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HQMC LPD-1 DISTRIBUTOR
Pertinent Points from LPD-1 Staff
PASSIVE RADIO FREQUENCY IDENTIFICATION (pRFID) PROOF OF PRINCIPLE (PoP)
UPDATE:
Headquarters Marine Corps (HQMC), Logistics Distribution Policy Branch (LPD) and Combat Logistics Regiment-15 (CLR-15) continue to monitor the pRFID PoP. In accordance with the Plan of Action and Milestones, all tasks are on schedule, and the contract remains within budget. As a part of the Implementation Phase (Phase 2), LPD received and reviewed the following key deliverables from the Contractor (CGI, Incorporated) - Project Management Plan,
Implementation Plan, and Bill of Materials (BOM).
The Project Management Plan includes an executive summary, the purpose of the project, pRFID PoP goals and objectives, a list of deliverables, duration of the project, potential risks, roles and responsibilities of all pRFID PoP participants, project acceptance and completion criteria, schedule information, potential constraints, and the estimated cost of the pRFID PoP.
The Implementation Plan includes a detailed methodology of the equipment installation and resources required for the pRFID PoP, a description of all pRFID installation services CGI will perform at CLR-15, an installation schedule, and technical drawings or digital pictures of all pRFID components and their recommended placement in the facilities at CLR-15.
The BOM is CGI’s list of equipment required to complete the pRFID PoP. The BOM identifies items by brand name or sole source supplier with line item estimates. All equipment procured to support the pRFID PoP will become government property at the conclusion of the contract. CGI submitted equipment source requests for bids to commercial vendors. We are in the initial stages of procurement of the equipment. CGI plans to begin receiving equipment in late November 2019.
Also during Phase 2, LPD, CGI, and CLR-15 representatives met with BGen Roberta Shea (Commanding General, 1st Marine Logistics Group). The purpose of the meeting was to provide an update on pRFID vulnerabilities in a tactical environment and identify intelligence our adversaries could exploit from Asset Visibility (AV) information they intercept.
Lastly, during an informal pRFID PoP update meeting with 1st Marine Expeditionary Force G4, subject matter experts expressed the desire for Marine Corps Prepositioning Information Center (MCPIC) 2.0 to interface with Global Combat Support System – Marine Corps (GCSS-MC) and the Integrated Data Environment (IDE) Global Transit Network (GTN) Convergence (IGC) server. The interoperability of key logistics systems and AV remain priority issues for HQMC LPD.
Logistics Distribution Policy Branch (LPD)
Integrated Materiel Distribution Section (LPD-1)
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LEADING TRANSFORMATIONAL CHANGE:
“We are entering a period of force transformation, one through which I am honored to lead our Corps...While the next four years will be a period of substantive change – let me be clear – we are not experiencing an identity crisis nor are we at risk of irrelevance. We are a naval expeditionary force capable of deterring malign behavior and, when necessary, fighting inside our adversary’s weapons-engagement-zone to facilitate sea denial in support of fleet operation and joint force horizontal escalation.” - General David Berger, Commandant of the Marine Corps
In periods of great change, people and organizations often wrestle between transformation and the comfort of constancy; nonetheless, they must choose. Famed author, William A. Ward, wrote, “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.”
So, how does the Marine Corps move towards transformational change while preserving who we are? The answer lies in staying true to our core values of honor, courage, and commitment, while updating policies, processes, and
technologies to meet emerging requirements in response to adversaries. If we are to be prepared to fight in any clime and place, then we must embrace the inevitability of change. William Pollard stated, “Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.”
Managing change is no easy task; it takes leadership at every level. General and former Secretary of Defense,
James
Mattis
, highlights three leadership components to lead our force through transformational change.• Competence: Be brilliant in the basics. Leaders must be experts in their field. Logisticians must expertly manage transport of people and cargo through the supply and distribution pipelines to ensure commanders have forces and equipment to increase speed and lethality on the battlefield. This requires expertise in procurement, storage, transportation, and distribution. We must be able to coordinate with other Services, partner nations, joint forces, and industry partners to achieve our goals. We must be able to spot problems and eliminate ineffective and inefficient practices from point of origin to destination. Competent leaders never stop learning and developing, both personally and professionally.
• Caring: Emotionally intelligent leaders invest in the character, dreams, and families of their people. When you do this, you connect with your people. Because this connection exists, they will endure hardships and difficult challenges under your leadership. Be passionate about your mission and people. It will resonate through the ranks.
• Conviction: Leaders must be the example for others to follow. That starts with your commitment to the highest character - legally, morally, and ethically. Be clear on what you stand for and what you do not stand for. Practice personal humility and compassion for those who follow you. Leaders must never compromise on their convictions.
• I contend there is a fourth “C” - Communication. Mattis has much to say about this as well. “State your rules and guidance in clear, no-uncertain terms and stick to them.” Everyone in the unit must be able to articulate the commander’s intent and their role in support of it.
Using these “Four Cs” provides leaders at all levels the principles needed to lead transformation and innovation as we look ahead to tomorrow’s fight while preserving the enduring Marine Corps values and culture.
Logistics Distribution Policy Branch (LPD)
Integrated Materiel Distribution Section (LPD-1)
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HYBRID CARGO TRACKING TECHNOLOGIES:
We have covered a variety of emerging technologies, In-transit Visibility (ITV) field efforts, and Proofs of Principle in previous editions of the LPD-1 Distributor. This month, we will look at a hybrid device used for tracking cargo - the Savi LocateTM Sensor.
Most Automatic Identification Technology available to the Marine Corps for tracking sustainment cargo rely upon fixed assets (i.e., building mounted, hard-wired active Radio Frequency Identification (aRFID) interrogators) or cumbersome mobile interrogators (e.g., Portable Deployment Kits). Although passive RFID (pRFID) capabilities seem promising, particularly its compatibility with passive-enabled tablets, it still does not provide real-time location information when cargo is out of proximity with a tablet or fixed interrogator. When Marines track cargo by using aRFID, cargo is only “visible” when it is within the read range of an interrogator (+/- 130 ft. with PDKs or +/- 400 ft. with mounted interrogators). Due to the static nature of interrogators, they are limited to providing the last known location of the associated materiel. These readings could reflect days, weeks, or months in terms of the cargo’s last known geolocation. Thus, hybrid (also known as non-nodal) tags have become more appealing.
A hybrid tag leverages multiple technologies and is not reliant on fixed nodes, like RFID infrastructures (active and passive). Namely, they use cellular and/or satellite communications to establish location and transmit data. The Savi LocateTM Sensor uses both cellular (4G, 3G, and 2G cellular networks) and Global Positioning System (GPS)
technologies. When GPS satellites are not reachable, cell tower triangulation provides an approximate location, allowing sensors to report from anywhere a cellular network exists.
The Savi LocateTM Sensor can be ordered from Savi with preprogrammed ping rates (less frequent ping rates
significantly increase battery life), or ping rates can be programmed to the tag over the air after it is in the field. Either Savi or users can program the sensors to send updates at tailored intervals depending on motion and/or location to optimize battery life. In addition, they are weatherproof and readable inside or outside most shipping containers. Another exciting fact is that this device is currently available on the Army’s Automated Movement and Identification Solutions (AMIS) RFID contract. Many devices on the market do not have an Authority to Operate or Authority to Connect to the Defense Information System Network, but this device does. It transmits data to the AMIS RF-ITV Tracking Portal, which shares data with Integrated Data Environment (IDE) Global Transportation Network (GTN) Convergence (IGC). Because of this, the Savi LocateTM Sensor could easily integrate into Marine Corps ITV
processes. Moreover, at approximately $55.00 per tag (plus an additional data subscription fee of $1.50/month/per device), this is an affordable option to track mid-high-value sustainment cargo. For more information about this device, please contact Rosemary Johnston at [email protected].
- POC: Mr. Christopher Cox, LPD-1, (866) 938-9922, [email protected]
REVISIONS TO AIR FORCE MANUAL (AFMAN) 24-204, PREPARING HAZARDOUS
MATERIAL (HAZMAT) FOR MILITARY AIR SHIPMENTS:
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AFMAN 24-204 is an inter-service publication that provides policy for preparing HAZMAT for shipment by military aircraft. The guidance and procedures contained within ensure safety of flight and compliance with federal and international standards.
AFMAN 24-204 is currently under revision. The Services revise the document every two years (last revised 13 July 2017). As lead, the United States Air Force (USAF) has taken action to revise and streamline a coordination plan for future revisions. Regarding the coordination process, after the USAF Office of Primary Responsibility has received inter-service/inter-agency coordination, Logistics Distribution Policy Branch (LPD), Integrated Material Distribution Section (LPD-1) will staff the draft publication for USAF Headquarters and Major Command coordination and adjudication. After the completion of coordination and adjudication, LPD-1 will staff the publication to the USAF principal for endorsement.
Logistics Distribution Policy Branch (LPD)
Integrated Materiel Distribution Section (LPD-1)
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Currently, the United States Marine Corps and Defense Logistics Agency have consolidated, adjudicated, approved, and provided comments; however, the other Services had until 1 November 2019. We estimate completion of inter-service coordination and General Officer signature by 1 January 2020. At the completion of coordination and General Officer signature, LPD-1 will provide the revised AFMAN 24-204 to the field.
- POC: Mr. Lakye Franklin, LPD-1, (571) 256-2763, [email protected]
AIRLIFT COMPATIBILITY WAIVERS
(NON-TACTICAL/NON-CONTINGENCY/NON-EMERGENCY):
Airlift Compatibility Waivers allow units to ship incompatible explosive/Hazardous Materials (HAZMAT) on military aircraft cargo to meet emergent requirements. The Airlift Compatibility Waiver authority resides in Air Force Manual (AFMAN) 24-204, Preparing Hazardous Materials for Military Air Shipments, Chapter 2, Section 2.3, Packaging and Compatibility Waivers.
Chapter 2 outlines the process to obtain a waiver, as well as the Service-specific points of contact who process these requests. This is a joint Air Force, Navy, and Marine Corps coordinated waiver, authorized for use strictly aboard channel airlift, Navy, and Marine Corps organic asset movements (i.e., tactical, contingency, and non-emergency airlift missions). Airlift Compatibility Waivers do not authorize airlift of incompatible
explosive/HAZMAT aboard missions outlined in Chapter 3 of AFMAN 24-204.
Airlift Compatibility Waivers provide temporary relief from the explosive/HAZMAT Transportation Packaging, Segregation, and Separation requirements in order to meet mission critical requirements temporarily. AFMAN 24-204 provides the list of approved explosive/HAZMAT items to ship together; further, it permits these items to move aboard military aircraft under the strict operational control of Air Mobility Command (USAF), the Naval Logistics Office, and Marine Corps.
The length of time to review and approve Airlift Compatibility Waivers can vary; therefore, early coordination with Headquarters Marine Corps is essential to ensure timely processing of requests.
- POC: Mr. Oliver Bell, LPD-1, (571) 256-2764, [email protected]
RECOMMENDATION TO CHANGE PRESERVATION, PACKAGING, PACKING AND
MARKING (PPP&M) MILITARY OCCUPATIONAL SPECIALTY (MOS) DESIGNATOR FROM
3052 TO 3152:
On 25 October 2019, the Deputy Commandant for Installations and Logistics (DC, I&L) approved the
recommendation to change the PPP&M MOS designator from 3052 to 3152. Initial discussions about the change to the MOS designator began in the PPP&M Working Group (WG). The PPP&M WG matured the idea and presented it during the 2019 Transportation and Distribution Operational Advisory Group. The final approval from the DC, I&L is the culmination of efforts that began almost one year ago.
Historically, the PPP&M MOS has worked closely with the Distribution Management (MOS 31XX) community as the first step in the distribution process. This collaboration exists in both deployed and garrison operations and mirrors other Services’ efforts of placing their packaging capabilities within their distribution processes. Due to the lack of officer representation within the PPP&M MOS, the Marine Corps Packaging community relies heavily on the resident Distribution Management Officer (DMO, MOS 3102) to provide MOS advocacy and oversight in all matters pertaining to Marine Corps Packaging.
PPP&M regularly deploys with Distribution Management Marines (MOS 3112) as part of the Marine Air-Ground Task Force (MAGTF) Materiel Distribution Center (MMDC) within the Distribution Liaison Cell construct. The Marine Corps is the only Service utilizing active duty Packaging Specialist capabilities. This expeditionary capability is a force multiplier that provides robust versatility to the distribution concepts of “Lightening the Load” and “Right
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Size Packaging.”
The approved change of MOS designator is supported by the Marine Corps Forces and the Marine Expeditionary Forces and provides several important advantages to the Marine Corps:
• Supports the Commandant’s Planning Guidance
• Supports the “Sustaining the Force in the 21st Century” concept document • Enhances PPP&M advocacy under the Distribution Management community
• Provides PPP&M Marines additional opportunities for promotion and retention
• Enhances understanding and application of the PPP&M organic capability in both garrison and deployed environments
• Improves integration and management of the PPP&M and DMO business processes
Now that the DC, I&L has approved the recommendation to change the MOS designator, LPD will forward a package with supporting documentation to the Commanding General (CG), Training and Education Command (TECOM) for additional review. After final review, CG TECOM will validate the MOS designator change during the
November/December 2019 timeframe. TECOM (Total Force Structure Division) will incorporate the change in the Total Force Management System and publish it in the February 2020 Authorized Strength Report
- POC: MSgt Jose Sanchez, LPD-1, (703) 695-7762, [email protected]
2019 NATIONAL DEFENSE TRANSPORTATION ASSOCIATION (NDTA) – UNITED STATES
TRANSPORTATION COMMAND (USTRANSCOM) FALL MEETING:
The NDTA-USTRANSCOM Fall Meeting in St. Louis was a phenomenal event. The 7-10 October meeting provided a unique opportunity for industry and Department of Defense transportation practitioners to meet and discuss the challenges, changes, new technologies, and best practices within their profession.
This year, the NDTA was celebrating their 75th Anniversary with notable keynote speakers that included Honorable Elaine L. Chao, United States Secretary of Transportation; Honorable Robert McMahon, Assistant Secretary of Defense for Sustainment; General Stephen Lyons, Commander, USTRANSCOM; and Mr. Tim Mullaly, FedEx Chief Economist. Over 1,500 government civilians, military members from all services, and commercial partners attended. This year’s Fall Meeting provided a variety of training opportunities. There were 80+ different Transportation
Academy sessions offered over the three-day period. A few standout sessions were the Cloud Based Platforms for Military Readiness, Installation Transportation Office (ITO) workshops, and Air Cargo Leading Global Changes in Shipping.
The Cloud Based Platforms for Military Readiness session showed that today’s systems are capable of delivering global synchronization of assets and capabilities. Digital transformation can improve military readiness by providing capabilities to automatically cleanse, correct, and interpret logistics data.
The ITO workshops were also informative and provided a wealth of information for the Distribution Community. Some of the topics covered during the three-part sessions were Shipment Planning, the Carrier Appointment System, the importance of keeping the information in the Transportation Facility Guide relevant, the four types of
Transportation Discrepancy Reports, and more.
The Air Cargo Leading Global Changes in Shipping session covered the Next Generation Delivery Service contract, the Global Heavyweight Service contract, and the Domestic Air Tender contract, which will roll into the GHS contract in April 2020.
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Additionally, over 80+ commercial and government exhibits displayed how the government is moving forward in the transportation industry. During this year’s Fall Meeting, members of Headquarters Marine Corps (HQMC) were able to meet face-to-face with several key industry partners and see live demonstrations of the latest equipment, products, and services. Face-to-Face interactions included meetings with Savi Technology, who specializes in Radio Frequency Identification and big data/Artificial Learning analytics, and ORBCOMM LLC, which is a leading global provider of solutions that remotely track and monitor assets through a comprehensive suite of Machine-to-Machine & Internet of Things solutions.
- POC: Ms. Candice Marshall, LPD-1, (571) 256-2758, [email protected]
GENERAL SYSTEMS UPDATE:
Intermec CK-71 Scanner Warranty: The warranty of the Intermec CK-71 scanner is in effect until June 2021. Scanner procurement included a five-year warranty (three-year base, plus two-year extended warranty) covering the CK-71. Users can obtain warranty information by calling Lowry Solutions at 1-800-733-0010. Customers will need to provide the scanner serial number, and Lowry Solutions will provide the shipping instructions. In the event the scanner is not warranted, or if the scanner is beyond repair, please notify the below Point of Contact (POC). PR-Builder “In Lieu of DD 1149” 2D barcode form: As we ramp up to accept the PR-Builder form for
non-MILSTRIP shipment requests, a few Distribution Management Offices (DMOs) have identified two issues with the new form (i.e., no “in-the-clear” ship-to address and the lack of a sensitive/hazardous statement). There are three PR-Builder request forms - Basic Request, Passenger Request, and Commercial Bill of Lading (CBL) Request. DMOs should only accept the CBL request in support of materiel movement, which will have all the required in-the-clear information for shipment planning. If you identify any additional form issues, please send them to the below POC via email.
Cargo Movement Operations System (CMOS) Training for processing the PR-Builder form “In Lieu of DD 1149”: Users can obtain a CMOS Training Guide by contacting the below POC or by accessing the LPD SharePoint site. Logistics Distribution Policy Branch (LPD) and Marine Corps Systems Command have obtained additional CN70E scanners that are available as excess. DMOs interested in obtaining a scanner should contact the below POC. CMOS Audit: LPD is thankful for your support during the recent CMOS audit. As a whole, the Marine Corps did very well. As a side note, please read the CMOS Account Management Plan (AMP) to ensure the CMOS System Administrators are performing their duties within the scope of the regulation. Users can locate the CMOS AMP on the LPD SharePoint site.
- POC: Mr. Joseph Rothrock, LPD-1, (571) 256-2761, [email protected]
DATA-DRIVEN DISTRIBUTION LIAISON CELLS (DLCs) - INFORMATION NEEDED FOR
DECISIONS:
The 2018 National Defense Strategy (NDS), the first new strategy in a decade, has had a significant impact on the way we look at the world and what we must do to build on our military advantage and maintaining important regional balances of power. As a result the of the guidance provided by the NDS, the Department of Defense (DoD) developed and began the implementation of a Digital Modernization Strategy (DMS) as a concept of data management.
The DMS, dated 12 July 2019, is the DoD Information Resource Management Strategic Plan for FY19-23. It
provides a roadmap to support implementation of the National Defense Strategy lines of effort through the lens of the cloud; artificial intelligence; command, control, and communications (C3); and cybersecurity. The DMS describes data as a strategic asset that must be trusted, visible, secure, and interoperable for leaders to make decisions.
In a data management environment, with the proper tools, leaders could create Key Performance Indicators (KPIs) to pull data to make decisions. While collaborating with 22nd Marine Expeditionary Unit (MEU) DLC chief, CWO2
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Juan Chinique, we had a chance to test a few KPIs to review operations and provide the associated data to Logistics Distribution Policy Branch (LPD). This data provided LPD with a snapshot of cargo volume, key nodal activity, informed them of how personnel handled customs issues, moved passenger on/off the ship, and updated MEU leadership on DLC operations. Because of the information collected, LPD plans to update MCO 4600.41 to provide additional inbound operational guidance for both garrison and deployed shipping activities.
In our daily operations, the data we create to accomplish our jobs must be accurate to become usable information. When we print Bills of Lading (BL), performing a quick review, provides us an opportunity to verify the data we put into the system. If the data is correct, then when the carrier arrives it makes a quick exchange and a “linked” bill in Syncada. However, when data is not correct or if certain blocks are incomplete, it typically translates into an
“unlinked" transaction. Thus, creating additional work for another co-worker and anyone desiring to track & trace the shipment. In some instances, the lack of quality information does not register in Integrated Data Environment/Global Transportation network (IGC) leaving us without In-transit Visibility of the asset.
Everyone has an opportunity to contribute to the overall success of the mission, as it relates to data accuracy. Accurate data will allow our leaders to make informed decisions to influence our mission success.
- POC: Mr. Travis Goodman, LPD-1, (571) 256-2774, [email protected]
DISTRIBUTION PROCESS ADVOCATE (DPA) WORKSHOP IMPROVES LOGISTICS
SUPPORT TO THE FLEET MARINE FORCE (FMF):
Marine Corps Logistics Command (MARCORLOGCOM) recently hosted Marines, Civilian Marines, and Contractors for a DPA workshop at Marine Corps Logistics Base Albany, Georgia. DPA provides MARCORLOGCOM with subject matter experts in Distribution Planning, In-transit Visibility, and Supply Chain Analysis in support of the FMF.
The DPA workshop is an annual forum where MARCORLOGCOM provides level setting briefs on command initiatives and guidance, as well as tours and demonstrations at Marine Depot Maintenance Command (MDMC) and Marine Force Storage Command.
Mr. Michael V. McCloud, Distribution Management Branch Head, Enterprise Distribution Division (EDD), facilitated the workshop for MARCORLOGCOM. “Eight DPAs, along with Distribution Management Support Service Marines, Civilian-Marines, and Contractors participated in the three-day workshop,” said McCloud. EDD conducts the DPA workshop in order to provide a venue to receive updates on Command initiatives and programs, to solicit feedback from the DPAs, discuss best practices, and educate MARCORLOGCOM staff on how to best leverage DPA capability to accomplish MARCORLOGCOM’s role as the Corps’ Distribution Process Manager.
Mr. McCloud also stated, “One of the goals of the workshop is to improve support to the Fleet Marine Force. The DPA accomplishes this through the sharing of information and discussions regarding changes to distribution products and services that are provided to the Fleet Marine Force. When the DPAs improve their logistics processes and capabilities, our processes are improved as well. Ultimately, by working together, we greatly improve enterprise distribution for the Corps and outcomes for the Fleet Marine Force.”
Several DPAs commented on the tour they took to the MDMC, calling the micro-manufacturing demonstration a high point to the event. Ms. Nikisha A. Bratton-Bibbs, DPA, Marine Corps Forces Central Command (MARCENT), Coordination Element-Kuwait (MCE-K), said that the entire event provided a great deal of insight. “I was able to add a few items to my toolbox this time, and with what I have gained, I will be able to better support MCE-K,” Bratton-Bibbs said.
Mr. Maurice A. Williams, DPA, III Marine Expeditionary Force (MEF), also attended the workshop. “This workshop was the second conducted by EDD, and improvements over previous workshops were recognizable,” said Williams.
Logistics Distribution Policy Branch (LPD)
Integrated Materiel Distribution Section (LPD-1)
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He noted that this program was more robust than the previous year. “The updated curriculum allowed for the greater sharing of best practices and lessons learned from other DPAs in attendance,” Williams added.
At the conclusion of the workshop, Maj. Jameel Ali, Director, EDD, deemed the event a huge success. “Our first priority is to ensure our actions conform to the needs of the Fleet Marines, this workshop increases communication with MEF-level logisticians and advances our ability to predict and respond to their needs.”
(Left) Jordan L. Green, Industrial Engineering Technician, with Production Plant Albany (PPA), Marine Depot Maintenance Command, demonstrates the use of 3D Laser Scanning Technology during a tour of PPA while at Marine Corps Logistics Base Albany, Georgia on 11 Sept 2019. (U.S. Marine Corps photo by Rodney Bearman)
(Right) Marines, Civilian-Marines, and Distribution Process Advocates (DPA) gather for a group photo at the conclusion of the three-day DPA workshop hosted by Marine Corps Logistics Command at Marine Corps Logistics Base Albany, Georgia on 11 Sept 2019. (U.S. Marine Corps photo by Rodney Bearman)
- Author: Mr. Rodney Bearman, MARCORLOGCOM Strategic Communications Officer, [email protected]
* Please contact one of the POCs below for additional information on the DPA Workshop.
- POC: Maj Jameel Ali, Director, Enterprise Distribution Division (EDD), (229) 639-6893, [email protected]
- POC: Mr. Michael V. McCloud, Distribution Management Branch Head, EDD, (229) 639- 9048, [email protected]
HQMC LPD-1 Distributor Editor: Jillian R. McCain, LPD Strategic Communications SME,
