have time to do it a secondtime.

I wish to thank all of you

for your hard work, dedication and

selfless service. I look forward to

meeting more of you in the months

to follow. Thanks!



6 www.sddc.army.mil

In a ceremony

steeped in tradition,

Maj. Gen.

Kathleen Gainey

assumes command

of the

Military Surface

Deployment and

Distribution

Command

Family, friends and colleagues from across the globe

turned out in full force to welcome a new commander

to the Military Surface Deployment and Distribution

Command Oct. 6 at Fort Belvoir, Va. Maj. Gen.

Kathleen Gainey accepted command from Brig. Gen. James

Hodge.

Hodge, who was acting commander of SDDC since

Aug. 28, told those gathered that he was honored to haveserved as the organization’s commander as they awaited the

arrival of Gainey. He joked that it was amazing how much

one could accomplish in just two months.

“I can’t begin to describe how much I enjoyed the

responsibility and the opportunity,” Hodge said. “Serving at

the headquarters in Alexandria, rather than the operations center

at Fort Eustis, gave me the chance to be exposed to directorates,

issues and employees that I don’t normally deal with. What a

tremendous learning and growing experience. All told, it

couldn’t have been better.”

The outgoing commander said he was blessed to

have worked with both the USTRANSCOM and AMC four-

star generals.

by Jennifer Sandersby Jennifer Sandersby Jennifer Sandersby Jennifer Sandersby Jennifer SandersSDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort Eustis

Change Change Change Change Change

of of of of of

Command Command Command Command Command

Change Change Change Change Change

of of of of of

Command Command Command Command Command

Maj. Gen. Kathleen passes the

SDDC colors to Command Sgt.

Maj. Tomas Hawkins. - U.S. Army

photo




“But the biggest thing I gained from this experience

was a renewed and fuller appreciation for the incredible

professionals who make up this command,” Hodge said,

explaining that SDDC is a command full of the most dedicated,

competent, caring professionals - both civilian and military.

“They were always insightful, anticipatory and motivated -

eager to help me out regardless of the difficulty or sacrifice

required by the task.”

As SDDC’s new commanding general, Gainey

stepped to the podium and briefly shared some of her philosophy

and encouraged participation in her new organization. She

also thanked her family and friends for their unending support

and participating in her special day.

“As a young captain I was assigned to MTMC

Western Area, Military Ocean Terminal Bay Area at Oakland

Army Base,” Gainey said. “Never did I dream that I would

come back as the commanding officer of that same organization

that we now call Military Surface Deployment and Distribution

Command.

“I am very impressed with all the great initiatives

SDDC has taken on,” she said, stating that she looked forward

to becoming part of this organization and getting to know

everyone. “I know you are committed to providing world

class support to the Warfighter and their families around the

world,” Gainey concluded.

Gainey received her commission as a second

lieutenant in ROTC in 1978 after graduating from Old Dominion

University in Norfolk, Va., where she received a Bachelor of

Science degree in special education.

After graduating from the Transportation Officer

Basic Course in 1978, Gainey was assigned to the 68th

Transportation Company, 28th Transportation Battalion, 37th

Transportation Group, 4th Transportation Brigade in Germany

where she served as a platoon leader and later as assistant S-

2 (Intelligence)/S-3 (Operations) of the 28th Transportation

Battalion.

Upon completion of the Transportation Officer

Advanced Course in 1982, Gainey was assigned as the

documentation officer and shortly thereafter the Chief of the

Container Freight Branch, Military Ocean Terminal Bay Area,

part of Military Traffic Management Command, Western

Area, Oakland Army Base, Calif.

In 1984, she assumed command of the 5th

Transportation Company, 45th Support Group at Schofield

Barracks, Hawaii. She completed her tour in Hawaii as the

S-4 for both the 45th Support Group and the 745th Supply and

Services Battalion, 45th General Support Group in Schofield

Barracks. In 1987, she attended Babson College, Wellesley,

Mass., to complete her MBA in Contract Management and

Procurement in 1989. In July 1989 she attended the Army

Command and General Staff College, Fort Leavenworth, Kan.,

graduating in June 1990. She is a 1997 graduate of the Army

War College.

Gainey’s other assignments include: Program Analyst,

Unites States Armament, Munitions and Chemical Command,

Rock Island; Executive Officer, 2nd Area Support Group, 22nd

Support Command and Operation Desert Storm, Saudi Arabia;

S-2/S3, 702nd Transportation Battalion, 711th Transportation

Group, 22nd Support Command and Operation Desert Storm

(Residual Force), Saudi Arabia; Division Transportation

Officer, 24th Infantry Division (Mech), Fort Stewart, Ga.;

Commander, 6th Transportation Battalion, 7th

Transportation Group, Fort Eustis, Va.; Special Assistant

to the Chief of Staff, Army, Washington, D.C.; Commander

7th Corps Support Group, V Corps, U.S. Army Europe and

Seventh Army, Germany; and Chief, Joint Mobility Operations

Center J3, U.S. Transportation Command, Scott Air Force

Base, Ill.; Commander, Defense Distribution Center, Defense

Logistics Agency, New Cumberland, Pa.; Director, Force

Projection and Distribution, Office of the Deputy Chief of

Staff, G-4, Washington, D.C.; and Deputy Chief of Staff,

Resources and Sustainment, Multi-National Force-Iraq,

Operation Iraqi Freedom.

Her awards and decorations include the Defense

Superior Medal with Oak Leaf Cluster; Legion of Merit with

Oak Leaf Cluster; Bronze Star Medal with Oak Leaf Cluster,

Meritorious Service Medal with 5 Oak Leaf Clusters; Joint

Service Commendation Medal; and Army Commendation

Medal with 3 Oak Leaf Clusters among other awards and

decorations.

“Never did I dream that “Never did I dream that “Never did I dream that “Never did I dream that “Never did I dream that I would come back asI would come back asI would come back asI would come back asI would come back as

the commanding the commanding the commanding the commanding the commanding officer of that same officer of that same officer of that same officer of that same officer of that same organization that we organization that we organization that we organization that we organization that we

now call Military now call Military now call Military now call Military now call Military Surface Deployment Surface Deployment Surface Deployment Surface Deployment Surface Deployment

and Distribution and Distribution and Distribution and Distribution and Distribution Command.” Command.” Command.” Command.” Command.”



8 www.sddc.army.mil

Deployment Support Command will

provide training and readiness over-

sight of transportation assets...

With operation tempo remaining high and

no sign of easing up, the Military

Surface Deployment & Distribution

Command mission keeps U.S. Army

reservists working round the clock worldwide.

Coordination for reserve Soldiers is a never-ending cycle

of call-ups and deployments of which service men and

women must be equipped and trained when it comes to

the latest in transportation processes and programs.

Pursuing possibilities that will both support the

organization’s mission to support the Warfighter and

ensure success for reservists on the job, SDDCleadership is on the edge of establishing the Deployment

Support Command. According to SDDC Training,

Readiness and Mobilization Director Col. Bob Askey,

the operationally capable DSC will exercise command

and control of SDDC-aligned Army Reserve units. In

addition, the DSC will fulfill a much-needed requirement

to provide necessary technical training, as well as

maintain readiness oversight for all non-aligned Army

Ensuring Reservists’

Success

Spec. Daniel Dyer and Staff Sgt.

Luis Colon, Traffic Management

Coordinators for the 195th TST,

scan a helicoptor following its dis-

charge from the USNS Brittin at the

Port of Jacksonville, Fla. - Photo

by Michelle Cain

by Jennifer Sandersby Jennifer Sandersby Jennifer Sandersby Jennifer Sandersby Jennifer SandersSDDC Headquarters, Fort EuSDDC Headquarters, Fort EuSDDC Headquarters, Fort EuSDDC Headquarters, Fort EuSDDC Headquarters, Fort Eu




stisstisstisstisstis



10 www.sddc.army.mil

Reserve terminal, watercraft, rail, movement control

and deployment and distribution units.

“The concept to create some sort of reserve

transportation functional readiness command is one that

the force structure staff of SDDC has been working

on since shortly after 9-11,” Askey said. He explained

“All units will train to the same standard,

regardless of their location or separate chains of

command,” Askey said, explaining that properly training

and equipping reservists for the mission will ensure that

all service members work side-by-side, armed with the

same knowledge and opportunities to reach mission

success.

Understanding and recognizing the need for

change in the way it was doing business, the U.S.

Army Reserve Command did some initial

reorganization across the board. But it quickly

became apparent that there was a need for a

transportation command to provide Army mobility

units the technical tools and associated training to

support the Warfighter in end-to-end deployment and

distribution support.

Placing the DSC under the operational control

of SDDC, and ultimately U.S. Transportation Command,

would complete the linkage to the distribution process

owner to better support the organizations and service

members serving.

“The DSC will have the added benefit of an

administrative control relationship with the 377th

Theater Sustainment Command, which is responsible

for training and readiness of all expeditionary sustainment

commands in the Army Reserve,” Askey said, explaining

Properly training and Properly training and Properly training and Properly training and Properly training and equipping reservistsequipping reservistsequipping reservistsequipping reservistsequipping reservists

for the mission will en- for the mission will en- for the mission will en- for the mission will en- for the mission will ensure that all service sure that all service sure that all service sure that all service sure that all service

members work side by members work side by members work side by members work side by members work side by side, armed with the side, armed with the side, armed with the side, armed with the side, armed with the same knowledge and same knowledge and same knowledge and same knowledge and same knowledge and

opportunities to reach opportunities to reach opportunities to reach opportunities to reach opportunities to reach mission success.mission success.mission success.mission success.mission success.

The DSC provides aThe DSC provides aThe DSC provides aThe DSC provides aThe DSC provides acomplimentary capabil- complimentary capabil- complimentary capabil- complimentary capabil- complimentary capabil-

ity to the Army’s sus- ity to the Army’s sus- ity to the Army’s sus- ity to the Army’s sus- ity to the Army’s sustainment commands.tainment commands.tainment commands.tainment commands.tainment commands.

that a succession of commanders has continued to

champion the idea and the implementation of the new

modular Army structure has amplified the need for such

a command. Askey said now there is buy-in from all

the right people.

The Chief of the Army Reserve approved the

concept plan for the DSC in principle in October and

SDDC Commander Maj. Gen. Kathleen Gainey signed

off on the plan in November. According to SDDC

officials, their anticipated approval of the plan will allowthe DSC to go into carrier status by April 2007. This

means SDDC can begin standing the unit up by October

2007, to include full mission capability established within

one year.

Providing transportation/deployment and

distribution training and operational opportunities to all

Army units engaged in missions that support the

distribution process around the globe, the new command

will impact all SDDC units – both active and reserve.

Historically, SDDC has conducted multi-component

training.

However, all other Army surface mobility units

that will benefit from the training opportunities provided by the DSC – most importantly the Warfighter – will

be supported by an Army transportation community that

is properly equipped and trained to the same technical

standard. When all is said and done, the DSC could

impact almost 200 units comprised of more than 10,000

Soldiers, active and reserve, according to Askey.

that this will tie functional transportation capability to the

Army’s new modular sustainment structure.

Maj. Gen. Skip Philips, commander of the 377th,

enthusiastically supports this concept.

“The DSC is the vehicle by which the Army

Reserve will leverage SDDC’s considerable expertise

in deployment and distribution operations,” Philips said.

“It provides a complimentary capability to the Army’s

sustainment commands.”

The Army’s modular force transformationstructure is said to be the most extensive

restructuring of the Army since World War II.

Designed to create standardized modular combat

brigades, these units would be self-sufficient, more

rapidly deployable and better able to conduct joint

operations.




Staff Sgt. Luis Colon, Traffic Management Coordinator for the 195th TST, provides assistance while

discharging helicopters from the USNS Brittin. - Photo by Michelle Cain

2nd Lt. Sandra Williams,

195th TST Operations and

Training Officer, gives abriefing prior to begin-

ning discharge of the

USNS Brittin at the Port

of Jacksonville, Fla. -

Photo by Michelle Cain




NewFocus

on

ReserveTraining

Just as the global war on

terrorism has caused the

U.S. Army Reserve to

transform from a strategic

to an operational focus in order to

meet expeditionary rotational

requirements, the Military Surface

Deployment and Distribution

Command’s units now have a global

mission focus.

At the forefront of

SDDC’s effort to zero in on the

changing mission and ensure its

ultimate success is the re-emphasis

on units being trained and

equipped to be fully mission

capable anywhere in the world 365

days a year.

“The role of the SDDC

Reserve Component has changed

drastically since 9-11,” said Lt. Col.

Brian Kane, chief of SDDC

Readiness and Mobilization. “Prior to

9-11 our units were sourced to provide

support at continental U.S. ports only.

We now have reserve units in multiple

overseas ports and as far inland as

Iraq and Afghanistan providing direct

deployment and redeployment support

to the Warfighter.”

With SDDC units training

almost exclusively at their assigned

location – seaport or power projection

platform – Kane said unit

commanders maintained battle books

for those locations, and annual training

Specialist Jose Guerrido of the 873rd Port Management Team out of Fort Wadsworth, New York, marks

equipment being unloaded at the Beaumont port. - Photo by Jennifer Sanders

by Jennifer Sandersby Jennifer Sandersby Jennifer Sandersby Jennifer Sandersby Jennifer Sanders

SDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort Eustis




was predominantly conducted the

same time every year at the same

locations.

But following 9-11, SDDC

officials said it was clear that active

and reserve Soldiers needed to be

totally compatible if SDDC was to

meet its mission. Included in this

refocus on reserve training was a

concept plan for the establishment of

a Deployment Support Command,

submitted to the Chief of Army

Reserve by SDDC personnel.

“The DSC will provide the

reserve and active components one-

stop shopping by providing

standardized training in today’s

SDDC,” said Lt. Col. Arthur

Hedgepeth, deputy director of

Training, Readiness and Mobilization.

The DSC will develop a

training cycle for all SDDC-aligned

units to include Warrior Task Training

and SDDC technical training, followed

by real-world missions to apply the

technical skills and allow the unit to

be evaluated on mission readiness.

Hedgepeth explained that this

training outcome is a compatible

workforce between the reserve and

active components. This means

beginning the process of providing

reserve Soldiers with the same tools

(hardware/systems) of their active

counterparts and consolidating the

Commanding General’s Training

Guidance into one document, thereby

integrating active and reserve

component training.

Kane said that also included

in the guidance was the establishment

of an observer/controller/mentor

relationship between the active and

reserves that is focused on realistic

training to standard that will prepare

all SDDC units for their worldwide

missions.

“I’m excited,” said Maj.

Carlos Palacios, a reservist with 332nd

Transportation Corps Battalion out of

Tampa, Fla., during a recent training

at the Port of Beaumont for

deployment preparation to Kuwait.

Palacios said he thinks it’s a great

opportunity to get out there and show

that reservists and active duty working

side by side is doable.

Kane said that even though

SDDC continuously monitors the

training and readiness status of its

units, prior to mobilization and

deployment SDDC requests an

update to ensure that the unit has the

most up-to-date training and systems

available.

“We have ensured that

the active-duty units are aware

of all the experience that our

reserve units can bring to the

table,” Kane said, adding that

most of the Soldiers in its

reserve units have been in the

unit for years and have

performed SDDC missions

multiple times.

“This is unlike the

active units where personnel

are rotated every two to three

years and the only continuity is

the civilian employees,” said

Kane. “Staff assistance visits

and external evaluations are

conducted to validate the unit’s

readiness and identify future

training requirements.

Reservists train alongside the

active component units, forming

a partnership that allows each

to capitalize on the other’s

strengths.”

“It’s a good relation-

ship between the reserves and

active duty,” Palacios said,

explaining that the training intent

is to provide Soldiers an idea of

how to do operations and

ensure that reservists are up

to speed with the latest in

technology and process.

“We don’t feel like we’re

outsiders – we’re part of the

team.”

In addition to mission

training opportunities in

support of rotational deployments

and redeploy-ments related to the

Global War on Terror, SDDC

supports National Training Center

and Joint Readiness Training Center

rotations, Sea Emergency

Deployment Readiness exercises,

Joint Logistics-Over-The-Shore

exercises, and virtually all other

Combatant Command and Joint

sponsored major exercises such as

Bright Star.

Sgt. Felipe Pacheco, 873rd Port

Management Team, checks the USNS

Pomeroy redeployment disposition list

with Sgt. Roshique Favors of the 421st

Terminal Supervision Team from

Dover, Del. - Photo by Jennifer Sanders



DM4-S: TDM4-S: TDM4-S: TDM4-S: TDM4-S: The f he f he f he f he f uturuturuturuturutureeeee

of of of of of transportransportransportransportransportationtationtationtationtation

and loand loand loand loand lo gistics suppor gistics suppor gistics suppor gistics suppor gistics supporttttt


When faced with the

ultimate

transportation and

logistics challenges

within a Joint and Combined

Theater of Operation, DM4-S is

the answer!

The Director of MobilityForces Surface (DM4-S)/Surface

Mobility Division (SMD) provides

a seamless transition of cargo

from the ports through the theater

and ensures a well supported

transition into the tactical

environment.

Armed with a talented

crew of transportation planners,

terminal and operations specialists,

and road and rail logisticians, a

synergized group of transporters

from various SDDC organizationsassembled in Korea to meet the

ultimate test of transportation,

support and sustainment to our

troops during the annual Command

Post Exercise, Ulchi Focus Lens

(UFL).

DM4-S: TDM4-S: TDM4-S: TDM4-S: TDM4-S: The f he f he f he f he f uturuturuturuturutureeeee

of of of of of transportransportransportransportransportationtationtationtationtation

and loand loand loand loand lo gistics suppor gistics suppor gistics suppor gistics suppor gistics supporttttt

by Karlene Bader SDDC, HQ, G5, Fort Eustis

Ulchi Focus Lens is a

Republic of Korea-U.S. Combined

Forces Command and Joint

exercise designed to evaluate and

improve procedures for war plans

in defense of the Republic of

Korea. UFL is a dynamic

command and control exercisewhich provides an opportunity for

commanders and staffs to focus

on strategic and operational issues

associated with military operations

on the Korean peninsula.

Under the direction of

Army Brig. Gen. Roger Shields,

commander of the 184th

Transportation Control Element,

and Army Col. Kathi Kreklow,

599th Transportation Group

commander, the DM4-S

conducted mobility planning andoperational activities to coordinate

and synchronize the movement of

U.S. surface transportation

capabilities ensuring the

uninterrupted throughput of forces

and materiel from theater Aerial

As trans- As trans- As trans- As trans- As transportation and portation and portation and portation and portation and logisticslogisticslogisticslogisticslogistics

capabilitiescapabilitiescapabilitiescapabilitiescapabilitiesevolve and evolve and evolve and evolve and evolve and adapt, support adapt, support adapt, support adapt, support adapt, support to the to the to the to the to the Warfighter isWarfighter isWarfighter isWarfighter isWarfighter isalways SDDC’salways SDDC’salways SDDC’salways SDDC’salways SDDC’sprimary primary primary primary primary mission.mission.mission.mission.mission.




Ports of Debarkation and Sea

Ports of Debarkation to a

designated destination. In addition

to developing integrated movement

plans for strategic and intra-

theater movements from ports to

designated destinations, the DM4-

S also managed movements

supporting port clearance to

ensure integration and

deconfliction with all other surface

movements.

The concept of the DM4-

S has been spearheaded by Air

Force Lt. Col. Andrew Stark,


Distribution Command Plans (G5),

who has successfully outlined,

planned and coordinated with the

U.S. Transportation Command

Plans (J5) for project

implementation.

“We recognize that a lot

of the capability under the Army

modularity has been redirected to

the tactical level, and the DM4-S,

Surface Mobility Division, steps in

to provide an efficient surface

deployment operation,” Stark said.

Due to the uniqueness of

a combined and joint Korean

Theater of Operation, it was

apparent that a division be createdthat would provide the capabilities

to coordinate, integrate, and

synchronize transportation and

logistics. However, the DM4-S is

not a permanent, standing

organization. Rather, it is an

infused and collaborative group of

individuals comprised of members

from the 599th Transportation

Group and SDDC Headquarters at

Fort Eustis, Va.

The Surface Mobility

Division provides reach-back capability to leverage national

partner capabilities and maintains

operational awareness of inter-

and intra-theater surface mobility

infrastructure within the area of

responsibility. SMD facilitates the

integration of all surface mobility

operations in the surface

assessment, planning, and

execution process. Additionally,

the SMD coordinates allocation of

assigned and attached

transportation capabilities in

support of the Joint Forces

Command priorities. Within the

DM4-S, Surface Mobility Division,capability is provided through the

operations, road and rail, sea and

inland, plans and IT/administrative

sections.

The DM4-S, Surface

Mobility Division provides

Army Lt. Col.

Todd Wolf, 835th

Transportation

B a t t a l i o ncommander, and

Rick Marsh, 599th

Transportation

Group traffic

m a n a g e m e n t

specialist, review

a status report of

the Director of

Mobility Forces

Surface (DM4-S)/

Surface Mobility

Division (SMD),

during the 2006

Ulchi Focus Lens

Command PostExercise in

Korea. DM4-S/

SMD provides a

s e a m l e s s

transition of

cargo from the

ports through the

theater and

ensures a well-

s u p p o r t e d

transition into the

t a c t i c a l

environment. -

Photo by RobynMack

flexibility and capability to a joint

and combined environment.

As Shields noted, “This is

a talented group of individuals who

have come together in a short

period of time.” The result of

which is “a Surface Mobility

Division which is more involved in

surface movement, and is quicker

to provide response to theater movement requirements,” he said.

As transportation and

logistics capabilities evolve and

adapt, support to the warfighter is

always SDDC’s primary mission…

and DM4-S is the answer!



GivingGivingGivingGivingGiving

Back aBack aBack aBack aBack a

Piece ofPiece ofPiece ofPiece ofPiece of

HistoHistoHistoHistoHistoryryryryry


The Military Ocean Terminal,

Sunny Point (MOTSU),

relinquished possession of historic Fort Johnston at the

mouth of the Cape Fear River to the

City of Southport on September 8,

2006 after the federal government

formally conveyed the property to its

new owner.

Fort Johnston, formerly the

oldest and smallest active duty fort in

the United States, was originally built

in 1748 by the British to protect the

Cape Fear region from Spanish

marauders. Since the late 1950’s, it

had served as Army Family Housingfor Soldiers and their families assigned

to MOTSU. The MOTSU

Commander’s quarters had been the

Garrison House overlooking the Cape

Fear River and one of the oldest

buildings in historic Southport. It was

Col. Michael Babul,

Ammunition Terminal Group

commander, accepts the Army

Flag that flew over Fort

Johnston from the city of

Southport. - Photo by Jim Pleasants

by Don Parker by Don Parker by Don Parker by Don Parker by Don Parker Deputy to the Commander Deputy to the Commander Deputy to the Commander Deputy to the Commander Deputy to the Commander Ammunition Terminal Group (Provisional) Ammunition Terminal Group (Provisional) Ammunition Terminal Group (Provisional) Ammunition Terminal Group (Provisional) Ammunition Terminal Group (Provisional)

GivingGivingGivingGivingGiving

Back aBack aBack aBack aBack a

Piece ofPiece ofPiece ofPiece ofPiece of

HistoHistoHistoHistoHistoryryryryry

built in 1810 to serve as officers’

quarters but was significantly modified

beginning in 1955 to accommodate asingle family.

The history of Fort Johnston

is integral to the history of Southport

and the entire Cape Fear region. Cape

Fear militia ousted the Royal Governor

of North Carolina from Fort Johnston

in 1775 as the Revolutionary War

began to take shape. Weeks before

the firing on Fort Sumpter in 1861,

North Carolina militia demanded Fort

Johnston from federal caretakers and

then themselves abandoned the fort




Fort Johnston, the former home to commanders of Military Ocean Terminal Sunny Point, is decked out

in honor of Independence Day. - Photo by Jim Pleasants

upon the fall of Fort Fisher and the

Union push to Wilmington in January1865. Fort Johnston was garrisoned

until 1880 when several federal

entities, in succession, occupied the

property leading up to use by the U.S.

Army as the initial MOTSU

headquarters and then, subsequently,

as family housing.

The decline in the number of

Soldiers assigned to MOTSU, coupled

with abundant housing in adjacent

residential communities, resulted in

Fort Johnston becoming excess to

MOTSU’s needs. The decision wasmade to excess Fort Johnston in the

fall of 2003 and the Department of

the Army approved the action the

following year. Over the next year,

MOTSU worked in coordination with

the Army Corps of Engineers,

Savannah District, to prepare the

necessary documentation to turn the property over to the General Services

Administration (GSA) for final

disposition. Thorough research and

development of specific covenant

language conveyed with the deed to

protect the historical integrity of the

property.

The GSA obtained the

property in the fall of 2005 and

advertised it through several

“screenings” to determine potential

public interest. The City of Southport

submitted an application to the National Park Service to obtain the

property through it’s Federal Lands to

Parks program. The National Park

Service responded to the GSA during

a public entity screen that they had an

approved application from the City of

Southport and desired to convey the

property to the city for use under parksand recreation. After other applicants

were evaluated and eventually

disapproved, the GSA finally conveyed

the property to Southport through the

National Park Service.

The City of Southport is

delighted to assume responsibility as

Fort Johnston’s newest steward. They

are already planning to relocate their

Visitors Center to the Garrison House

and plan to highlight Fort Johnston’s

history through displays and an

interactive media center. While FortJohnston provided for MOTSU over

the past 50 years, it was time to let

go. Fort Johnston has completed its

historic 250 year mission but, under

the protection of the City of Southport,

its legacy will never diminish.







Editor’s note: This is the first in a

series of interviews with the

commanders of the Military

Surface Deployment and

Distribution Command’s

Transportation Battalions.

Irecently traveled to Jacksonville,

Fla., to spend some time with the

Soldiers and civilians of the 832nd

Transportation Battalion. While

there, I sat down with Lt. Col. Manuel

Meno, the battalion’s commander, to

get his thoughts on the 832nd’s mission

and place within SDDC.

Highlighting SDDC’s transportation battalions around the world

Spotlight onthe 832nd

Transportation

Battalion

Translog: How many employees do

you have and what types of jobs do

they do?

Lt. Col. Meno: We have 37

civilians and eight Soldiers within

the 832nd, which includes

Jacksonville, Fla., the Cape

Canaveral Detachment and the

Puerto Rico Detachment. The

facet of jobs will primarily fall into

two main categories: terminal

operations and traffic

management.

Terminal operations is

simply the management, execution

and supervision of receiving a vessel

for a discharge or upload. The other

category, traffic management, is the

documentation and management of

cargo, and using the Worldwide Port

System (WPS) in the conduct of

that function.

Translog: Describe your Areas of

Responsibility

Meno: The 832nd is positioned

here in Jacksonville, Fla. The AOR

that we’ve been assigned from

SDDC is to conduct surface

deployment and distribution

operations for any unit that is port

called to Jacksonville. In addition,

we have a geographic

responsibility at Cape Canaveral

and Puerto Rico.

The Cape Canaveral

Detachment provides the same

sustainment support to the Navy’s

Atlantic Underwater Test and

Evaluation Command (AUTEC).

We support the Air Force at Andros

Island with sustainment cargo as

well.

Extending into Latin

America and the Caribbean, we

Spotlight onthe 832nd

Transportation

BattalionInterview and photos by Michelle Cain Interview and photos by Michelle Cain Interview and photos by Michelle Cain Interview and photos by Michelle Cain Interview and photos by Michelle Cain SDDC Headquarters, AlexandriaSDDC Headquarters, AlexandriaSDDC Headquarters, AlexandriaSDDC Headquarters, AlexandriaSDDC Headquarters, Alexandria

Carlos Benudiz, Safety and Physi-

cal Security Specialist at the

832nd Transportation Battalion,

accounts for sensitive cargo with

the assistance of Staff Sgt. Edward

Rundt.




provide single port management operations support to

U.S. Army South (USARSO), which is a component

of Southern Command (SOUTHCOM).

Translog:What is the 832nd’s mission in a nutshell?

Commander: The 832nd’s mission, in a nutshell, is to

provide surface deployment and distribution support to

the Warfighter in the designated AOR.

Translog:How does the 832nd, given that mission, fit

into SDDC as a whole?

Meno: The 832nd plays a very integral and vital

role to the overall SDDC mission accomplishment. I

have described various geographic locations that we

are involved in and the way I view the 832nd’s

contribution to the overall effort is to see each of

those geographic locations – the detachment in Puerto

Rico, the detachment in Cape Canaveral, the unit in

Jacksonville – executing its assigned mission.

We see success by insuring that a unit’s

cargo, rolling stock and containers are deployed and

redeployed, with minimal challenges, on time and at

the right location. Total closure for a unit move back

to where it started from with all its property is total

success.

Translog: How is the 832nd important to the

Warfighter?

Meno:The 832nd is important to the Warfighter because

it allows them to execute their military power at the

right time and place where needed. By allowing us to

execute our single port management operations, we

want to ensure that there are no bottlenecks during the

deployment process, and the Warfighter is in country

Capt. Darin Stevens, 832nd Transportation Battal-

ion Operations Officer, facilitates the daily opera-

tions briefing during the discharge of the USNS

Brittin.

Contracted per-

sonnel work

alongside mili-

tary members to

facilitate the dis-

charge of air-

craft from theUSNS Brittin at

the Port of Jack-

sonville, under

the supervision

of the 832nd

Transportation

Battalion.




when needed with the combat power to prosecute

tactical operations.

Translog:What is your personal command philosophy?

Meno: My personal command philosophy is to serve

the customers in the best manner possible while really

taking care of our people. This equates to accomplishing

our mission. That’s the bottom line of my philosophy: to

give every civilian employee and military member the

latitude and the opportunity to excel, to be recognized,and to ensure that they are growing within their jobs.

My job is to teach, coach and mentor, and

provide the vision of the battalion. I would like my

employees and my Soldiers to grow within themselves

– to really understand their job here – and to be

fulfilled in terms of saying that they’ve learned

something new at the 832nd and can move on to a

different assignment and provide greater leadership

elsewhere.

I really want to ensure that these employees

and these Soldiers are learning, are stretching, and are

being recognized for their effort. Each and every one

of them is important, and they are all different, butcollectively our efforts will allow us to succeed.

Translog: What is unique about the 832nd?

Meno: The people and then the mission. These are

inseparable. The people assigned to the 832nd have

really grown and have really stretched, in terms of

increasing their skills, experience and knowledge about

terminal operations at a battalion.

There are always challenges along the way,

but the battalion has somehow managed to make the

mission happen and to take care of the people along

the way. We have continued to increase our skills and

hone our expertise with the current missions that we

provide today.

The mission is unique because, of the five CONUS

battalions under the 597th Transportation Terminal Group,the 832nd has been assigned a SOUTHCOM mission;

meaning that we are responsible for any surface

deployment distribution mission that occurs in Central and

South America, and in the Caribbean. We greatly embrace

that mission and we continue to look at ways to improve

our capabilities and to ensure that all the customers in

SOUTHCOM are provided the best surface deployment

and distribution service possible.

Translog:What is the biggest challenge that the 832nd

faces?

Meno: The greatest challenge would be leaning forwardto ensure that the conditions for success are set. And

that’s a tall order. Piecing all the available information

and facts together today will allow me to set the battalion

for success three to five years out. That will probably

be the greatest challenge with diminishing resources, in

terms of funding and personnel.

Ada Quinones-Morales, Transpor-

tation Specialist with the 832nd

Transportation Battalion, uses spe-

cial equipment to track cargo go-

ing into and out of the Port of Jack-

sonville.



Translog: What is the battalion’s greatestaccomplishment?

Meno: The greatest accomplishment is growing the

skills necessary to conduct our mission across the

battalion today. Operating in different locations and

completing the recent move from Puerto Rico in 2004,

the battalion as a whole has come a long way. Winning

the Deployment Excellence Award for FY 05 is

testimony of how the skills of everyone have grown.

Thus, winning the DEA sets apart this battalion and

speaks very well for the caliber of personnel assigned

to it.

Translog: What is the one thing you want people to

know about the 832nd?

Meno: The 832nd is a team player in the

accomplishment of the overall SDDC mission. We

are always here to assist our brethren in their mission

accomplishment, and they know that they can always

call on the 832nd for any assistance that they need.

We possess our own unique challenges and

issues, but in the end we always want to ensure that

we are here and available to help other battalions.

The Port of Jacksonville is a location that is ideal for

any operation and we are postured and fully prepared

to execute a mission when called upon. Further, we

Right: Sgt. 1st Class Luis Benitez, 832nd Operations

NCO, directs workers during a vessel discharge.

Richard Vaughan, Transportation Specialist with the 832nd Transportation Battalion, gives the safety

briefing prior to beginning discharge operations.


are the subject matter experts when it comes to performing missions in Latin America and the

Caribbean.



After a deadly tornado

ripped through a small

North Carolina

community early in the

morning of Nov. 16, killing eight

people and injuring another 24,

Military Ocean Terminal, Sunny

Point Fire Department’s DiveRescue & Recovery Team

responded to a Mutual Aid request

from the Incident Commander (IC)

in Rieglewood.

The IC requested a boat and

divers for possible victim recovery

operations at around 8:30 a.m.

following the 6:45 a.m. touch down.

Sunny Point Fire Department

responded to the scene with four

members of its Dive Rescue/

Recovery Team, a 19-foot rigid

inflatable boat, side scan sonar andother required dive equipment.

“The team arrived on scene at

9:50 a.m. and reported to the IC that

they were operational and the type

of equipment and resources

available,” said Fire Chief Scott

MOTSU Responds

During Tornado Mutual aid programMutual aid programMutual aid programMutual aid programMutual aid program

provides surroundingprovides surroundingprovides surroundingprovides surroundingprovides surroundingcommunities with excellentcommunities with excellentcommunities with excellentcommunities with excellentcommunities with excellentFire and Rescue services.Fire and Rescue services.Fire and Rescue services.Fire and Rescue services.Fire and Rescue services.

Brown, Military Ocean Terminal,

Sunny Point.

“The team was put on

standby while a land search was being

conducted. Our team was told that if

any victims were unaccounted for, the

team would be utilized for dive

operations to perform a water searchfor remaining victims.”

Brown said that thankfully

they did not require the team’s

services and they were released

from the incident after all victims

had been accounted for. Although

the Sunny Point Dive Team was not

utilized during this large incident,

MOTSU’s aggressive Mutual Aid

program has provided the

surrounding communities with

excellent fire and rescue services for

many years. Such services includefire protection and prevention,

ambulance service, dive rescue and

recovery and hazardous materials

response, just to name a few.

On average, the MOTSU fire

department answers approximately

1,000 calls a year. In fact, Brown

noted that the fire department is the

only professionally trained, full-time

fire department in Brunswick

County.

The Department of Defense

encourages installations to engage

surrounding communities in Mutual AidAgreements. These agreements are

beneficial to both the communities and

DoD installations, and can go both

ways. Since most installations have

limited manpower during the initial

moments of an incident, they can call

on the local community first

responders to assist. In addition, local

communities may have specialized fire

and rescue equipment and apparatus

which installations like MOTSU can

utilize during emergencies on

g o v e r n m e n t p r o p e r t y .“These agreements can save

taxpayer money, and local

communities benefit as well. In fact,

during the tornado emergency Sunny

Point was the only dive team

available,” added Brown.

MOTSU Responds During Tornado

by Lt. Col. Karen S. Conley by Lt. Col. Karen S. Conley by Lt. Col. Karen S. Conley by Lt. Col. Karen S. Conley by Lt. Col. Karen S. Conley Public Affairs Officer, Ammunition Terminal Group (Provisional)





TT




by Jennifer Sandersby Jennifer Sandersby Jennifer Sandersby Jennifer Sandersby Jennifer SandersSDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort EustisSDDC Headquarters, Fort Eustis

Training

iraqi

ransporTers

Training

iraqi

ransporTers

1st MTR Soldiers receive

their final pre-mission briefing

from MTT leaders before de-

parting on a large convoy. -

U.S. Army photo




Expanding a world with

possibilities, Military

Surface Deployment and

Distribution Command

Soldiers are helping Iraqi Soldiers in

Camp Habbaniyah get hands-on

transportation experience.

Dedicated to facilitating

change in a war-torn nation, SDDC

troops are assigned to the 13th

Sustainment Command’s Military

Transition Team, Motor Transport

Operations, in an effort to open the

door for a new generation of Iraqi

Soldiers within the reformed Iraqi

Army, according to Maj. Henry

Johnson, unit team leader.

“We’re assisting the Iraqis

in independently delivering

sustainment stocks (multi class) in

support of the 1st Iraqi Army

Division, as well as developing self-

reliance to ensure preservation of

their country,” Johnson said, adding

that he and his fellow SDDC

Soldiers are forming bonds with

local troops that will leave lasting

impressions for a lifetime.

Tasked by Headquarters

Department of the Army, the team

provides advisory support and trains

the Iraqi’s 1st Iraqi Army Motor

Transport Regiment (MTR) on all

aspects of organizational

establishments and management,

transportation operations and tactical

logistics, as well as provides an overall

understanding of all classes of supply

utilizing U.S. doctrine at the company

through division level.

Pulling together a team from

SDDC-aligned reserve component

units from across the country, the

SDDC combined seven officers and

three noncommissioned officers

from the 1395th and 1192nd

Transportation Terminal Brigades

and SDDC Fort Eustis G7 shop, to

form a multi-functional/active and

reserve component entity. The team

is also joined by local-national

linguists and U.S. Army multi-

functional, multi-component

Soldiers.

Making history as the first

U.S. Army Military Transition Team

(MTT) to report for processing at

Fort Hood, Texas, fully staffed with

the appropriate grade and specialty

for their unique and diverse mission,

the 1st MTR/MTT began its tour in

Iraq in June following training at

Fort Eustis, Kuwait and Iraq.

As team leader of the

SDDC 10-man, multi-functional

team, Johnson said he faces unique

challenges in overseeing three

separate functions daily.

Understanding cultural differences

plays an integral role in the success

of the team and its mission.

“Normal days consist of

internal staffing functions supporting

the team, advising the 1st IA MTR

command and staff and advising the

MTR company commanders,” he

said, explaining that this can often

make the entire process complex,

difficult and complicated due to

diverse backgrounds and

experiences.

Additionally, Johnson

pointed out that the Iraqi Army tour

of duty differs greatly from U.S. or

Iraqi soldiers

put their train-

ing to use

while check-

ing their loads.- U.S. Army photo




Coalition forces service members;

however, these differences in work

ethics and international viewpoints

contribute to his Soldiers’ own

worldly experiences, as the team

shares teaching and learning,

discusses loading and distribution,

and builds friendships.

Johnson stressed that the

camaraderie between his team and

the Iraqi soldiers always proves that

any and every effort they extend is

well worth it and that teaching the

Iraqis is rewarding beyond all

measure.

“They are very receptive,

eager to learn and very protective

of my team,” Johnson said. “They

sincerely believe we are the answer

to all of their problems and are very

hopeful and confident that they can

make a difference for the future of

their country.”

Observing the progression

of the Iraqis in their transportation

operations and tactical logistics

knowledge and abilities because of

the team’s input and training simply

validates their mission on a daily

basis, Johnson said. In fact, their

efforts were rewarded when the

IA MTR conducted its first convoy

from start to finish without the

team’s direct participation.

“My team and I are proud

to be a part of this training platform

that is crucial to the overall mission,”

said Johnson, proudly citing his

team’s pay-off. “We have seen the

1st Motor Transport Regiment

transform from a crawl, into a walk,

into a run in the functional

distribution system, operating

independently with limited or no

coalition support within the time

allotted for training.”

And it’s that type of success

and teamwork over long days and

nights, working side by side with their

Iraqi counterpart, that beckons

SDDC Soldiers to go above and

beyond the call of duty, according

to Johnson.

Military Transition Team members pose with their fellow Iraqi transporters from the 1st Iraqi

Division. - U.S. Army photo

Members of the 1stMotor Transport

Regiment conduct

pre-convoy checks

of their vehicles

before departing on

their first solo mis-

sion. - U.S. Army photo



28 www.sddc.army.mil28 www.sddc.army.mil

by Maj. Franz Grby Maj. Franz Grby Maj. Franz Grby Maj. Franz Grby Maj. Franz Gr834th Transportation Battalio



TRANSLOG Winter 2007 29 TRANSLOG Winter 2007 29

Soldiers and civilians with

the 834th Transportation

Battalion, also known as

Military Ocean Terminal

Concord (MOTCO), recently had

the opportunity to conduct a general

cargo load out of the 1/1 Air

Defense Artillery (ADA) from Ft.

Bliss, Texas, to their new home in

Japan in conjunction with an

ammunition retrograde mission.

MOTCO began to receive

the 1/1 ADA cargo in late August

2006. The ammunition retrograde

mission was scheduled to be at

MOTCO for onward movement to

various depots within the U.S

roughly at the same time as the

general cargo arrival. The missions

together posed a significant

challenge to the 834th as the general

cargo could not be within the Net

Explosive Weight arc zone. By

having the general cargo and

ammunition together, the staging of

the general cargo had to be placed

further from the pier, adding loading

time to the operation.

The onward movement of

the ammo posed its own challenges.

The facility had to upgrade its

THREATCON level, requiring

additional security personnel.

MOTCO was supplemented by

Military Police (MP) from the 11th

MP Brigade. The reserve MPs

provided additional security to

MOTCO, supplementing the DOD

police force for the two missions.

The 1/1 ADA from Ft. Bliss

had the opportunity to deploy its

general cargo and ABL from

MOTCO to its new home in Japan

on the same vessel. This rare

opportunity was accomplished by

the loading of the Strong American

tug barge vessel and the MV Global

Patriot. The Strong American

carried the bulk of the rolling cargo,

and the MV Global Patriot carried

the remaining general cargo and

its Patriot missiles.

riffin riffin riffin riffin riffin n

Dual

Missions

at

MOTCO




Planners at SDDC also

recognized the opportunity to ship

marine cargo to Japan. Added to the

MV Global Patriot, opportune cargo

saved the government additional

expenses of shipping on commercialcarriers. This type of operation

added to the importance of using a

military port such as MOTCO to

give units the opportunity to ship the

unit’s general cargo and ABL

simultaneously.

Now the combatant

commanders can be fully combat

ready once the ship arrives in

theatre. This gives the commanders

tremendous capability in deploying

their forces. This was the first such

mission for MOTCO. It could not be accomplished at a commercial

“This port is“This port is“This port is“This port is“This port isonly one of two only one of two only one of two only one of two only one of two

the Army hasthe Army hasthe Army hasthe Army hasthe Army has

that can give athat can give athat can give athat can give athat can give aunit commander unit commander unit commander unit commander unit commander the opportunity the opportunity the opportunity the opportunity the opportunity

to load both to load both to load both to load both to load both equipment and equipment and equipment and equipment and equipment and ammunition on ammunition on ammunition on ammunition on ammunition on the ship at the the ship at the the ship at the the ship at the the ship at the

same time.” same time.” same time.” same time.” same time.”

port due to the risk of having general

cargo and ammunition loaded at the

same port.

During the ADA mission,

MOTCO prepared to receive the

MV Global Patriot, which wasdelivering more than 600 retrograde

ammunition containers. The

ammunition containers needed to be

delivered to various depots

throughout the United States by the

end of September 2006.

Due to the vessel having

engine problems, the MV Global

Patriot shifted its arrival date to the

right. This posed a significant

challenge to the 834th as it had a

deadline to meet and the planning

of onward movement of thecontainers. The 834th planned and

had on hand rail assets and pre-

staged commercial flatbeds for the

onward movement of the cargo.

This prior planning assisted the 834th

in moving more than 600 containers

off the port in a timely fashion.

Reserve Soldiers assisted in

the operations of the upload of the

ADA cargo and the download of the

MV Global Patriot. The 11th MP

Brigade provided 25 MPs for force

protection. The MPs gave the DoD police force support to move one

THREATCON level to another.

This saved the government a large

amount of money and provided the

MPs with a great opportunity to

work an ammunition mission on a

military installation. This also built a

great working relationship with the

834th and the 11th MP Brigade.

A member of the railcrew and a

stevedore inspect an Army

HEMMT that has been lashed

onto a railcar . - U.S. Army photo




Federal police and U.S. Army Reservists secure a patrol boat following a patrol. - U.S. Army Photo

Additional reserve support came

from the 1395th and the 1397th.

Both units provided personnel that

worked closely in the documentation

of the equipment, staging, and

uploading of the equipment. Utilizing

reserve support with their active

counterpart in an actual mission

expedited a successful operation.Ray Gonzales, a Marine

Cargo Specialist with the 834th said,

“The 1/1st ADA upload and the

Korean Retrograde Ammunition

missions gave the 834th a unique

opportunity to conduct simultaneous

operations here at MOTCO. These

missions showed SDDC, JMC, and

the transportation community that we

can accomplish any mission, from

humanitarian to contingency, and

gave us some good exposure as to

the capabilities we have here on theWest Coast at MOTCO.”

Lt.Col. Gregory Kandt,

834th commander, sums up his

command this way: “MOTCO is a

unique land and sea asset. This port

is only one of two the Army has that

can give a unit commander the

opportunity to load both equipment

and ammunition on the ship at the

same time. Not many other locations

come to mind. Add to that the fact

we can easily receive both rail and

truck transportation assets, and our dedicated Soldiers and civilians

working here and it should come as

no surprise that we can be a popular

choice for the Warfighter.”

Longshoremen removelashing from a launcher

that attaches it to an

Army HEMMT so it can

be driven off its railcar

and loaded onto a

waiting vessel. - U.S.

Army photo




1192nd Transportation Terminal Battalion 1192nd Transportation Terminal Battalion 1192nd Transportation Terminal Battalion 1192nd Transportation Terminal Battalion 1192nd Transportation Terminal Battalion

Soldier uses unique talent to create Soldier uses unique talent to create Soldier uses unique talent to create Soldier uses unique talent to create Soldier uses unique talent to create

a TribuTe

by June Pagan by June Pagan by June Pagan by June Pagan by June Pagan SDDC Headquarters, Fort Eustis




TO THe FALLeN

Photos by Tracey DanielsPhotos by Tracey DanielsPhotos by Tracey DanielsPhotos by Tracey DanielsPhotos by Tracey Daniels






Entitled “Formation”, it represents the last

formation those Soldiers who died in OIF would ever

be in.

Jones’ show took place on July 2, and was

on exhibit for one week at Xavier. While displayed,

the moving piece caught the eye of many, including

those in the art world as well as the local media,

guaranteeing the extended life of the project.

In November, he flew with his exhibit to the

West Coast to the California College of the Arts in

Oakland at their request. After placing the exhibit on

display he was asked to leave it there longer for their symposium titled, “Crafting a Vision for Art, Equity

and Civic Engagement.”

“They wanted to be sure more people could

experience its message,” said Jones. “I feel it is very

important to pay tribute to those who have made the

ultimate sacrifice.”

Jones has also been approached by the

student program manager at Tufts University in

Medford, Mass., to provide a verbal presentation on

his art work. Also discussed was an exchange of

Tufts students to come to New Orleans to do an art

workshop for the kids at his school.

“I’m trying really hard to get more eyes onthe exhibit,” said Jones.

Jones said he will not keep adding more dog

tags to the piece even though more Soldiers have

died since May when he completed the project.

“To make this a real living piece, it would

need to be a permanent exhibit at a gallery,” said

Jones. “But the exact number of tags is not what’s

important; the proper sense of enormity of it all

comes across as it was designed with the 2,436 tags,

and that’s the real message. It is time to make sure

that all who have served be remembered.”

Jones, up for still another challenge, has

applied to the Maryland Institute College of Art for

next year’s enrollment, and he will continue

Soldiering in the 1192nd. He currently works for

Young Audiences, a non-profit art organization.

Staff Sgt. Jamie Jones exhibits his project at the

California College of the Arts in Oakland.

Each of the 2,436

dogtags is molded

individually of clay,

then fired andpainted, the colors

representing the

home state of each

Soldier who died for

freedom.






ent moves out




Bram de Jong, 598th

Transportation Group,

interviewed Lt.Col. John A.

Hanson, 838th Transpor-

tation Battalion commander

and Capt. Keith Pruett,

operations officer.

Personnel of the 838th

Transportation Battalion,

together with contractor

personnel, received

about 1,300 pieces of equipment

belonging to the 1st Infantry

Division , 2nd Battalion Combat

Team (1ID, 2BCT) at the Port of Antwerp, Belgium, during the first

weeks of August. The equipment

arrived via road, rail and inland

waterway. All cargo arrived in

time and was loaded on the USNS

Mendonca for onward movement

to Southwest Asia to participate in

Operation Iraqi Freedom.

Port of Antwerp

“Port operations

conducted in Europe require

extensive coordination withvarious Host Nation governments,

militaries and local police

authorities. Border crossings can

also make the operation more

challenging for timely arrival and

departure of port cargo,” said

Hanson. “The 838th

Transportation Battalion regularly

operates at the ports in

Bremerhaven, Germany;

Rotterdam, The Netherlands; and

Antwerp, Belgium. All three ports

offer outstanding infrastructure

and facilities, but Antwerp offersthe most space for staging areas

and the most throughput for rail

operations.”

Many Players

“There are a myriad of

players involved in port operations.

In addition to the U.S. military -

which consists of the838th

Transportation Battalion and its

detachments from the 950th Trans

Co and the Rhine River terminal,

21st Theater Support Commandand the deploying unit Liaison

Officers - there are

representatives from the Belgian

Army, Antwerp port labor

contracting officials, the port

authority, Military Sealift

The panorama picture shows a part of the 1st Infantry Division’s 2nd Brigade Combat Team cargo

ready for loading on the USNS Mendonca in the port of Antwerp, Belgium.

“It is

amazing the

way that all

these different

organizations come together

to make the

mission a

success, time

after time.”




Mario Smits(right), 838th Transportation Battalion marine cargo specialist, explains the current load

status to Captain Keith Pruett, 838th operations officer and Michel van Marle, 838th marine cargo specialist

(left).

Command, and the Movement

Control Team. It is amazing the

way that all these different

organizations come together to

make the mission a success, time

after time. But over the last four

years, we have had a pretty good

opportunity to make this

communication possible, so op-

tempo has also played a roll,” said

Pruett.

Worker Bees

Personnel of different

units worked together in Antwerp.

“The 838th Trans Bn is a

geographically dispersed unit

with personnel from Germany,

Holland, the UK and the Azores

contributing as-needed for the

major operations. We task

organize for each operation after

conducting mission analysis.

Bringing our people in from the

various ports helps ensure we

share best business practices

throughout the command and

avoid any operational anomalies

based on port location instead of

standard operating procedures,”

said Hanson.

“With only a handful of

military personnel actually

assigned, we rely heavily on the

Department of the Army Civilian

and Local National employees.

Whether it’s a marine cargo

specialist or a contracted driver,

when it comes to loading a ship,

an individual’s skill-set outweighs

their background. If you are

competent, thorough, and hard

working, then you are a huge

part in completing our mission.

Without contracted drivers and

all their hard work, our jobs

would be much more difficult.

We would have to rely heavily on

the Warfighter to send personnel

to the port to operate the

equipment. Same goes for our

civilians who tirelessly tally

numbers or routinely update stow

plans. They are all part of what

makes working in the 838th a

great experience,” added Pruett.

Routine and Safety

“We have been

conducting operations like this

practically non-stop over the past

four years, so even large

deployments like 2BCT become

routine. The challenge is to ensure

safety and risk assessment are

continually emphasized so

personnel don’t fall into an unsafe

routine. We also always need to

remember that a routine operation

for us is never routine for the

Warfighter deploying downrange,”

Hanson emphasized.




by Ltby Ltby Ltby Ltby LtComma




The last piece of U.S. Army lighterage from

SDDC’s Azores Detachment was turned-in

for disposal Oct. 9, 2006. This action marks

an end to an era for the Azores

Detachment that was activated in 1952 as the 1324th

Medium Port Command (MPC). Its mission was to

conduct in-stream cargo operations using assigned

Army lighterage which included U.S. Army tugboats,

LCM “Mike Boats,” DUKW “Duck Boats,” along

with assorted barges, cranes and other materiel

handling equipment.

The in-stream operations ceased in 1996 and

U.S. cargo operations moved to the other side of the

harbor at the commercial terminal. Most of the Army

lighterage was turned-in or transferred after this

move was made. The one remaining barge (U.S.

Army BC 6585) was the sole exception, as it was still

End of

an Era

in the

Azores

Col. John Hanson Col. John Hanson Col. John Hanson Col. John Hanson Col. John Hanson nder, 838th Transportation Battalion

At left: Military port operations

in the Azores today and in the1950s (inset photo). - Photos by

Helio Faria.



used for ships to tie up alongsidefor fuel pier operations on the

military side of the harbor.

The 1324th MPC

continued to downsize through the

1990s as it transitioned to become

the 952nd Transportation

Detachment and eventually was

designated as the Azores

Detachment in 2000. The unit,

once commanded by a colonel, is

now led by a Department of the

Army Civilian, Guillermo

Mosquera.

The current mission of the

Azores Detachment is diverse,

ranging from operating the island’svehicle processing center to

providing ship husbanding services

for Military Sealift Command fuel

tankers to providing personnel and

equipment for base USAF

operations in support of space

shuttle contingency plans. The

SDDC Azores Detachment serves

as an integral part of the logistical

lifeline for all U.S. forces and their

families on Terceira Island,

providing stevedoring and

transportation support for thededicated ship that services the

island from Virginia every three

weeks.

The loss of the one

remaining piece of Army lighterage

will have no impact on SDDC

operations in the Azores, and was

made possible through funding for

disposal provided by U.S. Army

Tank and Automotive Command.

The barge is cut into pieces for disposal. - Photo by Helio Faria

The last Army barge is pushed onto shore in preparation for dis-

posal. - Photo by Helio Faria

The SDDC AzoresDetachment serves as an

integral part of the logistical lifeline for all U.S. forces and their familieson TerceiraIsland.





When the U.S. European Command

(USEUCOM) needed assistance in

customs clearing commercial air cargo

following the closure of Rhein Main Air

Base in 2005, SDDC, with help from U.S. Transportation

Command (USTRANSCOM) and USEUCOM, stepped

up to the plate and delivered. In an effort to end the use of

the T-1 transit document that had been issued since theclosure of Rhein Main, the 598th Transportation Terminal

Group and supporting commands have organized two

customs clearance hubs to issue NATO Form 302s and

resolve the problem. Using a contracted solution with

ManTech International Corporation courtesy of U.S. Army

Communications and Electronics Command, and the U.S.

Government-contracted Customs Process Automation

(CPA)-NATO system, the 598th put Customs Clearance

Officers (CCO’s) at both Köln/Bonn and Frankfurt airports.

There were many reasons for the effort. German

officials were unhappy with the closeout rate and

effectiveness of the U.S. Government in performing

customs clearance of duty free-eligible air cargo inGermany. Secondly, the interim T-1 process was costing

more than $30 per shipment in order to pay air carriers to

issue the transit document, when a NATO Form 302 had

to be issued at destination anyway to declare the cargo

duty free. Normally a shipment arriving via sea or air would

be cleared on a Form 302 issued at the Port of Debarkation,

which makes the T-1 unnecessary. When Rhein Main

closed the staff that was performing much of this function

was essentially taken away. The resulting abundance of

T-1s being used was costing the Department of Defense

(DoD) more than $5 million per year.

Additionally, increased European Union oversight

over customs processes, the cumbersome T-1 processitself and the challenges that T-1 use created, meant that

both the DoD and the German government were ready to

return to Form 302 use via an improved duty-free customs

clearance process using the CPA-NATO system.

According to Barry Smithey, USTRANSCOM

J5/4, “USTRANSCOM has been working toward its vision

of E-customs implemented worldwide. Based on the

success of the CPA-NATO prototype in Germany as well

as the CPA PacRim prototype in Korea, we will be

awarding a contract late this year to develop an integrated

CPA system that will give us the capability to implement

that vision.”

The 598th developed a contract solution with minimal

DoD footprint for overseeing the process and functioning as

stamp holder for Form 302s. The result: cutting costs, improving

Host Nation confidence in U.S. duty free customs clearance,

reducing impact on the Warfighter by minimizing manpower

requirements, while simultaneously keeping delivery delays to

a minimum and also complying with all regulatory customs

requirements. While there have been some minor problems,

the program has been a resounding success overall and all

parties are generally quite pleased.

“DHL is very pleased with the new process! It

helped us streamline Air Freight and Air Express

procedures irrespective of destination location or

transportation mode. The consignee is not involved in the

clearance process which is saving us time as the entireclearance process can take place during the night upon

shipment arrival,” explained Marios Tsakalidis, Regional

Program Manager for DHL. “We are even more excited

about the potential of the CPA-NATO system considering

the capabilities of the current platform.”

Now, with this success story in Germany for

commercial air shipments, USTRANSCOM is keeping

an eye toward implementing the integrated CPA system

in other countries and for other modes of transportation.

A contract for acquisition of the program is expected to be

awarded soon. Further, the success will help DoD to push

towards full E-Customs in Germany. Rather than using a

semi-automated system where delivery and closeout hasto be done essentially manually under current agreements

with the German Ministry of Finance, full E-Customs will

make use of remote system access and electronic closeout,

including providing German customs officials with access

to the system. If all goes well, E-Customs in Germany will

commence in early 2007.

New German Customs Clearance

Hits the Ground Running

by Mark LaRue,by Mark LaRue,by Mark LaRue,by Mark LaRue,by Mark LaRue, 598th Transportation Group

Performing customs clearance in the USEUCOM AOR is nothing new for SDDC or the 598th Performing customs clearance in the USEUCOM AOR is nothing new for SDDC or the 598th Performing customs clearance in the USEUCOM AOR is nothing new for SDDC or the 598th Performing customs clearance in the USEUCOM AOR is nothing new for SDDC or the 598th Performing customs clearance in the USEUCOM AOR is nothing new for SDDC or the 598th Transportation Terminal Group. But clearing shipments 24-hours a day for cargo arriving via air is.Transportation Terminal Group. But clearing shipments 24-hours a day for cargo arriving via air is.Transportation Terminal Group. But clearing shipments 24-hours a day for cargo arriving via air is.Transportation Terminal Group. But clearing shipments 24-hours a day for cargo arriving via air is.Transportation Terminal Group. But clearing shipments 24-hours a day for cargo arriving via air is.






United States Transportation Command

(USTRANSCOM) and Military Surface

Deployment and Distribution Command

(SDDC) officials broke ground with contractors Oct.

17 for a 75,000-square-foot modular facility. The

structure will house approximately 500 SDDC

workers as the unit transitions, over the next few

years, from locations in Alexandria and Newport

News, Va., to Scott Air Force Base, Ill.

“SDDC’s move to Scott Air Force Base willallow the USTRANSCOM team to better leverage

our capabilities,” said USTRANSCOM Commander

Gen. Norton A. Schwartz, “resulting in a much more

effective and efficient distribution enterprise.”

Ground work for this facility, which will be

located behind the Scott AFB commissary, is scheduled

to begin in the first quarter of fiscal year 07. It is slated

to be ready for occupancy in July 2007.

“We’re really looking forward to this move

because it is going to enable us to bring in three

different entities of SDDC all to one location and

allow us to have even closer collaboration with our

partners and USTRANSCOM,” said SDDC

Commanding General Maj. Gen. Kathleen M.Gainey, shortly after the first shovels full of earth

were turned.

The temporary facility will provide work

space for the command as a larger, permanent

building, currently in the design phase and due to be

complete by 2010, is constructed. This new

USTRANSCOM structure will be approximately

180,000 square feet and will house the SDDC

headquarters, the Joint Distribution Program Analysis

Center and the Joint Fused Operations Center.

SDDC expects approximately 1,100 military,

federal civilian and contractor positions to relocate to

the base.The move is a result of the most recent Base

Realignment and Closure Commission’s

recommendations that became law in November

2005. - Bob Fehringer, USTRANSCOM Public

Affairs

Ground broken for temporary building

Artist’s rendering of SDDC’s temporary modular facility

at Scott Air Force Base, Ill.

USTRANSCOM and SDDC officials broke ground Oct. 17 for a 75,000-square-foot modular facility that will house

SDDC workers as they transition from SDDC Headquarters in Alexandria and Ft. Eustis, Va., to Scott AFB, Ill.

Pictured are, left to right: Ike Hong, President, Pacific Construction Services; Col. Brad Spacy, commander, 375th

Mission Support Group; Gen. Norton Schwartz, Commander, USTRANSCOM; Maj. Gen. Kathleen Gainey,

Commander, SDDC; Lt. Col. Jeffrey Ogden, Deputy Commander, Louisville District U.S. Army Corps of Engineers;and Bob Caleo, vice president, Old Veterans Construction. - Photo by Bob Fehringer, USTRANSCOM Public Affairs




Col. Timothy McNulty, SDDC

Chief of Staff, exchanges

gifts with Maj. Gen. Young

Hoo Kim, Deputy Chief of

Staff for Logistics, Republic

of Korea Army, during Kim’s

visit to SDDC Headquarters

in Alexandria, Va., on

October 10. He was briefed

on SDDC’s worldwide

mission and the Defense

Transportation System’ssupport of deployed forces.

- Photo by Dennis Drake

T

he Surface Deployment and Distribution

Command will host its’ Western Regional

Training Workshop on June 4-7, 2007 at the

Holiday Inn Riverwalk in San Antonio, Texas. Thisyear’s theme, “On the Horizon for Transportation,”

will showcase trends impacting DoD commodities

movement and address current challenges facing

shippers within the transportation community.

The dual-track forum focuses on both distribution

and deployment to enhance attendees’ knowledge of

the end-to-end distribution and deployment processes

within the defense transportation system. The

workshop will also allow functional users of DoD

automated systems a forum to identify current issues

and generate possible solutions to enhance current

processes as well as gather feedback on their

experiences working with them.“The dual-track training will provide DoD shippers a

unique and valuable opportunity to maintain functionality in

their daily freight operations focusing on routine shipping

practices as well as address challenges encountered by

the Active and Reserve Components as they deploy,” said

Brad Bernard, workshop manager for SDDC Operations

Support. “The open exchange of ideas and experiences

will enhance the attendees’ ability to better serve the

Warfighter.”

To build upon last year’s agenda, SDDC workshop

planners analyzed last year’s critique sheets and

solicited input from Service Representatives.

SDDC Western Regional Training Workshop set for 2007

Additional topics this year will include SDDC’s

Transportation Engineering Agency, Transportation

Security Agency, Coast Guard/Marine Security,

Powertrack and Defense Transportation CoordinationInitiative.

In addition, various deployment and distribution

functional experts will provide insight and training on a

multitude of topical issues and systems. Training

sessions emphasizing day-to-day transportation issues

such as carrier selection and performance as well as

baseline unit move challenges will be highlighted.

The San Antonio workshop’s target audience is

over 270 DoD installations and activities in the

Western United States. The workshop is geared for

functional level personnel – Active Duty, Reserve

Component, National Guard and DoD civilians — to

include installation transportation officers andcontractors who work for DoD. Attendees who

were unable to attend the SDDC Eastern Regional

Training workshop last year in Williamsburg are also

encouraged to attend.

Anyone interested in attending the June 2007

workshop should check the SDDC web site on the

internet at www.sddc.army.mil (click on link –

Upcoming Events) for future updates to include

registration information and procedures. Workshop

POCs are Mr. Robert Covington (757) 878-1802 and

Mrs. Harriet Martinez (757) 878-8026, DSN 826. -

June Pagan, SDDC Command Affairs




Warrior’s CornerCommand Sgt. Maj. Tomas H. Hawkins

Command Sergeant Major, HQ, SDDC

Surface Warriors,

As we come to the end of

the first quarter of Fiscal

Year 07, we’ve conducted

and participated in a few

successful and informative

conferences both stateside and

abroad. Our new commander, Maj.

Gen. Gainey, has spent the

Thanksgiving holiday with our

Soldiers in Kuwait and Qatar as well

as made her initial journey to see our

CONUS units. Simply put, we’ve

and will soon depart SDDC. We

were fantastic with you and know

that you will accent your new

organization, be it military or civilian.

I wish to thank you for your

professionalism and continued

success. I welcome all our new

leaders and members to the

command also. I look forward to

meeting you and anticipate the best

in what you bring with you to

continue to make SDDC the cutting

edge command and service provider

we’ve come to be.

On a bitter sweet note, the

song goes, “My bags are packed and

I’m ready to go.” This is the attitude

of many who will join me in the

move to Scott Air Force Base, Ill.,

starting around the June/July 2007

time frame. The red carpet is

beginning to be rolled out, the band

is warming up and the only thing left

is for us to show up. I will be at the

front gate waving folks in,

welcoming them to Scott and

pointing to where our building is

located. With that said, look out Scott

AFB – the Army is on it’s way!

Lastly, be safe – not just as

you travel over the Christmas and

New Year’s holidays but in all you

do during them also. Safety is an

important part of what we do to

ensure we maintain readiness.

Safety is important because you are

important to us – in fact, you’re

family. So from my family to my

extended SDDC family, enjoy the

holiday season and I look forward

to serving with you as we bring in

2007!

“Let’s Roll!”

Look out Look out Look out Look out Look out Scott Air Scott Air Scott Air Scott Air Scott Air Force Force Force Force Force

Base – Base – Base – Base – Base – the Army the Army the Army the Army the Army is on it’sis on it’sis on it’sis on it’sis on it’sway! way! way! way! way!

The workforce The workforce The workforce The workforce The workforce of SDDC contin- of SDDC contin- of SDDC contin- of SDDC contin- of SDDC continues to press on ues to press on ues to press on ues to press on ues to press on to meet mission to meet mission to meet mission to meet mission to meet mission and training re- and training re- and training re- and training re- and training re-

quirements.quirements.quirements.quirements.quirements.

been as busy as that famous one

legged man!

The upcoming quarters

show no signs of slowing up. In

working through our own

transformation issues to better

service the Warfighter, to adjusting

to our new alignment under Army

Materiel Command, the workforce

of SDDC continues to press on to

meet mission and training

requirements.

I would like to extend my

thanks to our leaders and members

who have faithfully served with us



Military Surface Deployment and Distribution Command

Office of Command Affairs

200 Stovall Street

Room 11N57

Alexandria, VA 22332-5000

www.sddc.army.milOFFICIAL BUSINESS

Documents

US Army: Translog Winter2007