Winter 2021 NEWSLETTER Winter 2021

Rear Adm. Peter G. Stamatopoulos, SC, USN Commander Naval Supply Systems Command and Chief of Supply Corps

Kurt Wendelken A Message from the NEWS FROM THE Vice Commander Chief of Supply Corps Command Master Chief Naval Supply Systems Command Capt. George E. Bresnihan, SC, USN Chief of Staff Our supply community stayed the course while facing unprecedented logistics challenges Naval Supply Systems Command during 2020. It was incredible to witness your unrelenting commitment to mission success Supply Family, throughout the year. We must continue to win every battle we face and be prepared to flex as It’s a chilly winter here in Mechanicsburg, but we’ve only had one substantial snow, so I’m count- CMDCM (SW/NAC) needed to meet existing and emerging mission requirements. ing it as a win so far. Shannon Howe, USN Command Master Chief A critical achievement to come out of 2020 was the establishment of Naval Sustainment This issue highlights our supply team’s contributions to the expeditionary and special operations Naval Supply Systems Command System- Supply (NSS-Supply). The Navy requires a single, strategic-scale, sustainable design teams. I found it a bit daunting to pen this letter, but I know our talented public affairs team has pre- pared a brilliant spread that will go into greater depth. for Navywide supply chain management with the right mix of commercial and organic activities So, what do you do when you’re daunted by the unknown? Well, I read and read some more. And to project and sustain the force required for warfighting. NSS-Supply is designed to unify The Navy Supply Corps Newsletter (ISSN then, I made some calls and connected with those who have lived it. Thank you for your input! 0360-716X) is published quarterly by the Naval numerous independent supply chain functions with NAVSUP oversight to improve readiness My assessment is that it takes a special breed of officer, enlisted, and civilian supply warrior to Supply Systems Command, Code NOCC, 5450 and affordability. To create the supply chain performance the Navy needs, it is imperative that support the expeditionary and special operations commands. It takes a special kind of determination Carlisle Pike Suite 309-112, Mechanicsburg, PA we align and manage all Navy supply chains, end to end, ensuring deliberate and coordinated 17050-2411. Contents will under no circumstances and an unrelenting code of ethics when one is handed sometimes a complete unknown, in a warzone, to be construed as altering or superseding official decision-making. “make it happen” when mission accomplishment means life over death for many of these warriors. instructions or as endorsing a company service Moving forward requires an integrated, strategic approach to Navywide supply chains that I spoke with many to gather notes: officer, enlisted, and civilian. I asked them to tell me a little bit product or enterprise. Periodicals postage paid at provides the process capabilities we need to achieve and sustain required mission performance. about their story and impact that supply experts make in these communities. Mechanicsburg, Pa., and additional mailing offices. The Secretary of the Navy has determined that this Below are some of their words. Let their thoughts soak in and enjoy this edition of our Navy Supply NSS-Supply success depends on all hands, at all levels, to be all in. publication is necessary in the transaction of business A number of the articles in this issue take a deep dive into NSS-Supply. They explain the Corps Newsletter. required by law of the Department of the Navy. Use finer details of the initiative to help you understand your role in strengthening the Navy’s supply “Their job is non-standard because of the constantly changing mission set. Their primary mission is of funds for printing of this publication have been ensuring the SEALs have what they need, when they need it.” approved by the Navy Publication and Printing Policy chains and sustaining global Navy power. The time is now for logistics excellence, to secure our (The following is from a retired Navy captain friend talking about a young female ensign.) “She was Committee. competitive advantage in operational logistics, and hone our leadership foresight to make critical Editorial Office: Send mail to Navy Supply a 22 year old ensign, fresh out of college and heard, ‘Congratulations, you’re going to go work with the and effective decisions at all times. Corps Newsletter, Naval Supply Systems Command, special operation forces (SOF). I need you to establish a relationship with customs officials so we can 5450 Carlisle Pike, Mechanicsburg, PA 17050- This issue also features articles from Naval Special Warfare Command led by Rear Adm. Hugh get what we need.’ She hadn’t been trained for that. She immediately established an in-country net- 2411. Material may be reprinted if proper credit is W. Howard, U.S. Special Operations Command, and Navy Expeditionary Combat Command. work which at one point included a once-a-week tea with the port authority in Dubai because that given. Distribution: Navy Supply Corps Newsletter These communities are vital as we align our efforts to prepare for great power competition against relationship meant that FEDEX and DHL would reliably get supplies to the warfighter.” is distributed to official Navy shore commands emerging threats to U.S. national security. “The mission can’t be accomplished without logistics. You’re alone and unafraid alongside the Sea- and ships. Requests to be added to the distribution Looking at the year ahead, we must continue our efforts to succeed in the rapid and efficient bees, making sure they have the right parts to build that school in Africa or that bridge in Uganda.” and changes of address for all except those holding delivery of supplies, services and logistics solutions to the warfighter. I’m confident that our “We’re the jack of all trades: husbanding, contracting, money, inventory, fuels, food, laundry, mail, subscriptions should be directed to the Office of parts. We had our hands in everything, I worked alongside SOF, Army, Navy, Air Force, Special Forces Corporate Communications, Naval Supply Systems community will dominate any and all challenges we are faced with during 2021. We are superb Command, or by calling (717) 605-5564, or via pilots; the joint relationship was incredible.” at what we do. You each have a role to play but we must act together to achieve our full potential email to [email protected]. The Newsletter “My favorite thing about the command was the positional authority. Rank didn’t matter, it was to guarantee mission success. is also online at scnewsltr. dodlive.mil, and a .PDF about experience and getting the job done. We were a fast and flat organization that got the job done version can be accessed in the eSUPPO app. Thank you for your continued support as we improve the lethality of our forces across the with speed and camaraderie. You build rapport, you build family.” Subscriptions: For sale for $31 (domestic)/ $43.40 (foreign) by the Superintendent of Documents, globe through the warfighting advantage only the entire supply community–Supply Corps officers, I have much more, but I’m limited on space. I wanted to share a little of their heart to help you enlisted supply Sailors, and civilians–can provide. Government Publishing Office, Washington, D.C. understand the gravity of our end-to-end logistics impact around the globe. I’ll close with thanking Subscribe online at bookstore.gpo.gov and search those of you out there willing to sacrifice and serve within these incredibly important communities. for Navy Supply Corps or call (202) 512-1800. You give me yet another reason to be proud and humbled to be your NAVSUP Command Master Chief. Address changes for subscription holders can Stay safe and healthy and continue to take care of each other. Know that I’m here if you need any- be made by writing GPO Customer Service, P.O. Box 371954, Pittsburgh, PA 15250-7954, calling thing, career or otherwise. (202) 512-1806 or faxing (202) 512-2104. See ya in the fleet, soon, I hope. All Day, Every Day! Postmaster: Send address changes to Navy Supply Corps Newsletter, c/o Department of the Navy, P.G. STAMATOPOULOS Code NOCC, Naval Supply Systems Command, 5450 Carlisle Pike Suite 309-112, Mechanicsburg, PA RADM, SC, USN CMDCM(SW/NAC) Shannon Howe, USN 17050-2411. Command Master Chief II III Naval Supply Systems Command THE PROFESSIONAL JOURNAL OF THE NAVY SUPPLY CORPS Winter 2021 NAVSUP WSS Commander Discusses NSS-Supply Pillar By Brian Jones NAVSUP WEAPON SYSTEMS SUPPORT PUBLIC AFFAIRS

n October 2020, the Navy introduced component but I think, historically, we’ve added time, is driving delays in the process. Naval Sustainment System (NSS) – Supply, tended to view the RTATs to be what the We have to eliminate that to the fullest which seeks to streamline the Navy’s supply vendors tell us they can do. I think we need extent possible. Ichains by decreasing maintenance turnaround to flip that on its head. We need to take the The last lever we can pull is material times and increasing end-to-end velocity of mindset that says, ‘This is what I need in delays. We need to be driving the supply spares in order to improve readiness and reduce terms of an RTAT. Can the vendor support chain or driving the repair process for com- costs. that and, if not, how can we work together ponents so when they go in for repair and NSS-Supply focuses on six key pillars to get to that point? Being a demanding get onto an artisan’s bench, the repair flows to drive increased performance. Those customer is our first strategy. through smoothly without interruption. pillars: Demand Management, Optimize Second, we need to do a better job of really Where there are piece-part requirements 04 Working Capital Fund Portfolio, Shape drilling into our data and understanding what for repair, we need to make sure, whether 08 Industrial Base, Optimize Organic Repair, the data is telling us. That way we can better its parts that we manage, DLA manages, or Increase End-to-End Velocity and Achieve arm ourselves to enter into negotiations and parts that the vendor provides, that we End-to-End Integration work in concert to have productive discussions with vendors have a good structure in place so that a lack integrate and synchronize the end-to-end that really drive the RTATs we need. As an supply chain. example, during our sprints we took a deep Rear Adm. Doug Noble, commander, dive into a couple of specific components and NAVSUP Weapon Systems Support (WSS) saw huge variations in RTATs. Sometimes it is leading the Increase End-to-End Velocity took 30 days, sometimes it took 130 days. If pillar. The admiral recently took time to you graph this data out you see very disparate answer a few questions on the early stages trends in turnaround times for the same item. of the effort. So you unpack that data to see why it’s hap- Q: Where is NAVSUP WSS in the Increase pening; in some instances, what we’ve been End-to-End Velocity pillar and what have treating as one set of repairs is really two. you discovered so far? Sometimes there’s a simpler (and faster) level of repair needed, and other times there is a A: We officially started our end-to-end much more complex (and longer) repair velocity efforts in December with a series 40 needed. But until you get into the data and of sprints, which are focused, two-week Rear Adm. Doug Noble, commander, really look at what’s happening with your efforts targeting specific initiatives or anal- NAVSUP Weapon Systems Support, item, you really don’t have the insight. If yses. The team just wrapped up the second reviews notes during a briefing in you’re armed with the data, then you can sprint, so now we’re focusing in on specific Philadelphia. see that we should probably need to treat pilots we want to use to test some of the these as separate requirements. Rather than concepts that were teased out during the trying to plan and forecast our supply chain first couple of sprints. of piece-parts is not allowed to slow the based on a single RTAT value, we are lthough we are still relatively early in repair process. having multiple values depending on the our efforts, there are some themes and some From our initial analysis in the sprints, situation. When we’re not armed with the big takeaways that have already started to those are some examples of themes or big data and we don’t have visibility of what’s emerge. areas we need to get after to drive better happening, we limit our ability to effectively First, we need to be a more demanding outcomes along each of those lines of effort. Editorial Staff drive the outcomes we need. We find our- customer. When establishing contracts, selves responding to the system rather than Q: What is the goal for RTAT? JANICE DERK when we’re engaging with industry or driving change, and we need to flip that Publisher when we’re talking to our organic repair A: Our goal is to get to 55 days. That’s around. 50 providers, we need to be very clear and very pretty aggressive. We’re currently averag- MATTHEW MORRISON Another strategy I’ll talk about is demanding in terms of what we need. ing 110 days. We looked at commercial best administrative delays. We have to be ruthless RUSSELL STEWART Historically, we tended to focus on the practice benchmarks for similar items and in driving out administrative friction, whether HANNAH RAINEY quantity needed at the best price. We have the comparable commercial benchmark is that’s internal Navy time, the time it takes LEE MUNDY not always placed as much focus on Repair 45 days. So, we have a comparison point the requirement to flow through the system, Editors Turnaround Time (RTAT) as a specific that gives some confidence that our 55-day or the time with the vendor or industry outcome. This is a generalization; it’s not goal is within reason. It will take a huge LEE MUNDY partner. All that white space, or non-value Layout & Design the case for every contract or every ...continued on page 2 The Navy Supply Corps Newsletter 1 culture change and a lot of work to get there, fleet is able to effect some change within There’s a similar thread you can pull both for us internally on how we approach demand management where demands drop, with Optimizing Organic Repair. In our What is NSS-Supply? things, including our engagements with we’re going to be stuck with a bunch of pursuit to drive down RTAT and make the industry partners. We can look at how inventory we don’t need or takes a very system work faster, we’ll also be asking commercial industry does it and see they long time to burn down. what we can we do within organic repair are able to do it in 45 days. That gives me a That flows directly into the next pillar that we’re not doing today, or as much of What is NSS-Supply? sense of confidence that our goal to get to of Optimizing the Working Capital Fund today, as we could be. Does that mean • Naval Sustainment System-Supply (NSS-Supply) is a combination 55 days is a reasonable goal. Portfolio. That’s all about our financials having new or expanded capability within Naval Sustainment System – Supply of commercial best practices, process improvements, governance and making sure that we have a good cash our organic repair providers? It could be Q: How does the Increase End-to-End and oversight to maximize efficiencies and effectiveness within allocation and cash management structure figuring out how to better support those Velocity pillar tie into the other pillars of available means. to maximize readiness. The more I can put organic providers so they can move things NSS-Supply? dollars to those requirements that are going more quickly through the process by making “As we implement • A new “Supply Effectiveness Figure of Merit” (SEFoM) will be central sure they have the piece parts required so NSS-Supply, we will to this effort; this is a new way of looking at supply performance. the repair line can move without having integrate, orchestrate, The SEFoM provides data that can be applied to supply chains and material delays. and synchronize Navy- reveals where we can index readiness and cost. So those are examples of how this complicated ecosystem all comes together wide supply chains Why NSS-Supply? through NSS-Supply. among SYSCOMS, • The Navy requires a single, strategic-scale, sustainable design for Q: What are we going to realize with TYCOMS, organic and Navy-wide supply chains with the right mix of organic and commercial NSS-Supply and, more specifically, with commercial repair activities to project and sustain a warfighting force. the end-to-end velocity initiative? activities, and other • Governing end-to-end (E2E) Navy supply chains through collaboration, A: By pushing all the levers within each of NSS efforts.” integration, and synchronization will amplify readiness. these pillars, you can see they are all inter- –Rear. Adm. Pete Stamatopoulos, related in this complex supply chain. We –Rear. Adm. Pete Stamatopoulos, • NSS-Supply is a crucial node of NSS, a Navy-wide initiative embracing Commander NAVSUP want to have a broad-based approach to industry best-practices tailored for specific Navy requirements and get after multiple initiatives and push on fleet operations. multiple lines of effort to drive improve- ments at large and not just focusing on one thing. There’s a balanced approach to Leveraging our supply chains to run more effectively and affordably to generate greater readiness. NSS-Supply that ultimately, and at the highest levels, effectuates an end-to-end supply chain that is well integrated and is responsive. We’re driving toward a supply Rear Adm. Frank Morley (right), director of Navy International Programs Office in Philadelphia greets Rear Adm. Doug Noble, commander, NAVSUP Weapon Systems chain that is moving as quickly, agilely, Support (WSS). During the visit, Morley was briefed on NAVSUP WSS’s International and rapidly as it can to meet the warfighter NSS-SUPPLY FOCUSES ON Programs Directorate, as well as, given an overview on NAVSUP WSS’s role within requirements and doing so in the most 6 KEY PILLARS TO DRIVE HIGHER PERFORMANCE Naval Systems Sustainment-Supply. cost-effective manner. Q: What are the next stages in End-to- NSS-SUPPLY and E2E Integration End Velocity pillar? A: I would describe NSS-Supply as a very to deliver readiness outcomes and don’t Govern, coordinate, and synchronize strategic supply chain decisions by leadership across Navy. A: We’ve just finished our second sprint. As

complex ecosystem. It has a lot of interde- GOVERNANCE have dollars tied up in non-productive or GOVERNANCE pendent parts where changes in one area less productive areas, the better. If the we’ve gone through these first two sprints, affect another. So, when we talk specifically demand management pillar is able to reduce each of which is a two-week evolution, we Achieve E2E Integration started by looking at all of our components Achieve E2E Integration about increasing end-to-end velocity, the demand, but we’re stuck with excess inven- Integrate existing Supply Chain resources (i.e., neural network) to sustain the force. initial focus is going to be reducing RTATs. tory because we have these long turnaround to find those high priority NIINs (parts) In demand management, we’re looking times, there’s going to be a financial impact that have the potential for significant fleet at the demands coming from the fleet. One there. Funds tied up inefficiently are a lost impact. As we continue to drill down and Demand Optimize WCF Shape Optimize Increase of the things demand management is trying opportunity for investment in other things. look at both aviation and maritime, we’re Management Portfolio Industrial Base Organic Repair E2E Velocity honing in on a set of candidates to pilot. to drive is a reduction in demand. That Part of what we need to drive with Reduce demand Take a portfolio Expand competition Increase organic Shorten E2E repair PILLARS pillar needs to reveal why we see the demands increasing end-to-end velocity is under- The next step will be to go forth and do a PILLARS and increase approach to managing with suppliers and depot repair TATs in line with we see. What are the fleet behaviors, main- standing where we have requirements and handful of pilots. We haven’t settled on a predictability cash allocation to deepen partnership volume to fully commercial, and tenance practices, et cetera, that are driving what is holding us back from getting faster specific number of pilots yet, but I anticipate through design, maximize readiness. with strategic suppliers. utilize capacity. move parts in the demands and how do we drive change? turnaround times. This won’t always be the between five and 10 specific components. engineering, system faster. maintenance, etc. From the end-to-end velocity perspective, case, but where we have items that have We’ll engage with the vendors and set out maintenance, etc. the longer our RTATs, the more vulnerable capacity constraints, this is where shaping the requirements for new repair turnaround we are to demand shifts. If all of a sudden the industrial base pillar comes into play. times. We’ll collect those lessons learned, demands spike, it takes us a long time to be Whether that’s expanding capacity within document them and figure out what we can Executive Reliability Control Board (E-RCB), Sustainment Program Baseline (SPB), Maintenance Operations Center (MOC) Aircraft- able to surge and get those repairs through existing vendors or expanding to have more implement into our processes and proce- on-Ground (AOG), NAVSUP WSS Logistics Cell Operations Model (WSS LOGCELL OpModel), NAVSUP BSC, NAVSUP FLCs, supply community, tools for E2E visibility such as: Integrated Supply Chain Management (ISCM), machine learning (ML), Enterprise and fill those demands. Conversely, if the dures and basic business moving forward. community, tools for E2E visibility such as: Integrated Supply Chain Management (ISCM), machine learning (ML), Enterprise ENABLERS

vendors available to work those items. ENABLERS Resource Planning (ERP), Naval Operational Business Logistics Enterprise (NOBLE). 2 Winter 2021 The Navy Supply Corps Newsletter 3 REVISED 19JAN2021 During the deep dive, the team took a The EMALS and AAG review also “The team was able to add a mainte- NAVSUP Weapon Systems four-question approach to conducting the revealed opportunities to improve data nance requirements card (MRC) to enable Support Leveraging NSS-Supply deep dive analysis. flows between mission partners and to fuse support that hadn’t seemed possible just by “First, what part are we looking at, data systems that were not otherwise inter- revisiting assumptions. Ford will be able to Initiative to Make Ford Ready what does it do, and what capability connected, most notably through including carry some critical batteries on board cou- does that system deliver? Next, what is Electronic Maintenance Log (EML) data pled with a trickle-charge MRC that previ- By Brian Jones NAVSUP WSS’ as-is state, and are our held with NAWC AD Lakehurst. ously presented risk of downing a wire on OFFICE OF CORPORATE COMMUNICATIONS, NAVSUP WEAPON SYSTEMS SUPPORT planning factors for procurement lead “A lot of our repair turnaround times AAG, highlighting the importance of the n January, Acting Secretary of the Navy Thomas B. Modly implemented the “Make Ford Ready” times, repair times, etc. correct? If not, were assumptions based on aged process Integration of End to End Supply Chain initiative to bolster repair and operational testing efforts on the $13 billion, first-in-class we changed it on-the-spot and re-ran the maps and we’ve been able to improve some partnership under the NSS-Supply carrier, USS Gerald R. Ford (CVN 78). Recently, the Navy introduced Naval Sustainment numbers,” said Couchman. “Then we dove of our forecasting,” according to Couchman. framework.” System-Supply (NSS-Supply) to streamline supply chains, decrease maintenance turn- specifically into what’s going on with each “The Navy also wasn’t feeding DLA the Within NAVSUP WSS, the EMALS/ I around times, increase end-to-end velocity of spares and reduce costs. part, asking if demand was above where we right demand signal early on in the ship’s AAG end-to-end review was not only the “Naval Sustainment System-Supply is on the hunt for leverage to make our supply chains thought it would be initially while firmly life span, so we fixed that on the spot by first-ever dedicated to the systems, but run more effectively and affordably to improve readiness,” said Rear. Adm. Peter Stamatopoulos, coupling reliability and sparing efforts in pulling in EML data; in lock step with the the first to be firmly entrenched in the Commander, NAVSUP and 49th Chief of Supply Corps. real-time with engineers, the program NSS-Supply pillar of Demand Management NSS-Supply framework. Using this as a NAVSUP Weapon Systems Support’s office, DLA, TYCOM, the ship, and across the sustainment enterprise.” launching point, this standardized, repeat- (WSS) Aviation Launch and Recovery industry partners.” able process is the launch point (ALRE) team leveraged NSS-Supply to The final question the team for a recurring, holistic review of enable rapid program improvement on the looked to answer was how to all the parts associated with first-of-its-kind Electromagnetic Aircraft make the entire process better both systems that integrates the Launch System (EMALS) and Advanced together. NAE sustainment enterprise Arresting Gear (AAG), with the ultimate Through the focused deep toward a common vision. goal of shaping both the sustainment enter- dive and end-to-end review, the Whether leading from the prise and class-wide support. team was able to draw a num- front in “Making Ford Ready,” or “A frequent comment from Naval Aviation ber of conclusions. They first looking for efficiencies across the Enterprise (NAE) leadership has surrounded addressed the critical Navy enterprise, NSS-Supply seeks to the sparing posture on Ford and the risks to Working Capital Fund. strengthen the Navy’s supply schedule execution that inadequacy might “First, we are generally well chain to increase readiness and present,” said Lt. Cmdr. Dave Couchman, postured to support sustain global navy power.  NAVSUP WSS ALRE branch head. “Under- demand through PDT&T and standing Ford experienced a minimal beyond and we were able to use interim support period and initial sparing validated data to support that was accomplished with engineering estimates point. About $1.6 million in cost prior to having meaningful operational run avoidance was accomplished time, and given realized failures in Post- through Purchase Request Deployment Trials and Testing (PDT&T), is reductions,” said Couchman. she spared properly for cyclic operations “Ensuring working capital fund Russ Knaub, product support manager, PMA-251 (left), through deployment and beyond?” solvency while delivering cost- and Lt. Cmdr. Dave Couchman, NAVSUP WSS Aviation NAVSUP WSS coordinated with wise readiness is not only a core Launch and Recovery branch head, review data during an end-to-end review of the F/A-18 Electromagnetic Aircraft sustainment partners to identify parts with mission for us at NAVSUP Launch System and Advanced Arresting Gear. –photo by highest risk; stratifying by impact to primary mission sets, according to Couchman. The team WSS, but an NSS-Supply Elizabeth Gordon, NAVSUP WSS Fox Murray Philadelphia LOGCELL (left), and dedicated a full day to each system, fully aligned with NSS-Supply initiatives to focus specifi- imperative.” Russ Knaub, product support cally on increasing end-to-end velocity, leaning on repair pipelines, understanding demand Keeping with the core focus manager, PMA-251, take part in an profiles, improving vendor partnerships, and addressing working capital fund solvency issues of the event, delivering readiness, end-to-end review of the F/A-18 in order to ultimately unify the sustainment enterprise toward a common goal. ALRE was able to rapidly affect a projected The initiative also uncovered additional Electromagnetic Aircraft Launch “This is the largest single end-to-end effort I’ve ever been a part of, hands down,” said Russ 25-percent reduction in unfilled customer savings and benefits to Ford-class carriers System and Advanced Arresting Knaub, product support manager at NAVAIR PMA-251. orders without additional working capital beyond NAVSUP. Gear. The meeting pulled in “We pulled in stakeholders from PMA-251, Naval Air Warfare Center Aircraft Division funds outlays. “We found that there was an engineer- stakeholders from PMA-251, Naval (NAWC AD) Lakehurst, Commander, Naval Air Forces Atlantic, Defense Logistics Agency “Through negotiation of throughputs ing change proposal that was no longer Air Warfare Center Aircraft Division (DLA) Land and Maritime, General Atomics, and had USS Gerald R. Ford dial in from at-sea to with our industry partners, accelerating needed as the failure modes experienced Lakehurst, Commander, Naval Air conduct a focused deep dive,” said Couchman. needed material, looking at timing to need at commissioning haven’t come to light Forces Atlantic, Defense Logistics Agency Land and Maritime, Gener- “We did an end-to-end on a total of 69 parts – 39 for EMALS and 30 for AAG, encompass- and coordinating in real-time with our pri- with run time, so this effort will save the al Atomics, and the USS Gerald R. ing all critical parts that could independently cause potential loss or degradation of primary mary customer, we were able to ensure both program office funding to allocate toward more Ford.–photo by Fox Murray. mission capability, or “single downers” as coordinated with PMA-251. This is all about deliver- the requirements and program support prescient needs,” said Couchman. ing readiness to the fleet through data-driven decision making.” were right-sized to need,” said Couchman. 4 Winter 2021 The Navy Supply Corps Newsletter 5 It is my honor to contribute to the Navy Supply Corps Newsletter, especially as the Supply Corps A Message from the Assistant Chief of Staff community celebrates its 225th anniversary. Suffice it to say, much has changed since the law creating the U.S. Navy for Logistics, Engineering & Combat Systems Office of the Purveyor of Public Supplies within the Treasury Department (N4) at Naval Special Warfare Command was enacted on Feb. 23, 1795. What has not changed is the need for the Navy to have the platforms, weapons, gear and supplies its needs, when By Capt. Mick Wilson and where it needs them in order to execute its enduring mission to defend ASSISTANT CHIEF OF STAFF (N4) LOGISTICS, ENGINEERING, AND COMBAT SYSTEMS, NAVAL SPECIAL WARFARE COMMAND our nation and protect national interests. As a student of naval history, I am reminded of Fleet Adm. Ernest J. King’s official report to the Secretary of the Navy in 1946 in which he n the winter edition of the 1999 Supply Corps Newsletter, now and 2 will celebrate their 20th anniversaries and to date 17 Supply described World War II. “The war has been variously termed a war of pro- retired Capt. Gerry Harms penned a foreword similar to this Corps officers have been awarded the prestigious Vice Adm. Robert duction and a war of machines. Whatever else it is, so far as the United one when he was in the same position F. Batchelder award, since 2000, for their efforts supporting States is concerned, it is a war of logistics.” Our communities fought I I now occupy. He worked for then Rear Adm. Eric T. Olson, the deployed NSW, Joint Special Operations Forces (SOF) and the together with courage, grit and integrity as we trace our lineage back to commander of Naval Special Warfare (NSW) Command, the first Navy Expeditionary Combat Command (NECC). We celebrate those the time of Fleet Admiral King, the Chief of Naval Operations from 1942 – SEAL to attain the rank of four-star admiral and command U.S. achievements as part of our legacy, but also keep our focus to over- 1945, during which Lt. Cmdr. Draper L. Kauffman, U.S. Navy Reserve, Special Operations Command (USSOCOM). the-horizon challenges and innovations. established the Navy Combat Demolition Units (NCDUs) at Fort Pierce, Rear. Adm. Olson led a transformational force structure Second, that generation of another military super power Harms Florida. The NCDUs were composed of volunteers from the Bomb and change called NSW 21, which also created LOGSU-1 & 2. Harms referenced is upon us as the Department of Defense and the nation Mine Disposal School, Washington, D.C. (which he organized), and the stated, “The decade of the 90’s has made it abundantly clear that turn their collective attention to great power competition (GPC). Civil Engineering Corps and Naval Construction Corps (Seabees) School the mosaic of threats to U.S. security USSOCOM and NSW now orient at Camp Peary near Williamsburg, Virginia. and interests has evolved dramati- toward the future to counter GPC Admiral King’s sentiment remains as relevant now as it was during the cally from the polarized world of and align the SOF Enterprise with Second World War. Today, our Navy takes lessons from the past as it the Cold War. While re-emergence the 2018 National Defense Strategy to endeavors to advance expeditionary sustainment concepts with a sense of of another military superpower is prepare for the next decade, through urgency to meet new mission imperatives, while simultaneously addressing unlikely for at least a generation, we 2030, as China and Russia emerge as enduring conflicts stemming from violent extremist organizations, and remain increasingly vulnerable to a peer competitors, and Iran and North providing crisis response support around the world. variety of unconventional threats Korea continue to present challenges Large organizations like the Navy, to include Naval Special Warfare from smaller rogue nations and to U.S. national security interests. (NSW), require fully modernized and integrated supply chains, intercon- other non-state actors throughout Rear Adm. Pete Stamatopoulos’ nected support networks and experts in logistics, contracting, acquisition the world.” concept of Naval Sustainment and financial management to be successful. We have that in our world- Those words were prescient and System-Supply aligns to this effort class, highly-reliable, creative, and resolute Navy Supply Corps commu- proved true on two fronts. as the importance of supply chain nity, thanks to the tremendous advancements made in the last First, the unconventional threat decisions are elevated to the Navy’s Message from three-quarters of a century and where we’re accelerating logistics effects Harms mentioned arrived on our highest leadership levels. NSW will with innovative artificial intelligence and machine learning approaches. shores on Sept. 11, 2001, just 18 seek to leverage this effort in areas Rear Adm. H.W. It is fitting that NSW and Navy Expeditionary Combat Command months later. It set the USSOCOM where sustainment measures need (NECC) are jointly contributing to this edition of the Supply Corps News- Enterprise, to include NSW, on a improvement. Howard III, letter. Rear Adm. Peter G. Stamatopoulos at NAVSUP, Rear Adm. Joseph trajectory of unprecedented growth As the articles submitted to this Commander, A. DiGuardo Jr. at NECC and I are aligned on the nation’s challenges as we and operational employment. In issue from USSOCOM J4, NSW and focus on countering China, Russia and the challenges Iran and North 1999, there were 5,400 personnel NECC will attest, logistics tours in Naval Special Korea continue to present to U.S. national security interests. within NSW. Today there are well the Joint expeditionary environment I am humbled by the men and women of the Supply Corps and the over 10,800. Thirty one Supply are dynamic and ever evolving to sup- Warfare Command thousands of Combat Service Support personnel that make possible Naval Corps officers and 170 supply port the hyper-enabled SOF and Special Warfare’s contributions to the nation. The Supply Corps enlisted rates supported the NSW Navy maritime warrior communities. is relentless in its support of the warfighter and agile in its creative solu- mission. Today, there are roughly double the number of Supply They aim to convey the diversity of experiences, excitement and tions to the hardest logistical challenges. What you bring to the expedi- Corps officers, three of whom are in O5 Commander Milestone challenges inherent in the NSW/NECC logistics and support tionary fight is simply extraordinary and could not be more crucial as commanding officer billets at LOGSUs-1, 2 and 3. There are nearly assignments. For those interested in an atypical tour that will hone we work with common purpose to build and sustain a lethal and diverse 2,300 Combat Service Support professionals from the fleet, made your leadership skills, test your ability to solve problems and operate force–with unwavering standards of professionalism–for a future opera- up of 21 officer designators, 31 enlisted rates and 30 civilian in volatile, uncertain, complex and ambiguous environments, then I tional environment that will stress our ability to sustain the force. As my specialty codes throughout the NSW enterprise, led by Supply encourage you to contact us for additional information!  mentor Adm. Eric T. Olson wrote in this publication in 1999, the Navy Corps and Civil Engineering Corps leadership. In 2021, LOGSU-1 Supply Corps is a force multiplier and major contributor to our combat readiness. NSW–anywhere, anytime, prepared to win. The Deed is All– Not the Glory  6 Winter 2021 The Navy Supply Corps Newsletter 7 Left: President Obama visited USSOCOM in 2016, where he was The J4 shapes and sets conditions for all to include close relationships with the J3 hosted in the USSOCOM Wargame USSOCOM Enterprise logistics and materiel (operations), J5 (plans and strategy), J8 Center to say his farewell to the solutions to sustain global SOF operations. (requirements), PEOs, SOF service compo- U.S. Military by then USSOCOM The Logistics Directorate (J4) consists nents, and TSOC J4s. Commander, Gen. Tony Thomas of roughly 100 personnel and is led by a The J4 is made up of six divisions and (left) and former USSOCOM post-brigade Army O6 (equivalent to a one U.S. Air Force Squadron: Commander and then current Supply Corps O6 post-major commander) J41 Material Management maintains USCENTCOM Commander and a GS-15 civilian deputy. The J4 is made awareness of asset posture worldwide and Gen. Joseph Votel (right). up of active duty from all four services, is the project lead in developing, coordi- Below: President Obama civil service, and contractor personnel and nating, and implementing the utilization of addressed a group of senior leaders is predominantly guided by fundamental the Defense Property Accountability System from USSOCOM and USCENTCOM mantras called the “Five SOF Truths”. (DPAS) as the Accountable Property System (collocated on MacDill Air Force The fifth SOF truth, ‘Most SOF Opera- of Record (APSR) for SOF-peculiar (SO-p) Base) in the USSOCOM Wargame tions Require Non-SOF Support,’ is realized material. SO-p is defined as equipment, Center during his farewell to the through coordination and synchronization material, supplies, and services required for U.S. Military in 2016. with DoD’s Joint Logistics Enterprise, con- special operations missions for which there sisting of the Joint Staff J4, all Geographic is no service-common requirement. The Combatant Command (GCC) J4s, U.S. implementation of DPAS as the command’s Transportation Command (USTRANSCOM), accountable property system of record Defense Logistics Agency (DLA), and service enables an enterprise solution to meet logistics arms, such as Army Materiel auditability requirements and provide Command (AMC) and NAVSUP. enterprise-wide total asset visibility. Naval These collective organizations ensure Special Warfare Command (WARCOM) “The Line between Disorder and Order USSOCOM’s mission is to synchronize worldwide SOF operations are logistically is the first service component to start the United States the planning of special operations and provide supported and assist USSOCOM J4 in transition to a single APSR. Lies in Logistics”–Sun Tzu Special Operations SOF to support persistent, networked, and shaping policies, doctrine, material acqui- J42 Product Support Management This article provides a broad logistics distributed global combatant command sition and sustainment, planning guidance, verifies sustainability of SOF systems, and Command overview from the United States Special operations in order to protect and advance and equipment readiness analysis in support systematically conducts independent Operations Command (USSOCOM) head- our nation’s interest. SOF provides unique of SOF TSOCs. The majority of Supply assessments of life cycle sustainment, read- The World is quarters perspective. Points of contact are capabilities, especially in competition below Corps officers assigned to J4 will work iness, and supportability of SO-p equipment Our Area of listed at the end of the article for those inter- the level of armed conflict. Countering violent closely with all USSOCOM directorates, and systems procured with Major Force ested in learning more about USSOCOM extremist organizations that threaten U.S. Responsibility or the expeditionary logistics community! national interests remains USSOCOM’s top USSOCOM’s five priorities: priority; however, USSOCOM is also assessing By Cmdr. Mike Malone 1. Compete and Win for the Nation its role in long-term strategic competition C USSOCOM J4X DIVISION CHIEF 2. Preserve and Grow Readiness per the National Defense Strategy. Logistically, USSOCOM J4 is re-orienting to operate and Lt. Cmdr. Paul Kloepping 3. Innovate for Future Threats W J44 DIVISION inside contested logistics environments. STAFF ACTION OFFICER 4. Advance Partnerships USSOCOM is unique as it has both com- C 5. Strengthen our Force and Family De Deee e batant command and service-like responsibilities. D e These priorities are aligned to the National With its service-like responsibility comes eel C Defense Strategy as Special Operation Forces acquisition authority, which procures and (SOF) optimizes special operations for today manages SOF systems and services through C De C and tomorrow’s fight. As a whole, the United Special Operations Forces Acquisition, States Special Operations Enterprise, formally Technology and Logistics (SOF AT&L). COCOM/ COCOM/ COCOM/ COCOM/ established in 1987, is globally composed of Established in 1991, SOF AT&L is led by a SERVICE COCOM SERVICE SERVICE SERVICE SERVICE approximately 70,000 active duty Army, Navy, senior acquisition executive and is responsible

Air Force, Marines, Reserve, and National for all USSOCOM research, development, eel l e e e l ee e DeleCell Guard, and Department of Defense civilians acquisition, procurement, and life-cycle logistics eeD D e D D D (“DCell”) () () () () () and contractors. The enterprise is USSOCOM planning, which includes life-cycle operations HQ, located at MacDill Air Force Base in and sustainment costs and material manage- Tampa, Florida, its four service components, ment. Eight program executive offices (PEOs) C C Ce l ee lDee e e l e C and eight sub-unified commands Theater and five specialized functions, including the Cl Cee e e e l C CeCCD ee Special Operations Commands (TSOC). J4, make up SOF AT&L. e C e e ee ll C l C ee ee e Ce e eC e ee Ancillary personnel are located at USSOCOM’s el ee l l Washington, D.C., office in the Pentagon, and e as liaisons attached to U.S. embassies. 8 Winter 2021 The Navy Supply Corps Newsletter ...continued on page 10 9 ...continued from page 9 Program-11 (MFP-11) funds, interfacing with operation. The Joint Petroleum branch lever- JS J4 and training SOF enablers at every level USSOCOM J3 Joint Collective Training we learned the critical importance of training  Cmdr. Mike Malone – USSOCOM J4X SOF AT&L PEOs program offices, other ages DLA Energy’s capabilities to support of war across the Joint Logistics Enterprise, Division (JCT): Lastly, there is one Supply and deploying as a Joint force. Congress Division Chief and former Joint Special USSOCOM organizations and components SOF global fuel requirements. The Strategic the J47’s span of influence covers the gamut. Corps officer working in USSOCOM’s J3 JCT, recognized this and directed the creation of Operations Command J4 CHOPS / JLOC to support, sustain and modernize SOF Transportation branch interfaces with J47 also oversees Joint SOF Logistics educa- which is the premier Joint trainer that pro- USSOCOM on April 16, 1987. The disaster at Division Chief. worldwide. These touchpoints are maintained USTRANSCOM to ensure SOF’s require- tion/training. Supply Corps officers, and vides planning, designing, coordinating, syn- the Desert One landing strip has been called  Cmdr. Mike Augustine – SOCOM J47 through product support managers and ments are included in strategic planning. The potentially senior enlisted, assigned to Naval chronizing and execution of exercises across “the most successful failure.” A tale of both Strategy and Policy Officer and former acquisition logisticians being nested within Maintenance branch orchestrates sustain- Special Warfare are candidates to attend the Special Operations Enterprise to increase tragedy and triumph, it was the primary SOCPAC J43 Logistics Operations each of the PEO program offices. ment efforts across the TSOCs and service USSOCOM J4’s Joint SOF Logistics Course. operational readiness. They are responsible catalyst in generating the superb special Division Chief. Previously, one Supply Corps officer components to ensure maintenance actions It is held at USSOCOM’s Joint Special Opera- for developing, coordinating and executing a operations team we have today. served in PEO-Maritime, which supports are factored into life cycle sustainment plans. tions University (JSOU) in Tampa and serves comprehensive Joint SOF collective training Throughout USSOCOM’s storied 33-year  Cmdr. Doug Jenkins – J43/5 action officer acquisition of SO-p maritime assets. Due to The Futures branch oversees logistics digital as a 101 level introduction to expeditionary program globally that ensures the supported history, the J4 and Joint logisticians throughout and former Naval Special Warfare Unit logistics in support of SOF. Although not command’s readiness to perform Combatant the enterprise have provided time and again TWO N4. Navy specific, this course provides many new Command wartime tasks. Also, they support proven results to support the SOF warfighter,  Lt. Cmdr. Travis Miller – WGC Lead SOF logisticians their first exposure to the theater SOF and component exercise pro- wherever he or she may be around the globe. Planner and former NECC Coastal Joint SOF community. If you are assigned to grams, and provide a mechanism to exercise Listed below are the Supply Corps and Joint Riverine Group ONE N4A, Coastal become an N4 or an N4A at a LOGSU, this is SOF and conventional force battle staff in logistics professionals currently on the Riverine Squadron 3 N4. a great course for you to enroll in to develop a service and GCC exercises. This branch is USSOCOM team. While there is no require-  Lt. Cmdr. Paul Kloepping – J44 broader understanding of how SOF logistics focused on the down and in engagements ment to have SOF experience to join the Acquisition Cross Service Agreement PM truly is different. and maintaining the relationships with the SOCOM team, a majority of members bring and USSOCOM Security Cooperation J4X Logistics Support to Sensitive Activi- TSOC’s, GCC’s and components. some SOF and/or expeditionary background. ties plans, coordinates, synchronizes, de-con- In 2020, USSOCOM celebrates its 33rd If you have any questions or comments about Logistics Lead. flicts, and when directed, executes logistics anniversary. Also this year, USSOCOM sol- the overview or interested in a Joint assignment  Lt. Cmdr. Mike Nelson – Reservist support to sensitive activities, unconventional emnly remembered the 40th anniversary of in general please direct them to Lt. Cmdr. activated and currently serving as J44 warfare, and compartmented Operations, Operation Eagle Claw. On November 4, 1979, Paul Kloepping.  Action Officer / JLOC OIC and formerly Actions, and Activities on behalf of com- Iranian militants seized the U.S. embassy in mobilized to support USSOCOM J4, mander, USSOCOM. J4X also serves as the Tehran and took 53 Americans hostage. On SOJTF-A, SOCAF SOCFWD-North office of primary responsibility for secure April 24, 1980, after weeks of planning and West Africa, and NSW Group TWO. property accountability for the USSOCOM. preparation, an element of Army, Navy, J4X also provides oversight for the JSOU Marine, and Air Force special operators its acquisition and submarine focus, this transformation and modernization, proposi- hosted Logistics Support to Sensitive Activi- embarked on an audacious plan to rescue the officer functioned as an Undersea Systems tioning of SOF equipment to support ongoing ties course, which instills graduates with hostages. While the mission did not succeed, Acquisition Program Manager, focused on and future operations, and all equities for all advanced skills, knowledge, and abilities to providing a Host Submarine interoperable MFP-11 Acquisition Cross Service Agreements stimulate the innovative thinking required to Dry Combat Submersibles capability to orders and Security Cooperation Logistics. support SA across a full spectrum of logistics. WARCOM. Other SO-p maritime mobility The J44 also publishes a SOF Global USSOCOM’s Wargame Center (WGC), programs include Dry Deck Shelters, Seal Logistics Estimate, a demand signal for SOF built under Adm. William McRaven’s tenure Delivery Vehicles, Combatant Craft, Dry and global force management requirements to as USSOCOM commander, focuses on policy Wet Combat Submersibles, and SOF-Combat enable GCCs and Services to do advance and strategy decisions, emphasizing dis- Diving. planning support. Additionally, DLA, course, creative problem visualization, and J43/5 Plans and Operations provides USTRANSCOM, and AMC maintain full time innovative solutions. One Supply Corps offi- operational support and oversight of SOF Liaison Officers in the J4 to maintain close cer is assigned in the WGC as a lead planner logistics and coordinates logistics support working relationships between USSOCOM for events and has both designer and opera- to SOF through the J3 and J5 with the Joint and their organizations for mutual benefit. tions research/systems analysis like responsi- Staff, Military Services, GCCs, TSOC, and This provides value not only in day to day bilities that include USSOCOM provided other government agencies. Desk officers are operations, but also in the event of emergen- professional training in the areas of decision assigned to each GCC, which is sometimes cies or short notice contingencies such as the science, design thinking, visual thinking, filled by one of the USSOCOM supply retrograde operations in Syria, Iraq, Afghani- facilitation, public speaking, and political sci- officers. stan, and Africa or supply chain disruptions ence. This enables the Supply Corps officer to J44 Sustainment Integration covers a during COVID-19. lead a specialized team through all phases of wide array of core logistics functions within J47 Strategy & Policy is a team of mili- innovative solutions while mitigating our the J4. The Property Oversight branch tary, DoD civilian, and contractor personnel. inherent cognitive biases. Right: USSOCOM’s provides asset visibility for SO-p property, J47’s primary lines of effort cover: Operational USSOCOM’s WGC is the only organiza- Wargame Center, built under improves accountability and auditability, Contracting Support, Strategic Resourcing/ tion across the whole of government that Adm. William McRaven’s updates and enforces policy with USSO- Gap Analysis, Readiness Reporting, Policy combines these disciplines into creative prob- tenure as USSOCOM COM’s Inspector General Office. The Muni- and Doctrine Management and Exercise Sup- lem framing, solution ideation, visualization, commander, focuses on policy tions branch manages $1.7 billion in worldwide port. J47 interacts frequently outside of presentation, vignettes, and ultimately–war and strategy decisions, assets, and supports 14 active concepts of SOCOM – between working directly with the gaming. emphasizing discourse, creative problem visualization, and innovative solutions. 10 Winter 2021 11 Logisticians and engineers on the NSWC and train. Remote, austere, and logistically training facilities, classroom and hands-on Requirement (SPEAR) consisting of more and identifying the most effective and effi- N4 staff provide policy, training and over- challenging, San Clemente Island, located tactics instructional space, storage and than 159,000 pieces of equipment and serial- cient ways to get the job done! sight for NSW’s eight subordinate com- approximately 80 miles west of San Diego, is administration offices. ized assets valued at more than $349 million mands, not unlike other Navy type home to some of NSWCEN’s most important NSWG 1 is a NSW Task Force headquar- spread across ten subordinate commands commanders or SOF component headquar- training sites. NSWCEN ensures their train- ters for ten subordinate commands to and detachments. A high level of oversight ters. WARCOM’s man, train and equip mis- ing ranges and support networks are ready include SEAL Teams 1, 3, 5, 7 and command and procedural compliance is required to sion supports 10,877 Navy Special Warfare for Naval Special Warfare forces to success- and control deployed Joint SOF. NSWG 1 maintain accountability and ensure the avail- (NSW) personnel made up of active duty, fully train all year round. trains and deploys fully-enabled SEAL Teams ability of equipment critical to warfighters. Reserves, civilians, and contractors, with Lt. Cmdr. Stephen Cuff and Lt. William and provides maritime SOF assets in support At the beginning of fiscal year 2020, NSWG 1 Streamlining Navy SEALs and Special Warfare Combat- Newman, BTC and ATC supply officers, use of U.S. Central and U.S. Indo-Pacific Com- began executing the completion of quarterly Naval Special Warfare Group 2 (NSWG ant-craft Crewmen (SWCC) being its pri- their fleet experiences and BQC and/or mands. A persistent focus on resource effi- wall-to-wall inventories of more than 11,000 Resources 2), located at Joint Expeditionary Base Little mary warfighting customers. SODHC training but also are picking up new ciencies and capability sustainment is serialized assets at the direction of WAR- Creek in Virginia Beach, Virginia is the east and Sustaining In this article, we will highlight the logistics skills on a monthly basis to keep up required to support both garrison and opera- COM N4. NSWG 1 Accountable Property coast equivalent to NSWG 1 supporting east robust missions and the great work that is with NSWCEN’s high standards of training tional responsibilities. System of Record Manager, retired United coast operational teams which include SEAL Capabilities done by Supply Corps officers, Civil Engineer requirements. The NSW community, partic- Lt. Cmdr. Aaron Thornton, NSWG 1 N4, States Marine Corps Major Armando Teams 2, 4, 8 and 10. NSWG 2 N4, Civil Engi- Corps officers and multi-faceted Combat ularly its training branches, present a variety prioritizes force optimization execution and Budomo, focuses on the reconciliation pro- to Support the neer Corps Officer Lt. Cmdr. Billy Woodward Service Support personnel made up of 12 offi- of ever-changing logistics challenges, con- equipment accountability reform. Force opti- cess, physical accounting and proper DPAS works closely with the LOGSU 2 Command- U.S. Navy and cer designators, 31 enlisted ratings and 30 stantly keeping pace with the demand for mization enables the deployment of tailor- inventory verification during each quarterly ing Officer Cmdr. Dave Huber and his more civilian specialties throughout the NSW cutting-edge training for our future special able, flexible and sustainable 06-led NSW inventory. These efforts ensured operational than 360 personnel Echelon IV command. U.S. Special community. We hope you learn something operators. Coupled with the unforeseeable Task Forces in support of competition, crisis, readiness and provided NSW leadership Lt. Tim Landry is the J4 director of new and welcome you to inquire into the constraints of the COVID-19 global pan- and contingency requirements. Parallel with accurate information to make strategic Operations NSWG 2’s Task Force 2 (TF 2). Like its sister expeditionary logistics community. demic, the reality of providing real-time implementation of increased equipment resource decisions. unit at TF 1, TF 2 is a newly constructed Command It all starts with training. From the day training support in simulated wartime sce- accountability efforts proves to be critical to NSWG 1 N4, working hand in hand with model born from four recently decommis- Navy SEAL and SWCC recruits arrive in narios has proven to closer resemble that of the rapid availability of assets in support of their largest Echelon IV command at LOGSU sioned forward-based Naval Special Warfare Maritime SOF Coronado, California for Basic Underwater an operational command than a training force optimization realignment objectives. 1 under Cmdr. Joe Bossi and his more than Units. TF 2 fills a role within NSW that is Demolition/SEAL (BUD/S), and SWCC facility. Along with the traditional supply NSWG 1 uses the Defense Property 370 personnel, expeditionary logisticians are Warriors dynamic, flexible and continuously evolving. training which includes Basic Crewman functions of inventory management, contract Accountability System (DPAS) and Special facing resource constraints and equipment By Cmdr. Robert Salire Selection (BCS); Basic Crewman Training procurement, and warehousing, BTC pro- Operations Forces Equipment Advance accountability challenges head on ...continued on page 14 DIRECTOR OF LOGISTICS N41, (BCT); and Crewman Qualification Training vides logistics support to more than 1,200 NAVAL SPECIAL WARFARE COMMAND (CQT), they are taught the value of taking SEAL and SWCC candidates annually, and care of their gear. Well before executing a continuous support to more than 200 high altitude parachute jump or a dive under instructors and staff. The training consists of Naval Special Warfare Command a naval vessel, operators are taught to “take nine different phases of varying topics, rang- (NSWC), known affectionately as care of your gear and your gear will take care ing from land warfare, marine operations, WARCOM, is an Echelon II command of you.” That means preventative mainte- diving, and mountaineering in Kodiak, that reports to two Echelon I nance and property accountability are liter- Alaska just to name a few. As a Supply ally life-saving measures. Corps officer in the NSW community, one commands, Office of the Chief quickly gains an appreciation and under- of Naval Operations (OPNAV) and standing for the need to improvise, adapt and U.S. Special Operations Command overcome in order to complete the mission. (USSOCOM) as their maritime special operations force (SOF) component.

Cmdr. Paul Benishek, Naval Special Above: U.S. Navy Special Warfare Warfare Center (NSWCEN) N4, leads his Operators and Special Warfare team of 94 military, government civilians, Combatant-craft Crewman aboard a and contractors to deliver much needed Naval Special Warfare Group 1 (NSWG Combatant Craft Assault boat board expeditionary logistics products and services 1) is located at the Silver Strand Training a maritime vessel. to its two subordinate commands, Basic Complex-South in Imperial Beach, Califor- Training Command (BTC) and Advanced nia, a 10-year, $1 billion plus military con- Training Command (ATC), to execute their struction (MILCON) effort that, when training missions. This support begins with completed, will provide NSW with approxi- the planning and construction of modern, mately 24 state-of-the-art logistical support safe, and efficient facilities in which to work buildings, equipment use and maintenance 12 Winter 2021 The Navy Supply Corps Newsletter 13 ...continued from page 13 TF 2 is the operational component of NSWG logistics. During this time of great power and 2) in Hawaii and Virginia. SDVTs are U.S. Navy Special Warfare Operators lieutenant junior grades for their second tour Supply Corps officers assume significant 2 and responds to real world requirements in competition, NSWG 2 and the logisticians SEAL operators trained to pilot both dry and conduct SEAL Delivery Vehicle training and have a daunting learning curve ahead, to leadership responsibilities and can act as austere locations around the globe, some- entrusted with providing service support are wet submersibles for clandestine insertion with an underway submarine. include all traditional functions, such as commanding officers, executive officers, times with little or no notice. TF 2 J4 staff ahead of the curve as they are the first and into a variety of undersea environments. managing financials with budget forecasting, operations officers, training officers, admin will operate as the logistics directorate for a last line of support to the United States’ pre- NSWG 3 N4 is led by Lt. Jacqueline inventory management and warehousing, officers, and various other division officer Joint Special Operations Task Force mier Special Operations Maritime Force. Chimiak. She works hand in hand with its and contracting. Each Supply Corps officer is roles. LSU enlisted personnel ratings include deployed to East Africa, while also providing NSWG 2 is also undergoing a three-phased Echelon IV command at LOGSU 3 led by required to serve as a contracting officer rep- Supply (LS/CS), Admin (YN/PS), Medical logistics support for a multi-national, cross $500 million MILCON which has already Cmdr. Krysten Ellis and her more than 200 resentative (COR) on multiple support con- (HM), SEABEE (BU/CE/CM/EA/EO/SW/ service exercise in Europe. Navigating the built facilities at LOGSU 2 to include a state- combat service support (CSS) personnel. tracts ranging from administrative UT) and other support ratings (GM/MA/ This unique mission set comes with chal- manpower to overseas leases. They are also MC). lenging worldwide logistics requirements responsible for managing their department Reserve Supply Corps officers mobilize that are managed predominantly by LOGSU inter-deployment training cycle that ensures in support of NSW and USSOCOM mission 3 and its CSS that support task units at they provide consistent deployable logistical sets and play vital roles such as deputy J4s, SDVT 1, to include weapons, equipment, and support for each deploying detachment. Future Operations officers, Logistics plan- system subject matter expertise for mission Don’t let any of that deter you from a tour at ners, Joint Operations Center watch standers support. In contrast to other LOGSUs, more SBT, as you will be on the cutting edge of and CORs. To highlight their role and sup- than half of LOGSU 3 manning consists of support to one of the most highly sought port to the operational force, NSW’s most maintenance ratings (submarine, surface and after maritime assets of the future! recent 2020 Vice Adm. Robert F. Batchelder Seabees), and their maintenance practices winner was Lt. Cmdr. Stephen Neuhaus, a are closely aligned to the Submarine Force Reserve Supply Corps officer serving with with operational tempo driven by national SEAL Team 18’s LSU and as the Combined mission tasking. Certified as the only NSW order to deliver SEAL operators nearly any- Joint SOF Task Force J4 while deployed to Fleet Maintenance Activity, LOGSU 3 acts as where in the maritime domain. These highly Iraq in 2019! a warehouse and shipyard for Dry Deck Shel- specialized families of crafts, mainly Com- To simplify NSW’s Reserve support into ters and submersibles, as well as the accom- batant Craft Medium, Combatant Craft “one weekend a month, two weeks a year” is panying support craft and equipment. As the Assault and Combatant Craft Heavy, devel- a misleading portrayal of the capabilities pro- sole end user of these assets and thousands of oped by USSOCOM’s Program Executive Most active duty members hear the word vided. Many of the Reservists find them- unique parts, long lead times are common Office Maritime and a contracted logistics Reservist and immediately think of the “one selves at the tip of the spear, enabling and and property accountability is a challenge. support model, are not your father’s or weekend a month, two weeks a year” motto. contributing to the fight tonight. NSWG 11, Mission involvement and coordination is grandfather’s craft! They require much more However, the NSW Reserve Component is ST 17, and ST18 provide an agile Reserve critical, but the diversity of the CSS team’s sophisticated care and feeding than their unique. Almost 10 percent of the deployed force directly contributing toward lethality background and professional communities predecessor, the MK V or rigid hull inflatable force is composed of Navy Reservists and the in our nation’s fight. provides flexible solutions in a dynamic boat, or any typical Navy support craft, and mobilization rate of our Reservists is five For more information regarding employ- battlespace, which enables our focus on great the maintenance support plans are con- times that of the entire Reserve Force. The ment with NSWG 10 and Naval Special Joint environment and learning to interpret of-the art armory, a 120 plus person Seabee power competition. stantly being improved for in CONUS or herculean task of providing the Reserve force Warfare Development Group contact Cmdr. different languages of logistics is crucial to Combat Service Support Detachment facility, Supply Corps officers assigned to the deployed repairs. Cmdr. Matthew “Scott” that NSW needs is the responsibility of Rob Salire. effective and timely support of special opera- a new warehouse with ergonomic access for Undersea Mobility mission under NSWG 3 Jones, NSWG 4 N4, and Lt. Sean Harlow, Naval Special Warfare Group 11 (NSWG 11). tions globally, and it affords Landry the shipping and delivery and easy access for its simultaneously act as tactical and expedi- NSWG 4 N41, provide logistics support to Logisticians, including Lt. Cmdr. Marc opportunity to broaden his professional warfighting customers. tionary logisticians, shipyard supply officers, these special operations craft, which operate Wilson, recently replaced by Lt. Cmdr. Todd aperture. It is this multifaceted landscape SEAL Team support experts, trusted advi- away from most major Navy concentration Carbajal, NSWG 11 N4, play critical roles on that allows Landry to lead his service sup- sors to senior level NSW leadership and areas and bring with it a different thought the support staff and within the Logistics port component in providing exemplary “Battle Chops.” Contact your detailer or process on how NSW handles the supply Support Units (LSU) at the teams. On the logistics to SEAL operators and combat sup- NSW personnel as billets at NSWG 3/ support both in garrison and while deployed. support staff, the highly skilled and competi- As you can see, NSW provides unique port personnel worldwide when they need it LOGSU 3 require previous submarine back- There are three Special Boat Teams (SBTs), tive full time support members (O4 x 1, O3 x opportunities and experiences, some of most. ground. one in San Diego, California, one in Virginia 2, and eight enlisted) support more than which are complimentary to Navy fleet oper- There are many aspects of the NSWG 2 Beach, Virginia, and one in Stennis, Missis- 1,000 Reserve personnel and complete career ations and some very different under the SOF command philosophy that ring true in the sippi. Each SBT deploys with a designated milestones through the execution of operat- umbrella. Our team of NSW expeditionary Supply Corps as well. While NSWG 2 aims Many specialized capabilities exist Detachment Deployment Package for each ing target funds, management of property logisticians garner unique skill sets and build to develop competent and ethical profession- within NSW, but arguably none more unique craft detachment, like a Pack-up Kit for avia- and equipment, and issuance of critical upon their knowledge and training from als, the Supply Corps strives to ensure every- and complex than those at Naval Special tion units. These kits serve as a primary parts deployment gear. Navy Supply Corps School and the fleet. thing we do is legal, moral, and above Warfare Group 3 (NSWG 3), which oversees support bin for high fail and long lead time There is one LSU at SEAL Team 17 and Supply Corps officers within the NSW com- reproach. Nothing is routine, nothing is pre- NSW’s undersea mobility platforms. Head- items. one at SEAL Team 18. The units are com- munity are also offered the opportunity to dictable, and nothing is outside the realm of quartered at Ford Island in Pearl Harbor, Naval Special Warfare Group 4 (NSWG SBT logistics requires in-depth knowl- posed of more than 100 officer and enlisted earn the Naval Expeditionary Supply Corps possibilities. Mission planning, execution, Hawaii, they are the higher headquarters for 4) employs the most advanced maritime spe- edge of the entire supply chain from the stra- billets, 16 of those billets are Reserve Supply Officer (NESCO) Warfare pin. So, the next and success cannot be accomplished without Seal Delivery Vehicle Teams 1 and 2 (SDVT 1 cial operations craft found in the world in tegic headquarters to the tactical level. Corps officers (3105). In the units, Reserve time you see a fellow Supply Corps officer Supply Corps officers of SBTs report as ...continued on page 16 14 Winter 2021 The Navy Supply Corps Newsletter 15 ...continued from page 15

with a NESCO pin earned in NSW, you 2012 will have a better understanding of the Lt. John G. Sprague Naval Special Warfare Logistics and Support missions and the great work that is SEAL Team 3 Points of Contact: demanded by our community of expedi- Naval Special Warfare Group 1 Units: The Skipper’s Perspective Capt. Stephen “Mick” Wilson, SC, USN, tionary logisticians! (LOGSU 1) COMNAVSPECWARCOM ACOS N4 By Cmdr. Joe Bossi and Cmdr. Dave Huber I have no doubt that a tour within the 2013 NAVAL SPECIAL WARFARE GROUPS ONE AND TWO LOGISTICS SUPPORT UNITS NSW community will be professionally Lt. Brendan T. Casey Cmdr. Robert D. Salire, SC, USN, and personally rewarding and you will SEAL Team 3 COMNAVSPECWARCOM N41 move on to your next career milestone a Naval Special Warfare Group 1 much better leader, logistician and Supply (LOGSU 1) Contributors: Corps officer! I will leave you with a list 2014 NSWCEN: Cmdr. Paul Benishek, of NSW’s Vice Adm. Robert F. Batchelder Lt. Bobby Schmermund SC, USN Award winners since 2000:  SEAL Team 3 NSWG 1: Lt. Cmdr. Aaron Thornton, SC, 2000 Naval Special Warfare Group 1 USN; Maj. (ret.) Armando C. Budomo, Lt. Cmdr. Dean Hilf (LOGSU 1) USMC; Lt. Oluwatobi B. Olubanjo, SC, mdrs. David J. Huber and Joseph R. Bossi took command of supply warehouse, or pre-staging equipment for deployment, all Special Boat Squadron 1 USN; Master Chief (SW/AW/IW) Naval Special Warfare (NSW) Groups One and Two’s Logistics required services are within easy reach by design. 2015 Andre Carruthers 2002 Lt. Gene Ho Support Units (LOGSUs) on May 9, 2019 and July 23, 2020, LOGSU-2 on the east coast is also undergoing a multi-phase $500 Lt. Stephen M. Wilson SEAL Team 2 NSWG 2: Lt. Tim Landry, SC, USN Crespectfully, thereby becoming the 10th commanding officers for these million military construction (MILCON) project to improve its facili- Naval Special Warfare Unit 3 Naval Special Warfare Group 2 NSWG 3: Lt. Jackie Chimiak, SC, USN two units, following a legacy of Supply Corps leaders who have paved ties. In 2017, LOGSU-2 took custody of a state-of-the art armory, a new (LOGSU 2) 2004 NSWG 4: Cmdr. Matthew “Scott” Jones, the way since 2001. supply warehouse, and maintenance of one of the newest combat engi- Lt. Walter Egge 2016 SC, USN; Lt. Sean Harlow, SC, USN This LOGSU legacy is rooted in a foundation of providing full-spec- neering facilities occupied by their more than 100 Civil Engineer Corps Naval Special Warfare Unit 3 trum logistics support to all operational commands across the NSW (CEC) officers and Seabees. On the horizon, multiple infrastructure Lt. Alex Tornatore NSWG 11: Lt. Cmdr. Marc Wilson, SC, 2007 SEAL Team ONE USNR; Lt. Cmdr. Todd Carbajal, enterprise. The primary focus is to ensure SEAL Teams, Special Recon- improvements are planned to include a renovated LOGSU-2 Lt. Shannon Walker Naval Special Warfare Group 1 SC, USNR naissance Teams and Special Boat Teams matriculate smoothly headquarters. SEAL Team 4 (LOGSU 1) throughout their 24-month Inter-Deployment Training Cycle (IDTC). Naval Special Warfare Group 2 The IDTC culminates in NSW Task Groups’ (NSWTG) disaggregated (LOGSU 2) 2019 Lt. Matt Wall combat deployments to their assigned four-star Combatant Command- SEABEE assigned to Naval 2010 SEAL Team FOUR er’s Areas of Responsibility (AOR) where they support special opera- Special Warfare undergoing Lt. Robert W. Seltzer Naval Special Warfare Group 2 tions force (SOF) requirements validated by NSW’s higher cross-rate training. SEAL Team 5 (LOGSU 2) headquarters, U.S. Special Operations Command (USSOCOM). Naval Special Warfare Group 1 Every commanding officer sees a maturation cycle of growth and (LOGSU 1) 2020 development in their command, but 2019 and 2020 saw a first for both Lt. Cmdr. Stefan Neuhaus 2011 commands. (USNR) Huber and Bossi were members of LOGSUs-1 and 2 as lieutenants Lt. Jon K. Christensen SEAL TEAM 18 / Combined Joint SEAL Team 7 SOF Task Force-Iraq in 2007-2009 and 2011-2013 respectively. Both served as N4 Logistics Naval Special Warfare Group 1 Department heads for two separate SEAL Teams. Bossi is now serving (LOGSU 1) with his former SEAL Team ONE commanding officer, who is the com- modore of the west coast SEAL Teams. This evolution has taken 20 years to achieve through proven results, hard work and mutual trust and respect built over time. The LOGSUs have changed significantly since the time Huber and Bossi served as lieutenants. LOGSU-1 was still in its infancy, spread out across Naval Amphibious Base Coronado, and residing in some of the oldest, legacy World War II buildings on the base. Today, LOGSU-1 now resides in newly constructed facilities located at Silver Strand LOGSU commanding officers (COs) truly have one of the most Training Center-South (SSTC-S) in Coronado. unique and challenging leadership positions the Supply Corps com- The SSTC-S represents a 10-year, $1 billion investment that, once munity has at the O5 level. The LOGSUs are one of NSW’s largest fully completed, will encompass 1.5 million square feet of new state-of- Echelon IV commands and their counterparts are SEAL Team COs. the-art sustainable facilities to support the administrative, training, and Each LOGSU skipper leads six departments with help from their U.S. Navy Special Warfare Operators logistical needs of the entire force. The design places LOGSU-1 in the TRIAD, a SEAL executive officer lieutenant commander and SEAL E9 inserting from the maritime domain. middle of the complex which allows SEAL and SWCC customers the command master chief. Departments are task organized into: ability to access its services quickly and efficiently. Whether checking out a SOF-unique weapon, packing a parachute in the paraloft, prepar- Administration–YN and PS rates led by an Admin Limited Duty ing a dive rig for a night time training evolution, drawing gear from the Officer O4. ...continued on page 18 16 Winter 2021 The Navy Supply Corps Newsletter 17 ...continued from page 17

Combat Engineering–Led by a CEC 5100 O4 and consisting of deployed. NSW manages an extensive armory and range enterprise enhanced over the last ten years under NSW’s Preservation of Combat Engineers CEC officers and seven rates of Seabees who in support of SOF missions and training. It takes roughly nine the Force and Family program, which is nested under USSO- plan and execute all air and ground movements, contingency months of intensive training on SOF unique weapons systems for COM preservation of the force and family efforts (POTFF). engineering and transportation support. Fleet GMs to meet NSW standards before they are ready to sup- NSW’s POTFF program involves four integrated pillars: port a SEAL Team. Operations–Led by a SEAL officer, the department is broken behavioral health, spiritual, family support, human into Air, Dive, Maritime and Training/Readiness components. In performance. Air Operations, parachute riggers work in advanced paraloft facilities and support jump operations to include high altitude,

static and water jumps; Navy divers support dive and decompres- sion chamber operations and operate one of the Navy’s largest dive chambers; and Maritime Division maintains non-tactical surface craft to support dive and air operations.

Left and below: Naval Special Warfare (NSW) Corpsman conducting battlefield trauma training and Logistics Support Supply–Led by a Supply Corps O4, logistics specialists manage all Unit-2's BU2 Richard SOF peculiar funds and a supply chain warehouse operation con- Hanna, LS1 Lanesha sisting of mission critical gear, much of which is funded by both Webb and CMC Sean Navy (MFP-2) and USSOCOM (MFP-11). Kelly on a NSW Combat Service Support field training exercise.

Additionally, LOGSUs-1 and 2 are responsible for manning, training and equipping Combat Service Support Troops (CSST) that will phase into each SEAL Team throughout the inter-deployment training cycle (IDTC) and deployment (see IDTC diagram). The CSSTs are led by Supply Corps lieuten- ants (N4/Department Head) on their second operational tour, comprising approximately 39 CSS personnel across roughly 15 ratings, supporting all SEAL Teams through their IDTC. The reason for a phased approach is because extensive training must take place before a CSST service member is ready to deploy with a NSWTG. Training and trust are very important components between the operator and CSS personnel, as the level of complexity and responsibility on deployment war- rants a thorough 18-month training plan to be fully combat Medical–LOGSU-1 medical department is led by a Navy Medical ready for deployment. Corps officer and consists of medical officer designators Throughout the IDTC, a SEAL Team N4 Department man- (2100/2300 ) and hospital corpsmen who provide top-notch medi- ages a broad range of logistic-related requirements that support Weapons–Led by a Gunner Warrant officer, fleet gunner’s mates cal support to the entire NSW West enterprise and operate in one training and ultimately successful overseas operations in multi- (GM) are trained extensively in-house and at Naval Surface War- of the most state-of-the-art and well-equipped physical therapy ple AORs simultaneously. These professionals are the true fare Center, Crane Division in Indiana, to maintain and operate facilities the Navy has to offer. The Medical Department works practitioners of the Logistics Joint Pub 4.0, supporting the core SOF’s most complex weapons systems and munitions used by closely with NSW’s Human Performance Program, led by strength logistical functions of deployment and distribution, supply, SEAL and SWCC operators in training and while forward and conditioning coaches, nutritionists and other human perfor- maintenance, logistics services, operational contract support mance professionals who keep operators and enablers in top phys- and engineering. ical and mental condition. These programs were developed and ...continued on page 20

18 Winter 2021 The Navy Supply Corps Newsletter 19 ...continued from page 19

During the training portion of the IDTC, the CSST coordinates enabling training; assisting with C2 of logistics forces, management NSW operators on a night time training evolution. the outfitting of all new personnel (operators, combat support and and inventory of theater provided equipment; and coordinating CSS personnel) with weapons, organizational clothing and tactical movement of personnel and cargo, Joint Reception, Staging, gear. The CSST validates requirements to support contracted train- Onward Movement and Integration functions, procurement, short- ing and equipment purchases, ensuring procurement packages accu- term contracts and financial management of various lines of rately articulate the requirements and are executed in a timely and accounting. Google the term “Baledogle, Somalia” and refer back to expeditious manner. They also assist in market research to prevent why cross-training and trust are important factors! The N4/J4 is potential unauthorized commitments or Anti-Deficiency Act viola- accountable for the coordinated management of nine out of the ten tions. The CSST manages the teams MFP-11 OPTAR budget, working classes of supply in several remote outstations across multiple with task unit leadership to balance operational demands with bud- AORs, coordinating the infiltration of the entire 200 plus team and get constraints while identifying potential tradeoffs between other all equipment and support gear to all sites, maintenance and con- budgets to best use assigned funds. tract support for all outstations, while maintaining the ability to Once a SEAL Team deploys, predominantly using U.S. Trans- rapidly support urgent establishment and sustainment of a forward portation Command strategic lift capabilities, the CSST N4 assumes operating base that is capable of being built for full operational the role of Joint Task Group J4. Months of advance planning enable capabilities. the SEAL Team to quickly plug into the theater logistics network Lastly, the CSST N4/J4 is responsible for managing multiple overseen by Theater Special Operations Commands under each lines of accounting across a spectrum of programs unique to USSO- Geographic Combatant Command. This level of planning is similar COM and therefore must have an understanding of the capabilities to a DDG SUPPO coordinating and planning with a forward and limitations of every program to best support operations and deployed fleet logistics center staff or numbered fleet staff well in provide valuable insight in the planning and execution process to advance to ensure the ship is supported on deployment. The differ- ensure mission success. Many of these terms are not fully covered ence is the expeditionary locations (Somalia, Northern Iraq or a until Phase I of Joint Professional Military Training or in the War maritime hub in the Pacific, to name a few) which are austere in College environments, so NSW logisticians gain a full dose of real nature and require Joint coordination. world on-the-job training! The J4 works with CSST N4 team in close coordination with The LOGSU’s legacy is poised to continue well into the future fellow Joint logistics officers from other services and international to meet NSW’s requirements by providing logistics and support partner nations to execute the core logistics functions to ensure professionals who enable and empower the SEALs’ highly demand- SOF provides geographic combatant commanders with flexible, ing training and operational missions. If you are looking for an U.S. Navy Special Warfare Operators debark a CH-46 helicopter. responsive SOF capabilities. opportunity to lead and grow as a naval and Joint officer, and test Some of the J4 key tasks on deployment include developing yourself in a high performance organization, you ought to consider expeditionary logistics; sustainability plans for SOF outstations; a tour with NSW and the expeditionary community! 

Note: WARCOM N4 maintains all the Vice Adm. Robert F. Batchelder winner submission packages. If you are interested in reading the in-depth scope of what a deployed J4 does please contact WARCOM N4 POCs.

20 Winter 2021 The Navy Supply Corps Newsletter 21 Brief overviews of TSOC/JSOC current and SOCCENT has two supply officers, one in Development System to fulfill these opera- USEUCOM’s southern flank. SOCEUR’s pri- future operations (what’s HOT, what’s next) the J4 (logistics) directorate and one in the J8 tional needs. The unique organizational struc- orities for SOF operational employment are Joint Special Operations Command (JSOC) is (resources and requirements). The J4 is ture of the TSOC adds complexity in to: located at Fort Bragg, North Carolina, and is a sub- responsible for the planning, coordination, determining the responsible organization for (a) gain and maintain persistent access to ordinate unified command assigned to USSOCOM. integration, and synchronization of logistics each requirement. The TSOC is subordinate areas of potential conflict and violent extrem- Simply put, JSOC is “what our nation needs us to and engineering support, and operational con- to the GCC, receives funding and require- ist organizations’ areas of operations, and be,” trusted with America’s most vital, no-fail mis- tracting in support of SOF throughout the ments support from USSOCOM, while rely- (b) enable preparation of the environment sions. From the inception, JSOC was created to AOR. Logistics support is synchronized with ing on forces provided by service components tasks in support of OPLANs and CONPLANs, provide an adaptive global force able to converge war planners and operators to ensure that all to deploy fully equipped to accomplish their while assuring our European allies and part- Theater Special Operations unique capabilities existing across special opera- support requirements are nested within the mission. Navigating the complex organiza- ners of U.S. commitments to bilateral and tions forces to counter ever-evolving threats. Pres- plan in parallel with execution. The J4 at tional relationships between USSOCOM, NATO obligations. Command (TSOC) and ently, JSOC prepares assigned, attached, and SOCCENT Headquarters in Tampa, Florida, GCC, TSOC, and service components make The NATO Support and Procurement Joint Special Operations augmentation forces, and when directed, conducts works closely with our forward headquarters every day in the requirements division an Agency (NSPA) plays a critical role as an special operations against threats to protect the in Qatar, as well as our multiple forward task interesting and rewarding one. in-theater support enabler used by SOCEUR Command (JSOC) A Supply homeland and U.S. interests abroad. forces to extend our logistics reach in order to to assist in its priorities. In the rapidly chang- Within the J4 directorate, the mission is to support multiple types of operations in all Special Operations Command ing geopolitical landscape, the relationships Corps Officer’s Perspective enable agile logistics and engineering in support of corners of the AOR. Europe fostered with NSPA and other host-nation worldwide operations by utilizing responsive and The J8 directorate consists of the comp- Special Operations Command Europe’s partners provides the expediency required to Individual inputs provided by each TSOC and JSOC innovative solutions. Divisions within the J4 troller division, which manages the MFP-11 (SOCEUR) AOR is derived from United enable the rapid requisition and delivery of Information consolidated by Cmdr. Michael Malone include operations, engineering, material manage- (SOF) funds as well as a limited supply of States European Command’s (USEUCOM) supplies in support to operations and exer- J4X DIVISION CHIEF, U.S. SPECIAL OPERATIONS COMMAND ment, and the property book office. Additionally, MFP-2 (service common) funds; and the AOR and consists of 51 independent countries cises, in addition to facilitating engineering the command’s Defense Logistics Agency (DLA) requirements division, which deals with pro- that extend from Greenland east, through the projects in the region that prepare the envi- and Cmdr. Michael Augustine liaison is nested within J4 and serves as a vital gramming and the Program Objective Memo- ronment under the European Deterrence Ini- J47 SENIOR DIRECTOR, U.S. SPECIAL OPERATIONS COMMAND European continent, plus all of Russia and touchpoint in order to leverage the greater DLA randum (POM) process, as well as operational south of the continent to include the Mediter- tiative (EDI). EDI is a program initiated after network. One key aspect of our role is creating and deficiency reports, where subordinate units ranean Sea, south to the Caucasus region and the annexation of Crimea in March 2014 by cultivating relationships with our many partners, communicate material and personnel require- Israel. Within this AOR, SOCEUR’s principal Russia with a prioritization on deterrence, to include GCC staffs, general purpose forces, and ments. When a forward task force discovers a and includes activities such as training of ROLE OF THE THEATER SPECIAL area of focus is to defend NATO at USEU- interagency and foreign partners to ensure the shortfall, J8 works through USSOCOM’s Spe- COM’s eastern flank. SOCEUR’s other key forces, development of military equipment OPERATIONS COMMAND organization maintains a shared situational aware- cial Ops Forces Capabilities Integration and focus area is combatting terrorism in ...continued on page 24 Theater Special Operations Commands ness across the wider enterprise, allowing for sup- portability of special operations forces in a (TSOCs) are sub-unified commandsof U.S. constantly changing environment. Special Operations Command (USSOCOM) and The Supply Corps holds one billet at JSOC. are under the operational control of their The hiring and onboarding process includes an regional geographic combatant commander. application, screening, examination, interviews, and indoctrination. TSOCs are Joint special operations headquarters and serve as the functional Special Operations Command Central component command for all special operations For years, historic events unfolding in the United missions deployed throughout their specific States Central Command area of responsibility (AOR) have dominated news coverage, and Special area of responsibility (AOR). Each TSOC Operations Command Central (SOCCENT) is coordinates, plans, and directs all special responsible for all special ops forces (SOF) in this operations for their respective theater in highly volatile and dynamic region. Covering 20 support of Geographic Combatant Command countries from Egypt to the southwest, through the Arabian Peninsula and Levant region, and (GCC) commander objectives of deterring including the Central Asian States, SOCCENT aggression, enabling deterrence, enhancing serves as the Combined Force Special Operations regional partnerships, responding quickly to Component Command for Operation Inherent contingencies and crisis, and defeating threats Resolve and Operation Spartan Shield, and the supported command for operations to disrupt to the United States and its vital interests. state sponsored threats to regional stability. SOC- CENT does this through a variety of operations, to include counterterrorism, building partner capac- ity, and counter smuggling, to name a few.

22 Winter 2021 The Navy Supply Corps Newsletter 23 ...continued from page 23 and capabilities, and the conduct of multina- Stuttgart, Germany. Commander SOCAF- (SOCFWDs) and a Joint Special Operations lines of effort set forth by the SOCPAC tional military exercises. RICA serves as the special operations advisor Air Component , all led by O-6 level com- commanding general. One major engage- SOCEUR is fully integrated into Opera- to commander, USAFRICOM. SOCAFRICA’s manders. The logistics system is not currently ment supported by the SOCPAC J4 is the tion Atlantic Resolve and NATO Enhanced primary responsibility is to exercise opera- well suited to sustain low densities of SOF, biennial Pacific Area Special Operations Forward Presence. SOCEUR is also wholly tional control over theater-assigned or allo- working with partners in remote areas that Conference (PASOC), which is SOCPAC’s engaged in Exercise Jackal Stone, an annual cated Air Force, Army, Marine, or Navy are trying to prevent conflict and mitigate largest multilateral engagement. PASOC CJCS-directed, EUCOM-led, SOCEUR-coor- special operations forces conducting opera- instability. brings together SOF leaders from around dinated, SOF-focused exercise, and Exercise tions, exercises, and theater security coopera- SOCAFRICA has two supply officers, one the region to discuss challenges to regional Trojan Footprint, an annual SOCEUR-led tion in the USAFRICOM AOR, to include an in the J4 directorate and one in the Joint security, share information and best prac- multinational exercise incorporating NATO area three and a half times as large as the Operations Group Africa (JOG-A) (sensitive tices to improve regional security, and allies and partners across Europe, and across United States, spanning 54 countries. activities). The JOG-A billet is the Logistics build habitual relationships. echelons to integrate SOF with conventional USAFRICOM’s preponderance of force is Operations Branch Chief (J4) for SOCAF- The Supply Corps currently holds two forces to set conditions for the combined Joint SOFs, which is significantly different from RICA sensitive activities across the continent. billets at SOCPAC, one as the J4 director force. other GCCs. SOCAFRICA conducts a num- The J4 oversees all logistics plans and contrib- and another as a J4 action officer. utes to operational planning in support of the three SOCFWD commands and is responsible CONCLUSION for leading the logistic, engineering support Logistics Support to Special and contracting for 22 sensitive activity Joint Operations Forces NCOs on 11 deployed platforms across the Just as SOF leads innovation and develop- African continent. Support is closely coordi- ment of new tactics, techniques, and pro- nated with the SOCAFRICA J4 staff, USSO- cedures that are often adopted by general COM, Air Force air planners, country teams purpose forces, SOF logisticians must con- and inter-agency teams. tinue to evolve in order to sustain SOF The second supply officer position is the globally and provide proactive, predictive, SOCAFRICA J43 branch chief for East Africa. and reliable logistics in an increasingly This officer engages in current operations, competitive global environment. USSO- within the East Africa region to integrate COM, in coordination with and alongside The Future of Property logistical support planning throughout the the greater Joint Logistics Enterprise, TSOC and components while simultaneously requires close coordination to build a more Accountability within requesting and pulling in the necessary sup- resilient and agile logistics structure to port from outside agencies. The J43 branch the Navy’s Expeditionary enable SOF to continue global operations. chief for East Africa must continue to utilize JSOC and the TSOCs J4 staff, as opera- the core knowledge instilled from traditional Combat Force tional level commands, synchronize logis- Supply Corps billets, while also continuing to tics between the strategic GCCs and By Capt. Rob Mazzarella adapt to the SOF-specific logistics needs by ASSISTANT CHIEF OF STAFF FOR SUPPLY OPERATIONS, tactical users to ensure SOF mission synchronizing with logistics counterparts to NAVY EXPEDITIONARY COMBAT COMMAND N41 success. enable good coordination and integration to If you are looking for a challenging he Navy Expeditionary Combat • Navy Cargo Handling Battalions continue to support the mission at hand. An Alaska Army National Guard UH-60L Black Hawk helicopter assigned to the 1st assignment supporting the tip of the spear, Command (NECC) is global (NCHB, NAVELSG) Battalion, 168th Aviation Regiment, lands to pick up awaiting Air Force special warfare Special Operations contact OP for additional detailing infor- Type Commander composed of • Expeditionary Intelligence (NEIC) Airmen, assigned to the 3rd Air Support Operations Squadron, during small unit training mation and / or the individual currently in Sailors who are trained to exe- Command Pacific • Individual Augmentee at Joint Base Elmendorf-Richardson, Alaska in November. –photo by Alejandro Peña the seat for additional job duties and cute critical mission sets in support of T mobilization (ECRC) Amid the coconuts, pineapples, palm trees, responsibilities. As an added incentive, fleet operations across the various phases SOCEUR has one Navy Supply Corps bil- ber of SOF missions working closely with white sand beaches, and crystal blue-ocean, most of these positions are Joint, meaning of the spectrum of conflict. These unique • Forward deployed and Fleet let within the J4 directorate. This Supply component, interagency and partner nations the island of Oahu, Hawaii, is also home to the that upon successful tour, along with com- capabilities have been aligned under a aligned Commander Task Forces Corps officer assists with the planning, coor- to protect U.S. lives and interests in Africa. U.S. Indo-Pacific Command (USINDOPA- pletion of JPME phases I and II, you will single commander, providing a range of (CTF 56, 68, 75) dination, integration, and synchronization of The command builds tactical and operational COM). Beyond the beaches and a vast seem- be coded as a fully-qualified Joint officer! options across multiple functional areas ...continued on page 26 logistics and engineering support, and opera- counter-violent extremist organization capa- ingly infinite ocean, lies China, one of the  that provides direct support to the fight. tional contracting in support of SOF through- bility in select, key partner nations and assists greatest peer competitors of the United LSC Anthony Pettee out the AOR. in developing regional security structures to • Explosive Ordnance Disposal Above: States. The USINDOPACOM AOR is the provides table of allowance/personal create stability and combat trans-regional (EODMU, MDSU, EODESU) Special Operations Command Africa largest of all GCCs while sharing borders gear issue software training utilizing threats. with five other GCCs. • Maritime Expeditionary Security a Getac tablet to ECRC Sailors. Left Special Operations Command Africa (SOCA- To support SOF operations, SOCAFRICA USINDOPACOM works to enhance sta- Force (MESG, MSRON) to right: LSC Joey Liam (SW), LSC (SW/IW) Anthony Pettee, LS2 FRICA) is a sub-unified command of USSO- is organized around a regional approach and bility in the Asia-Pacific arena. Special Opera- • Naval Construction Force (NMCB, Katherine Almanza, LS1 (SW/IW) COM under operational control of United exercises mission command through three tions Command, Pacific (SOCPAC) advances CBMU, NCR, UCT) Brandon Briggs. –photo by Lt. Cmdr. States Africa Command, headquartered in Special Operations Commands-Forward USINDOPACOM endeavors by executing Heather Seibold

24 Winter 2021 The Navy Supply Corps Newsletter 25 ...continued from page 25

These Sailors make up the Navy Expe- Phase 0 operations in concert with fleet forces provide high value escorts in critical ditionary Combat Force (NECF), a force and host nation partners. Designed to CONUS and OCONUS ports. Intelligence of Sailors skilled in a diverse set of special- deploy and operate as small units of community specialists engage in collection ized capabilities. These expeditionary action, these expeditionary teams are chal- activities. Cargo Handling Battalions Sailors support the U.S. Navy while serv- lenged to manage core logistics functions re-arm, re-fuel, and perform port loading/ ing as members of Maritime Expeditionary (deployment and distribution, supply, unloading operations on a continuous Security Force, Naval Construction Force, maintenance, logistics services, OCS, engi- cycle. This is the expeditionary work neering and Joint health services) with being accomplished every day around the limited manpower responsible for con- world that enables blue water lethality. There is a never-ending ducting independent operations across There is a never-ending demand on the multiple dispersed locations. capabilities that NECC brings to the fight demand on the capabilities Seabees build schools, water wells and and the associated TOA equipment that NECC brings to the improve runways on remote Pacific required to conduct these ROC-POE mis- Islands. Explosive Ordnance Disposal sion sets is extensive. fight and the associated (EOD) forces conduct Joint mine-count- How do we properly account for TOA TOA equipment required er-measure exercises with various partner that is constantly moving around the globe to conduct these ROC- nations. Maritime Expeditionary Security as well as all the TOA equipment that is in POE mission sets is extensive.

garrison supporting optimized fleet role based user access via tablets to con- shortfalls in relation to established ROC- Explosive Ordnance Disposal, and Diving response plan training cycles and the next duct a multitude of supply chain manage- POE TOA requirements. This transfer of and Salvage Units; and as part of expedi- wave of deployers? ment functions: information is performed electronically tionary units that provide unique intelli- For years there was a logistics infor- • equipment inventory validations vice manual entry, saving valuable time for gence and logistics capabilities. mation technology gap within the expedi- • loss and gain inventory personnel while reducing potential data Each community within the NECF tionary and Navy special warfare reconciliation entry mistakes. relies on the professionalism, expertise communities. Various systems such as The ultimate end state is for TOA/PGI • provides allowance management and dedication of its officers, Sailors, civil- Special Warfare Automated Logistics to nest within the Naval Operational and kitting capabilities ians and contractors to meet the mission. Information System, readiness cost report- Supply System which is part of the Naval Units are expected to be capable of com- ing program (RCRP), warehouse manage- • enables rotational pool Operational Business Logistics Enterprise pleting missions and tasks outlined in ment system, Defense Property management (NOBLE) that will replace the current their OPNAV approved Required Opera- Accountability System, and even Excel • allows for material sub-custody and NTCSS suite of systems: RSUPPLY, tional Capability-Projected Operational spreadsheets have attempted to provide a shipments OMMS-NG, RADM, NALCOMIS, Environment (ROC-POE). solution. None of those systems were able MFOM, FSM 3, ROM 3, HICSWIN, and • ability to track an item with The mission specific equipment neces- to fully provide the detach and deploy many other logistics IT systems. This is all inventory dispersed over multiple sary for a unit to perform each task in their capability to multiple locations that our part of the Chief of Naval Operations’ Dig- locations ROC-POE is identified in a tailored equip- force required. ital Logistics Transformation initiative ment list known as a table of allowance Fortunately, the N41 Team at U.S. • track gear issued to specific with the goal of consolidating Navy Logis- (TOA). Examples of TOA items include Fleet Forces, in concert with OPNAV N4, individuals tics IT systems and reducing the manage- forklifts, generators, rigid hull inflatable CPF, PMW 150 and NIWC, identified a • order stock replenishment for PGI ment required to operate multiple DOD boats, bulldozers, MRAPs, dive rigs, metal commercial off -the-shelf based cloud systems. Initial operational capability of • improve ease of FIAR audits detectors, recompression chambers, solution that provides the capability and the NOBLE suite of systems is scheduled robots, tents, communication systems, flexibility required by the force. The result • provide a central repository of all to start in late fiscal year 2022.  personal gear issue (PGI) items like body is a material management and financial equipment within the expeditionary armor, sleep systems, special uniforms, etc. feeder system named TOA/PGI, which is a enterprise In total, NECC maintains custody of U.S. Fleet Forces N41 team provides train the trainer training to Navy Expedi- DoN Program of Record for NECC prop- Additionally, TOA/PGI provides nearly five billion dollars in government tionary Combat Command staff via classroom and Microsoft Teams. Pictured erty and inventory management, aligned inventory data information to NECC’s purchased TOA equipment. left to right: LSC (EXW/SW) Anthony Pettee and LS1 (AW) Matthew Crawford. with current laws, regulations, policies RCRP, which was developed to measure NECC forces maintain a persistent –photo by LSC Jessica Patterson-Harrison and mandates. This new program affords unit readiness by identifying TOA presence around the globe, performing

26 Winter 2021 The Navy Supply Corps Newsletter 27 Naval Mobile Construction Battalion-11 conducts bridging operations along the U.S./Mexico Supply Officer Perspective on Naval Mobile border in Arizona in support of U.S. Border Patrol. –photo by Cmdr. James W. Burns Construction Battalion Operations; Building and Protecting By Lt. Christopher Gerber, NAVAL MOBILE CONSTRUCTION BATTALION ELEVEN, S4 and Lt. Charles Jamison, NAVAL MOBILE CONSTRUCTION BATTALION ONE, S4

e Build, We Fight;” The Seabee’s • Deployment and distribution (move and they manage spare part inventories out of can-do spirit drives a culture of sustain the force) mobile containerized storerooms. They also mission accomplishment. Operating • Supply operations (manage supplies and manage the standard supply responsibilities “W in remote locations across the globe in support of HAZMAT, Postal, government commercial equipment, inventory management) of phase 0 operations. Seabees require an agile purchase card, government travel charge card, • Maintenance (Depot and Field level supply chain that can provide unusual sup- and financials. Like other expeditionary maintenance operations) plies such as class IV building materials in logistics officers, S4’s are responsible for order to erect buildings and pave roads. Their • Logistics Services (Food, water, camp managing Personal Gear Issue (PGI), tasked unique expeditionary construction capabilities services, hygiene, mortuary affairs) to outfit Sailors with the necessary tactical, During an OPLAN response, Seabees fall response to the ever-changing geopolitical sit- members of Maritime Expeditionary Security to build and protect are incredibly important • Operational Contract Support ballistic, and professional personal protective under the Marines, providing them with engi- uation around the world. Force, Naval Construction Force, Explosive to gaining placement and access to strategic equipment the Seabees need to perform their neering and combat support services needed The Seabees, or Naval Construction Ordnance Disposal, and Diving and Salvage • Engineering (General & Combat locations that directly enable blue water jobs. to build and sustain advance naval bases and Force, is part of the larger Navy Expeditionary Units; and as part of expeditionary units that engineering) lethality. NMCB supply officers are pressed to expeditionary advanced base operations. In Combat Force (NECF). The NECF is com- provide unique intelligence and logistics Unlike a traditional department head tour • Health Services (Force health protection) routinely think outside the box in order to order to do this, NMCB supply officers train posed of Sailors skilled in a diverse set of capabilities.  where you are self-contained on a ship, sub- NMCB S4s still perform traditional effectively manage equipment, PGI and repair with and develop close working relationships specialized capabilities. These expeditionary marine, or squadron and have an established supply officer functions such as stock control, part inventories necessary for supporting with their Marine Expeditionary Force G4 Sailors support the U.S. Navy while serving as supply chain supporting you; Naval Mobile known as Automotive Repair Parts within the operations in disaggregated locations. This counterparts. Also, NMCBs deploy via the Construction Battalions (NMCBs) deploy as naval construction force. Food service is also a requires teaming with logisticians at various Time Phased Force Deployment Data, which distributed units of action, tasked to operate core competency, relying on culinary special- commands such as Defense Logistics Agency, means understanding the cube and weight of in multiple locations across each of our Geo- ists to maintain inventories and cook exclu- NAVSUP Fleet Logistic Centers, Naval Facili- the equipment and parts that will deploy with graphic Combatant Command areas of sively in field conditions. Additionally, ties Engineering Command, United States the NMCB. There is a delicate balance responsibility. Supply officers assigned to a NMCB’s maintain an $88 million TOA, which Transportation Command Surface Deploy- between taking what you need, and determin- NMCB have a tremendous breath of responsi- includes both Civil Engineering Support ment and Distribution Command (SDDC), ing what you can source at your deployed bility in overseeing not only traditional supply Equipment (CESE) (i.e. MTVR trucks, and the numbered fleets to keep material and location. Load planners do not take kindly to ratings and programs, but also leading Sea- dozers, cranes, etc.) and NON-Civil Engineer- support services flowing to the customer. adding another pallet of material for “just in bees in the management of Table of Allowance ing Support Equipment (NON-CESE) (i.e. case.” If the material is going via surface ship, (TOA) Inventory Management and Class IV supporting Tricon containers and tools). will it make it in time to support operations? building material. The supply officer, or S4, While deployed, S4’s will manage multiple Naval Mobile Construction Battalion-1 This is where teaming with key partners is Supply Department during Field Training performs core logistics functions that align logistics detachments operating globally as critical to a successful deployment. Exercise at Camp Shelby, Mississippi. with Joint doctrine: Aligning with CNO’s Design for Main- –photo by Cmdr. James W. Burns taining Maritime Superiority, Seabees are leaning forward into previously unexplored areas of innovation using Unmanned Aerial Vehicles for reconnaissance during certain airfield damage repair missions and pre-de- ployment site surveys. Additionally, Seabees are exploring the use of Advanced Manufac- turing to 3D print repair parts to fill require- ments in austere locations. This innovative thinking brings new and exciting challenges to support forward Seabee operations. Naval Mobile Construction Battalion-11 conducted the first overseas test of mounting Developing access and placement of naval out the Air Detachment in less than 48 hours. The evolution spanned a week long and personnel in support of Great Power Compe- took place in Rota, Spain with multiple entities involved, to include Military Sealift tition strategic goals has put the Seabees at Command and NAVSTA Rota. –photo by Cmdr. James W. Burns center stage. Their “can-do” spirit and unique capabilities are key enablers in our strategic

28 Winter 2021 The Navy Supply Corps Newsletter 29 Logistics Solutions for Expeditionary Missions By Lt. Cmdr. David Boyd N4 DIRECTOR OF LOGISTICS AND EXPEDITIONARY SUPPORT, NAVY EXPEDITIONARY LOGISTICS SUPPORT GROUP n December 2018, the Chief of Naval Operations released “A Design for Maintaining Maritime Superiority, Version 2.0.” This document underlined the importance of logistics support to the warfighter when it directed the Navy to “posture logis- I tics capability ashore and at sea in ways that allow the fleet to operate globally, at a pace that can be sustained over time. Assess Sailors conduct Cargo and develop options for improved ability and resilience to refuel, Terminal Operations using rearm, resupply, and repair.” a 53K Rough Terrain Cargo Navy Expeditionary Logistics Support Group (NAVELSG), Handler. –photo by BM2 headquartered in Williamsburg, Virginia, delivers the capabilities Nicholas Mason that “rearm, refuel, and resupply” the Joint force. NAVELSG is an integral part of the 20,000 person Navy Expe- ditionary Combat Force (NECF), composed of Sailors skilled in a trained and prepared to do this mission at remote airfields in order NAVELSG has evolved since its World War II origins as the diverse set of specialized capabilities. These expeditionary Sailors to keep the high-priority personnel and cargo moving. Special Stevedore Battalions. Its current mix of specialties is a support the U.S. Navy while serving as members of Maritime Recently, the fuels distribution capability has gained atten- result of the evolution to meet the warfighters’ logistics needs of Expeditionary Security Force, Naval Construction Force, Explo- tion; NAVELSG can set up and operate mobile gas stations in the today and tomorrow. Capabilities that rearm, refuel, and resupply sive Ordnance Disposal, and Diving and Salvage Units; and as part middle of nowhere. Land or air forces can be refueled miles away forces in austere locations enable COCOMs to extend their opera- of expeditionary units that provide unique intelligence and logis- from any other established infrastructure. In the age of great tional reach during both peacetime and combat situations. tics capabilities. power competition, the operational flexibility gained from remote Because of this, NAVELSG units are in high demand across the The mission of the NECF is to clear the way for forces to go gas stations cannot be overstated. globe. Its active and Reserve Sailors stand ready to answer the ashore, secure the area, build needed infrastructure to support Cargo terminal operations consist of Sailors and equipment nation’s call. Enemy beware.  forces ashore, and protect that infrastructure. NAVELSG enables moving cargo over land. Equipment operators work diligently to the NECF to conduct these missions by providing expeditionary transport material from piers, marshalling yards, and airfields. logistics capabilities. They keep supply chains flowing. Without them, supplies would NAVELSG forces provide expeditionary logistics support to pile up on the docks and airfields, bringing operations to a major combat operations, contingency operations, and disaster standstill. relief worldwide. NAVELSG is a major enabler for combatant Communications and expeditionary support are areas most commanders (COCOMs) globally. Allowing Joint Forces the flex- often taken for granted. However, they are also the most crucial. ibility to be rearmed, refueled, and resupplied anytime and any- Without them, information cannot be disseminated effectively; where provides COCOMs flexibility in their courses of action and and, the most basic needs such as berthing, power, and water ser- enables blue water lethality. vices are at risk. Expeditionary Support Sailors are behind-the- NAVELSG’s primary mission areas are surface cargo handling, scenes superstars that keep cargo operations going. air cargo handling, fuels distribution, cargo terminal operations, An emerging capability for NAVELSG is expeditionary reload. communications, and expeditionary support. Sailors providing This unit will have the ability to offload ordnance from aircraft, these services are trained and equipped to perform in austere, remote transport it to the pier, and load them to combatant ships. This locations where common commercial or civilian support is lacking. will afford ships another option to rearm in theater instead of Surface cargo handling operations involve loading and unload- returning hundreds or thousands of miles home to do so. This ing military and merchant ships. This allows for the mass move- capability enables blue water lethality like never before. Navy Expeditionary Logistics Support ment of materiel. NAVELSG often works with the Marine Corps’ NAVELSG’s wardroom consists primarily of Supply Corps Group Sailors perform Surface Cargo Maritime Prepositioning Forces, Defense Logistics Agency, and the designators, but also has Civil Engineering Corps, Surface Warfare Operations in Antarctica during Operation IT professionals, gunnery officers, Marine Corps officers, among National Science Foundation among others, to move cargo on and Air Cargo Sailors training on how Deep Freeze. –photo by BM1 Phillip Yazzie off vessels. It can be done pierside or via logistics over-the-shore, others. Its enlisted ranks are a wide spectrum of boatswain mates, to load a C-130 aircraft. –photo by when necessary. logistics specialists, various SEABEE ratings, IT’s and ET’s, HM’s, BM1 Tyler Westfall Air cargo operations is the loading and unloading of aircraft. YN’s and PS’s. Of the NAVELSG force of more than 2,700 Sailors, Air movement is often the fastest means to get personnel and mate- it is over 85% Reservists. It trains, plans, and provides for the exe- riel in and out of theater; therefore, it is often the highest of priori- cution of a variety of expeditionary logistics missions all over the ties that are chosen for air transport. NAVELSG’s Sailors are globe for multiple customers.

30 Winter 2021 The Navy Supply Corps Newsletter 31 Tech Refresh process. It is also during this initial issue that the Equip- teams receive mission based specialized equipment and are not over- ment pillar of the Readiness Cost Reporting System is updated, provid- burdened with maintaining and storing equipment outside of their Expeditionary Logistics Overhaul Process, ing commanders with the most current information regarding their capability requirements. unit’s equipment readiness. The ELO process maximizes efficiency across the EOD force by Adopting Fleet Logistics Principles and the Upon completion of the OFRP, units of action return equipment to managing EOD group assets from one central location to facilitate Constant Pursuit of Process Improvement EODESU for repair, refurb, or reconstitute for issue to the next platoon maintenance, acquisition, and act as a single point of contact for units entering the OFRP cycle. This regularly scheduled, periodic inspection when there is an issue with their equipment downrange. The N43 By Lt. Christina M. O’Regan of equipment has shown to reduce maintenance costs in the long run by department works closely with the EODESU N4 to procure ELO mate- N43 MATERIAL OFFICER, NAVY EXPLOSIVE ORDNANCE DISPOSAL UNIT TWO staying ahead of big issues. The process allows the EODESUs to trou- rial, including robot systems that are obtained through commercial off- bleshoot small issues and conduct repairs before equipment systems the-shelf procurement methods in order to keep up with the speed of become unserviceable requiring full replacement. technology, and readiness management of nuclear detection kits that Navy Explosive Ordnance Disposal (EOD) acts as the service and maintaining equipment during a unit of action’s optimized fleet This initial issue of equipment is tailored based on the unit of require annual calibration. The ELO process takes the burden of lead for all service EOD and is the only EOD force capable of ren- response plan (OFRP). The Expeditionary Logistics Overhaul action’s responsible organization (RESPORG). A unit’s RESPORG life-cycle equipment management off the teams and allows them to dering safe explosive hazards underwater. EOD forces clear the (ELO) process aims to gain efficiencies in equipment support by identifies what capabilities and core competencies they are required to focus on training to meet mission readiness. way for projection power ashore and enable blue water lethality. centralizing lifecycle management of the specialized gear that maintain. The core EOD RESPORGs include: While the ELO process is not perfect and remains subject to the These forces are part of the larger Navy Expeditionary Combat allows EOD technicians to succeed downrange.  Mine Countermeasures, which require teams to locate, identify, reality of unexpected equipment issues and slow turnaround times for Force (NECF). Prior to the codification of the ELO process, EOD equipment and neutralize underwater mines in depths up to 300 feet in a depot level maintenance, it is a step in the right direction. ELO at both The NECF is composed of Sailors skilled in a diverse set of was turned over from one platoon commander to another at the variety of environmental conditions EODESU One and Two have increased accountability in the manage- specialized capabilities. These expeditionary Sailors support the beginning or end of an OFRP cycle. The “get-it-done” mentality of  Mobility, typically deploying to mitigate explosive threats to a ment of equipment, contributed to increased readiness across units of U.S. Navy while serving as members of Maritime Expeditionary most EOD techs meant that platoon commanders accepted good- carrier strike group or OCONUS military installation action by outfitting teams with the most up to date, fully functioning Security Force, Naval Construction Force, Explosive Ordnance enough gear, with pieces of equipment that were probably beyond equipment at the start of their OFRP, and has cut costs through timely  Army Special Operations Force support and Navy Special Disposal, and Diving and Salvage Units; and as part of expedi- their service-life, or required maintenance, or technologically obso- management of maintenance. The ELO process and supporting inven- Operations Force, where EOD techs are tasked with conducting tionary units that provide unique intelligence and logistics lete. If a piece of equipment reached non-mission capable status tory management efforts continue to be refined as we better ourselves advanced IED defeat in support of the service they are attached to capabilities. during the platoon life cycle, the onus was on the platoon to seek as a force, placing the EOD operator’s needs and safety at the forefront Explosive Ordnance Disposal Expeditionary Support Unit out a replacement or alter tactics, techniques, and procedures  Shore based detachments, who support regional commanders with of our decision making.  (EODESU) One and Two were established in 2007 to provide an (TTPs) to accomplish tasking with equipment available. response to explosive emergencies integrated logistics capability to EOD Forces. EOD Expedition- The ELO process provides a framework that encompasses for- Rather than outfitting every team with a blanket set of equipment, ary Support Units (EODESUs) offer equipment and logistics sup- malized initial issue and life-cycle maintenance support throughout Below: Explosive Ordnance Disposal technician demonstrating the EODESUs follow Table of Allowance allotments which delineate the use of the Shark Marine Underwater Imaging System, a port to eight EOD mobile units encompassing 113 deployable each platoons’ execution of the OFRP. During the initial issue, equipment based on the unit of action’s RESPORG. The result is that COTS system used to search for underwater explosive hazards. platoons, two mobile diving and salvage units, and 18 EOD shore members of the receiving team and members from EODESU Mate- every unit of action under a certain RESPORG receives a baseline issue –photo by EODGRU Two’s Public Affairs Office based detachments. rial Department (N43) inventory, inspect, and op-check all equip- of equipment, standardizing capabilities across the force. Additionally, From their inception, EODESUs are challenged to provide an ment, from bomb suits and robots to nuclear detection kits. The agile EOD force with state-of-the-art equipment to remain ahead ELO model ensures that at the start of an OFRP, every EOD and of the ever evolving explosive threats worldwide. One of those Mobile Diving Salvage team is outfitted with the latest technologies challenges has been to establish a standardized system of issuing and a fully functioning arsenal of equipment via the Phased Replace/

Explosive Ordnance Disposal technician conducting very shallow water mine- countermeasure operations during an exercise using the Underwater Imaging System, program of record supported by TECHDIV. –photo by EODGRU Two’s Public Affairs Office

32 Winter 2021 The Navy Supply Corps Newsletter 33 Left to Right: Lt. Nikolai Ronningen (EODMU5), “Being expeditionary, you are guaranteed The expeditionary force is a perfect exam- with the procurement of the life support and Lt. Elisabeth Staab (30NCR), Cmdr. James that each one of these high-tempo supply offi- ple of these dynamic capabilities and the inte- project materials for expeditionary forces, are Burns (30NCR), and Lt. Christopher Okimura cers understands the dynamics of their area of gral part logistics plays in the success of critical to the strategic relationships between (CTF75). –photo by MC2 Cole C. Pielop responsibility, remote logistic pipelines, and multinational operations spanning six conti- the United States and these nations. contingency operations that help them make nents around the globe. A single Naval Mobile “This duty isn’t for the weak hearted. If split-second decisions to ensure warfighters Construction Battalion (NMCB) could deploy you’re looking for rewarding high-speed, low- are sustained to win wars,” said Lt. Christopher more than 15 engineering detachments drag responsibilities that apply real world Okimura, supply officer for CTF 75. throughout a region. In the Indo-Pacific alone, logistics applications in shaping warfighting A supply officer serving as a logistician in the Naval Construction Force deploys detach- dominance at a demanding overseas opera- an expeditionary unit can expect to work in ments throughout Japan, Diego Garcia, Thai- tional Department Head tour, this is where a vastly different role than they would fill in land, the Republic of Philippines, Guam, the you want to be, HOOYAH,” said Okimura. a squadron, aboard a ship, or in a submarine. Northern Marianas Islands, Palau, the Feder- The challenging and dynamic role logisti- These supply officers have to ensure the NECF ated States of Micronesia, the Republic of cians play within Navy expeditionary combat can clear, secure, build, and protect. Ultimately, Marshall Islands, Papua New Guinea, and forces is extremely rewarding. With the these efforts enable the NECF to dominate in Timor Leste. The number of participating absence of a common support structure and the littoral environment. countries continues to grow and change every readily available answers found in the larger Logistics can span from the more typical year. communities in the Navy, there is ample room roles of parts support, procurement, finan- Each of these detachments require tai- for creative solutions, unique opportunities, cials, food service, and fuel, but also bridges lored logistics support that supply officers and the ability to grow an idea into reality in into equipment maintenance, repair, opera- assigned to NMCBs and regiments are critical real time. These elements make expeditionary tions, facility management, embarkation, in providing. For food service, fuel, ordnance, tours a perfect place for supply officers who weapons and ordnance management, health construction materials, uniforms, medical are ready to take on a challenge, think outside service support, contingency basing, and supplies, equipment, service and parts sup- the box, and want to conquer problems that engineering. port, and consumable procurement; creative will be integral to the success of some of the The success of a logistician will depend and dynamic solutions in addition to unique most dynamic warfighters in the Department on their ability to balance all these roles and problem-solving skills are the linchpins of of Defense.  skills while working in distributed environ- success for the forces on the ground. ments where the team on the ground may be Working outside the typical fleet concen- the only U.S. military entity in the area or tration areas without the aid of husbanding Below: Navy Expeditionary Forces Command Pacific/Task Force 75 is country. The typical support structure of a services or base support structures, expedi- responsible for the planning and execution fleet-concentration area does not always tionary forces forge strategic relationships Navy while serving as members of Maritime of expeditionary forces throughout the bridge to some of the least densely populated with the nations they work with. In many Indo-Pacific area as directed by U.S. 7th Conquering Logistics Expeditionary Security Force, Naval Con- and little-known parts of the world where cases they are the only U.S. military presence Fleet.–photo courtesy of Navy Expedition- struction Force, Explosive Ordnance Disposal, Challenges and Enabling strategic partnerships exist between the U.S. in the country. The relationships that are ary Forces Command Pacific, Task Force and Diving and Salvage Units; and as part and the local populace. built, and the stimulus of the local economy 75 Public Affairs Office Blue Water Lethality in of expeditionary units that provide unique intelligence and logistics capabilities. an Ever-Changing Operational Located on the island of Guam, you will find some of the Navy’s finest Supply Corps and Geopolitical Environment officers operating at the tip of the spear. Navy By Lt. Elisabeth Staab Expeditionary Forces Command Pacific, Task ASSISTANT LOGISTICS OFFICER, 30TH NAVAL CONSTRUCTION REGIMENT Force 75 (CTF 75) is U.S. 7th Fleet’s primary Navy expeditionary task force and is comprised avy Expeditionary Combat Forces and ability to think outside the box in sup- of EOD Mobile Unit 5, Navy Expeditionary (NECF) usually bring to mind; port of phase 1+ capabilities. Logistics Support Group–Detachment Guam, Explosive Ordnance Disposal The NECF clears the way, bridging the Coastal Riverine Group 1 Detachment Guam, (EOD) technicians diving to render gap between sea and shore. The force then and the 30th Naval Construction Regiment. N ordnance inert, Seabees building school secures the area, builds infrastructure to sup- CTF 75 and each of its task groups are enabled houses on small island nations, and patrol port our forces, and protects what is ours. The by very dynamic supply officers who ensure boats engaging the enemy in littoral combat. NECF cannot do their mission without mate- the seven Joint logistic functions are sustain- For the logisticians that work to support rials, equipment, weapons, food, and supplies. able in the planning and execution of coastal these dynamic phase 0 missions throughout Conquering the logistics challenges for the riverine operations, explosive ordnance dis- the world, it is a high-stakes, demanding, and NECF directly enables blue water lethality. posal, diving, engineering and construction, nuanced environment. The success of the mis- The NECF is composed of Sailors skilled cargo handling, underwater construction, sion and the host country’s perspective on the in a diverse set of specialized capabilities. maritime security, and intelligence collection. United States can hinge on their ingenuity These expeditionary Sailors support the U.S. 34 Winter 2021 The Navy Supply Corps Newsletter 35 Maintaining Morale on Deployment Historic Profits Despite Items, he said, included 5,000 R95 Land of NAVSUP's Material Support masks, 1,000 surgical masks, 1,200 sets of The crew relied heavily on the Ship's Store Unprecedented Challenges nitrile gloves, emergency supplies for base Opportunity— for a daily boost in morale. More than ever, a By practicing stringent sanitation of all Team in Spain Lauded for services and personal protection equipment positive customer service interaction could oncoming stores and mail, as well as heavily for custodial, hospital, and contracted A Ship's Store be the difference in a good and bad day for limiting personnel transfers, Land was able 'Outstanding' Performance services. many Sailors. Navy and Military Sealift to maintain a “Clean Bubble,” free of Success during COVID-19 Pandemic Dunaway said that MSI contributes sig- Command (MSC) Sailors alike were able to COVID-19 for the duration of their deploy- nificantly to the accountability for operating Story despite enjoy the familiarity of a retail experience ment. This meant personnel could live By MA2 Tara Newland and NAVSUP Fleet Logistics material and supplies. while at sea. No longer able to shop for toi- aboard the ship and temporarily use ameni- Center Sigonella Public Affairs “This is a key contributor to the Navy COVID-19 letries and snacks on their scheduled port ties such as the barbershop without fear of mdr. Joseph Dunaway, Public Works “Whether it is a late night emergency Material Accountability Campaign to pro- visits meant increased demand for essential COVID-19 contamination. In addition to the Lt. j.g. K. V. Kinard officer, Naval Facilities Engineering call, a global pandemic, routine execution, vide ongoing management and accountabil- items in the Ship's Store. Land’s records ship’s mixed Navy and MSC crew, submari- SALES & DISBURSING OFFICER, ners that pulled alongside Land for repairs Command Public Works (PW) or improving material accountability, they ity of Navy materials,” he said. “They were USS EMORY S. LAND keeping team did an impressive job of bal- were pleasantly greeted with the opportu- C Department, presented a plaque to NAVSUP are part of the NAVFAC team making it well ahead of this initiative and are an ancing this increase in demand with a loom- nity to receive a fresh haircut and shop for Fleet Logistics Center (FLC) Sigonella’s happen,” he added. “The relationship that important part of the value they bring to In the spring of 2020, the COVID-19 ing shipyard period and the need to turn their favorite snacks in Land’s well stocked material support team for its support of PW Public Works has with MSI has been providing service to the base.” stock quickly. pandemic altered the lives of people Ship's Store. Once Land’s deployment was operations in September onboard Naval instrumental in addressing critical issues in NAVFAC's Public Works department's Additionally, Land’s S-3 team demon- across the globe. For Sailors aboard over and Sailors returned home for stand- Station (NAVSTA) Rota, Spain. record time.” mission is to provide exceptional facilities strated ingenuity by utilizing Navy the Guam-based submarine tender, down, these services closed. The plaque's inscription states that Lt. Gerardo Jimenez, NAVSUP FLC support services that exceed customer Exchange Service Command’s Emergency Land’s Ship's Store was a much-needed NAVSUP FLC Sigonella’s Material Support Sigonella’s assistant site director, said that expectations and maximizes operational USS Emory S. Land (AS 39), the Procurement special order program. Due to reminder of normalcy in the wake of the Integration (MSI) team, made up of two some of the responsibilities of the MSI team readiness for homeported and deployed U.S. outbreak meant suspended port visits COVID-19, popular web-based shopping COVID-19 pandemic. Instead of shying military members and eight Spanish host are managing 2,116 line items of transporta- and Allied forces, tenant commands and to Thailand and the Philippines, and sites experienced backlogs and delayed away from the unprecedented challenges nation partners, is recognized for "outstand- tion, utilities and facilities material includ- their families.  shipping, especially in forward deployed an uncertain end to their six month the supply department faced on a daily ing support during COVID-19." ing HAZMAT, conducting annual regions. Land’s Sailors were able to submit deployment in the Pacific. Despite basis, S-3 proved to the crew their resiliency “NAVSUP’s MSI vendor team contrib- wall-to-wall inventory checks and initiating special requests through S-3 for unique these challenges, retail specialists and commitment to service. The Ship's Store utes significantly to the accountability for and tracking contractual procurement items such as protein powder, headphones, brought in historic profits in April 2020 under operating material and supplies for requests. in the S-3 Division aboard Land and other comfort items not typically the leadership of outgoing Sales Officer, Lt. NAVSTA,” Dunaway said. “The plaque was “Our MSI team's immense effort was Below: Miguel Rodriguez (center, blue maintained a stronger than ever retail offered in the Ship's Store. j.g. Mario Smaldino, bringing in over $100,000 shirt), item manager, NAVSUP FLC operation in the midst of uncertainty. an informal but concrete way for the Public essential in meeting all operational objec- in sales. $25,000 of this went to Land’s Morale, Works Department at NAVSTA to recog- tives and keeping the mission going at Sigonella, accepts a plaque from Cmdr. Recreation, and Welfare fund, a glimmer of nize the significant contribution of MSI to NAVSTA,” Jimenez said. "MSI team mem- Joseph Dunaway (center with black hope for the future beyond COVID-19. our ability to execute our mission.” bers overcame minimal manning require- face mask), Public Works officer, Naval Facilities Engineering Command Public In particular, Dunaway praised the ments and supported NAVFAC and Leadership and Teamwork Works Department, on behalf of NAVSUP NAVSUP FLC Sigonella MSI team’s respon- NAVSTA by procuring 86 unplanned pur- Under the leadership of the Supply Officer, FLC Sigonella’s Material Support Integra- siveness to support requests even during chase requests consisting of over 11,000 indi- tion team. –photo by MA2 Tara Newland Cmdr. Josh Elston, and the assistant Supply evening hours and their strong relationships vidual items totaling more than $138,000.” Officer, Cmdr. Kevin Albert, Land’s Supply with supply vendors. Department earned a third consecutive Blue “E” award; including the Sales and Services Division earning the 2019 “Best in Class” award for Ship's Store Excellence. “The numerous accolades and accom- plishments that this department has achieved over the past year or so is truly a testament to the teamwork, dedication, and commitment that each one of our enlisted sailors and junior officers displays every day within the supply department aboard the ship,” said Albert. 

USS Emory S. Land’s (AS 39) S-3 Division transfers funds to the Morale, Recreation, and Welfare fund in front of the Arizona Memorial in Pearl Harbor, Hawaii. –photo by Mass Communication Specialist Seaman Naomi Johnson.

36 Winter 2021 The Navy Supply Corps Newsletter 37 Comparing the four month COVID-19 period to the same time maintain its full operational readiness and meeting all set timelines NAVSUP’s NAVSUP FLC window in 2019, the total gallons issued were almost identical. prior to departure. Moreover, PPSO effectively tackled a 60% Contracting DFSP Rota also implemented a contactless refueling contingency increase in HHG pack-out services totaling over 1.5 million pounds, Sigonella–Site Rota operating plan that is in effect for the duration of COVID-19. This processed the importation and exportation of over 300 privately Specialists in Italy COVID-19 Response policy mirrors a replenishment at sea, utilizing heaving lines to owned vehicles and performed 100% quality control inspections pass necessary fittings, hoses and documentation from the pier to and COVID-19 health protocol surveys on 1,000 HHG delivery and Praised by Local in Supporting moored vessels. This enables the vessels to be refueled safely, pack-out services as required by new U.S. Transportation Com- Navy Hospital allows the crews of the moored vessels to maintain their bubble, mand U.S. Transportation Command and NAVSUP policies. the Fleet and eliminates close personal contact. NAVSUP FLC Sigonella-Site Rota continues to provide for- By NAVSUP Fleet Logistics Center COVID-19 has brought unique challenges to normal day- ward leaning support to its customers. The evident high level of Sigonella Public Affairs By Lt. Reagan Pescoso to-day refueling operations, but the team at Rota has adapted warfighting mentality of the Sailors and the dedication of the LOGISTICS SUPPORT OFFICER, NAVSUP FLEET LOGISTICS quickly in order to overcome them, and support the mission.Going civilian professionals and HNPs make for a lethal combination to CENTER SIGONELLA CODE 430 SITE ROTA n September 2020, members of NAVSUP’s contracting team above and beyond the call of duty by formulating innovative ways counter any and all challenges COVID-19 pandemic will present in Italy were presented with a Special Team Achievement MA2 Tara Newland to counter logistical challenges brought about by the pandemic in the future. The team at NAVSUP FLC Sigonella-Site Rota is Letter of Appreciation (LOA) during an award ceremony held CUSTOMS AGENT AND PUBLIC AFFAIRS SPECIALIST, the fleet support team at the Logistics Support Center (LSC) was and will remain focused on achieving end-to-end supply chain and I at the base hospital at Naval Air Station (NAS) Sigonella, Sicily. NAVSUP FLEET LOGISTICS CENTER SIGONELLA-SITE ROTA. instrumental in elevating the morale of the ship’s crews and their cradle to grave logistics support to all units transiting through or Signed by Capt. D.M. Gechas, U.S. Navy Medicine Readi- NAVSUP Fleet Logistics Center Sigonella (FLC) Site Rota is ability to continue on with their mission. operating within the Iberian Peninsula and the 6th Fleet AOR.  ness Training Command’s commanding officer, the LOA cites composed of 177 military, civilians and Host Nation Partners Further, their tremendous efforts benefitted Sailors and civil- the team’s “superior performance of duty” in obtaining testing (HNP). The Sailors, supervisors and HNPs at this command put ian mariners of 22 ships spanning a total of 600 in port days to materials and medical equipment to be used in the hospital’s in immense efforts in ensuring that Naval Station Rota operations afford them their well-deserved port visit liberty. With the crew intensive care unit. The LOA recognized the team’s efforts and and their assets continue to function smoothly. Below are just a restricted to the pier the Logistics Support Representatives (LSR) teamwork that resulted in the successful procurement of supplies few of the many operational achievements that the team has at LSC facilitated installation of WiFi services on the piers during the COVID-19 pandemic amidst a period of unprece- excelled in completing to date during the COVID-19 pandemic. enabling the crew to connect with their loved ones at home. dented global lockdowns and supply shortages. Postal Operations led the way by managing, routing, and pro- Redefining port visit liberty, the bubble to bubble liberty concept The letter states that, from July 2019 to June 2020, the cessing 1.2 million pounds of mail in spite of consistent challenges was introduced. This entailed dividing groups of the crews into team’s effective and expeditious actions ensured the continuity in support of our 32 tenant commands, five forward deployed small sections and allotting times for each of these sections to do of medical support for 5,500 beneficiaries and mission partners naval forces ships, visiting assets, retired military members and different activities, as well as exclusive use of services throughout at NAS Sigonella who operate in the 5th and 6th Fleet areas of families. The Lisbon Site Post Office expertly managed and dis- the base such as the Navy Exchange main store, mini mart, and operations. The team also expertly delivered orders, awarded patched over 36,000 pounds of mail supporting five tenant com- laundry facilities as well as the beach and golf course. The LSC purchase orders and exercised option years for contracted ser- mands including Strike Force NATO. The Aerial Mail Terminal in team, together with the Morale, Welfare and Recreation worked vices and material value at $2 million. Madrid was key to the regional COVID-19 contingency response to provide opportunities for the visiting crews to participate in The contracting team is part of NAVSUP Fleet Logistics efforts by quickly brokering solutions to mitigate commercial air pier events such as movie nights, barbecues, beer on the pier, Center (FLC) Sigonella, headquartered in Sicily, Italy. Individ- cancellations and skillfully integrating commercial surface and sports and games and even pierside lodging. Equally notable is the uals recognized with LOAs were Luciano Giuffrida, Alessandra Air Mobility Command assets to distribute over 1.5 million LSR team’s efforts in the safe and timely delivery of over 2,000 pal- Pulvirenti, Neosenys Gottal and Dana Rains. pounds of mail to 12 postal activities in Spain and Portugal. The lets of cargo and provisions despite a “gangway up” order restrict- “Our contracting team’s outstanding support during this NAVSTA Rota Post Office served as the C6F distribution hub for ing crew aboard and social distancing measures in place. This challenging time represents exactly what we strive to meet,” incoming mail for further movement to the 6th Fleet area of allowed the warfighters and assets of USS Harry S. Truman (CVN said Capt. Jerry King, NAVSUP FLC Sigonella’s chief of con- responsibility (AOR) and was the logistical arm for outgoing mail 75) and USS Dwight D. Eisenhower (CVN 69) Strike Groups, USS tracts. “Procurements during COVID-19 have been extremely movement to the 5th Fleet AOR during the lockdown assuring Bataan (LHD 5) Amphibious Readiness Group, Submarine Group challenging by affecting practically every contracting action end-to-end Navy supply chain postal support. 8 and Commander Naval Surface Forces Atlantic to successfully over the last six months, from supply chain shortages and The NAVSUP Fleet Logistics Center-Site Rota Defense Fuel continue on with their mission by having mission critical parts restrictions of movement to government declarations and Support Point (DFSP) remained a 24 hour operation throughout and sustainment items on hand. NAVSUP FLC Sigonella’s Support Center Team at vendor performance challenges. Our team has done an incredi- the height of the COVID-19 lockdown in Spain to provide During the pandemic, the Personal Property Shipping Office Naval Station Rota, Spain. Left to right: LS2 Ramiro ble job meeting our customers’ requirements and keeping our on-specification fuel to the ships and aircraft of the United (PPSO) likewise faced many challenges such as Host Nation’s Mendoza, LS2 Rogelio Guzman, Lt. j.g. Genesis Sailors mission capable.”  States, Spanish, and other NATO forces operating in 5th and 6th State of Alarm and Restriction of Movement (ROM), DoD PCS Manoza, Lt. Reagan Pescoso, Irene Espana, LS2 Lisa Fleet AORs. The team, composed of U.S. military, U.S. civil ser- stop/delay, and DoD’s ROM measurements. Once able to resume Thepvongsa, LS1 Elma Joiner, LSC Stanley Norzeus vants, HNPs, and contract personnel, utilized a minimal manning operations PPSO successfully executed the first Forward and Juan Antonio Camacho. –photo by Lt. Gerardo construct that enabled the mission to be met, while at the same Deployed Naval Forces-Europe (FDNF-E) Homeport Change Jimenez time maintaining social distance. Lockdown strictly limited the between USS Carney (DDG 64) and USS Theodore Roosevelt movement of personnel in Spain, however, the operational tempo (CVN 71). In an intense three week period, PPSO staff achieved of Rota’s customers did not see a downturn. Rota issued just the first FDNF-E transition back to CONUS by executing 112 over 19 million gallons of petroleum products consisting of JP-8, HHG pack-outs, 85 unaccompanied baggage, and 29 alcohol ship- F76, JP-5, gasoline and diesel from March 2020 to June 2020. ments weighing 750,000 pounds, while allowing the unit to

38 Winter 2021 The Navy Supply Corps Newsletter 39 USS Dwight D. Eisenhower’s (CVN 69) Record Setting 206 Days at Sea By Lt. Tyler Vaughan STOCK CONTROL OFFICER, USS DWIGHT D. EISENHOWER n 9 August, 2020, the crew of USS Dwight D. Eisenhower (CVN 69) returned home after a record setting 206 consecutive days at sea. This accomplishment shattered the previous Navy record held by USS Theodore ORoosevelt (CVN 71) that operated for 160 days straight supporting post-9/11 tasking. Before that, Eisenhower set the record in 1980 by operating at sea for 152 days during the Iran Hostage Crisis. On January 17th, 2020, Eisenhower put to sea to execute Composite Training Exercise (COMPTUEX) with the intention of returning to Norfolk to top off on supplies prior to deploying. This plan quickly changed when Eisenhower was tasked to immediately depart for deployment without returning home; the first such COMPTUEX & Go deployment since the Cold War over 30 years ago. Transiting toward 5th Fleet, Eisenhower swept through the Mediterranean as the logistics chain closed down behind them due to COVID- Supply Corps officers aboard USS 19 restrictions. By the time Carrier Strike Group 10 took station in the Arabian Sea, much Dwight D. Eisenhower (CVN 69). of the world had ground to a halt while they worked to fight the virus. From left to right: Lt. Cmdr Joshua By mid-deployment it became obvious that a port visit wasn’t going to be an option, Shiver, Lt. j.g. Jamie Miles, CWO2 which meant the supply department had to get creative in order to provide the highest Command, and the Military Sealift Com- their “No-Ports 2020” deployment Larry Lovell, Ens. John Castillo, mand, this record setting endeavor would T-shirts. USS Dwight D. Eisenhower level of service and support possible. Carrier onboard deliveries (CODs) were utilized to (CVN 69) returning home after Lt. Andrew Small, Cmdr. Andy not have been possible. The timely receipt When asked about his thoughts on deliver fresh fruits and vegetables from Bahrain, Marine Corps MH-53s were used to a record setting 206 consecutive Henwood, Ens. Whitney Ward, and stowage of this material provided sup- deployment Eisenhower’s Supply Officer, deliver four 10,000 pound purchase cables for the arresting gear system, and birthday meals days at sea. Lt. Jon Kang, Lt. Cmdr. Carl port for the Carrier Strike Group and is a Cmdr. Andrew Henwood expressed his Pennycooke, Lt. Bryan Pace, and appreciation meals were served with the help of the Food Service division to show the true testament to the work ethic and pro- pride in the department when he said “I Lt. Tyler Vaughan. Not Pictured: Sailors that their hard work had not gone unnoticed. fessionalism of the Sailors that make up cannot begin to express how proud I am of Lt. j.g. Alejandro Perez, Lt. j.g. Since departing Norfolk, the supply team received 127 CODs and 26 replenishments at Paul Kruger. –photo by MCSN sea (RAS) events consisting of more than 11,000 pallets valued at $101 million. Without the Eisenhower’s supply department. every Sailor in the supply department. Brennan Easter herculean effort provided by Combined Task Force-63 (CTF-63), CTF-53, Air Mobility Without traditional opportunities When we left Norfolk in January no one available for Sailors to decompress, the could have imagined the complexity of the largest challenge faced by the supply team issues we would be faced with over the was maintaining the morale of the crew. A course of the deployment. We were forced holiday routine was established to provide to create solutions to problems no one had every Sailor a 24-hour window, once a ever faced before. We overcame tremen- week that they could use as they desired. dous obstacles due to the impact of no Morale, Welfare, and Recreation (MWR) port calls and the limitations imposed by played a crucial role in boosting morale by COVID, and through it all, still exceed all providing games and activities that gave mission requirements. We left as a fairly everyone an opportunity to relax and green crew and came back as a stronger recharge during their time off. Slam dunk and more resilient supply department.” contests, iron chef competitions, mustache The uniqueness of this deployment vs beard March madness brackets, lip sync tested the crew and forged bonds stronger battles, and fitness competitions galore than anyone could have imagined back in were just some of the many ways the team January. Without the efforts and resiliency supported the crew in addition to the of the entire team, this deployment would myriad of steel beach picnics, four (yes not have been nearly as successful as it FOUR!) beer days, and special meals. was and Eisenhower would not have been All of these efforts, focused on giving able to remain on station and on mission.  back to the crew, were impressive, but could not compare to the tenacity dis- played by the Sailors. They embraced the situation, earning the new nickname “Iron Ike,” and displayed it proudly by wearing

40 Winter 2021 The Navy Supply Corps Newsletter 41 Leadership is made effective through USS John F. Kennedy mentorship, as that’s what leads people to grow and find their own purpose. (CVN 79) Opens “Are you mentoring tomorrow’s lead- Ship's Store ers?” asked Pennycooke in the mentorship session. “Are you paying forward that By Lt.Cmdr. Valerie Greenaway which someone has paid forward to you? PRE-COMMISSIONING UNIT, USS JOHN F. KENNEDY Mentorship further empowers people to Sailors aboard the Navy’s newest Ford-class aircraft car- make the world a better place.” In the training, Pennycooke points out rier, Pre-Commissioning Unit (PCU) USS John F. Kennedy that mentorship is in every leader’s job (CVN 79), celebrated the grand opening of the Ship's Store description. with a ceremonial ribbon cutting. “I have purposed within myself to be a mentor for as long as I can because I did Unlike traditional Ship's Stores located aboard the ship, services to not get here on my own,” said Penny- Sailors were opened at Kennedy’s offsite location on the campus of cooke. “I have been blessed to have gained Newport News Shipbuilding. During the opening ceremony, Com- and maintained relationships with several manding Officer Capt. Todd Marzano made the first purchase and took mentors, advocates and coaches through- part in the ribbon-cutting ceremony to celebrate the event. out my career.” “Today marks another exciting milestone for the command,” said Training like Pennycooke’s influences Marzano. “A lot of planning and hard work went into making this event environments to become more positive possible, and I know the crew will greatly benefit from having a Ship's and supportive with leaders’ growth. Store.” “I’ve been doing this for a long time,” “I gained a lot of knowledge from the Before establishing a store, Kennedy’s Moral Welfare and Recre- Are You said Pennycooke. “It wouldn’t be fair to course,” said Chief Culinary Specialist ation (MWR) organization, with volunteers from all departments, keep the knowledge gained throughout Truly Living David Cunningham, cargo team’s leading established a retail outlet to support Sailors’ retail needs. the years to myself.” chief petty officer. “I have developed a Kennedy’s supply department, with support from the Navy Exchange Two of the topics out of the series are Out Your better understanding of who I am, which Service Command, established the Ship's Store capability. As the supply purpose and mentorship. has made me a better leader. Knowing department grew, S-3 began increasing the inventory, offerings, and Purpose? “If you were to die today, what would who I am helps me mentor more people to level of support to Kennedy and shipyard partners. Ship's Supply Offi- die with you that no one else can offer in By MC3 Ashley E. Lowe, know who they are so that they too can cer Cmdr. Chris Roesner, spoke with supply Sailors after the ceremony, this world?” Pennycooke asked during the USS Dwight D. Eisenhower lead effectively.” expressing his gratitude for overcoming numerous challenges as a team. purpose training session. “Are you truly One habit Cunningham has included “It is with great pride that I congratulate the S-3 Division for living out your purpose? What are you Each month Lt. Cmdr. Carl Pennycooke, in his leadership and mentorship style is achieving this milestone,” said Roesner. doing now so that you can leave this assistant supply officer aboard the aircraft sharing books that have helped him to Ens. Eric Severn and his team are eager to begin supporting the world a better place than you found it?” carrier USS Dwight D. Eisenhower (CVN grow as a person. Culinary Specialist 3rd crew’s retail needs. The intention of these questions is to 69), hosts a leadership training session. Class Drue Johnson said she enjoys read- “The S-3 Retail Services Division has overcome several challenges provoke people to think about how they Each session a different topic is pre- ing those books about personal growth. over the past few months,” said Severn. “COVID-19 significantly can make the world they live in a better sented to provide leaders with the oppor- When Pennycooke first arrived on affected normal operations and procedures.” place for themselves and everyone around tunity to develop and improve their Eisenhower, he noticed some issues Severn added that the safety of the crew is paramount to our divi- them. leadership techniques. within the supply department and sion. Through guidance from the Medical and Safety Departments, S-3 “My purpose on Eisenhower is to Pennycooke’s monthly leadership decided to develop the training sessions to has revised how the selling of merchandise will take place. The spaces deliver these trainings,” said Pennycooke. training is directly in line with the Navy’s change and improve that culture. The will be cleaned much more frequently than in the past. The Ship's “It ensures the Sailors I mentor each day Culture of Excellence, which encourages higher in the chain a person gets, the more Stores’ ultimate goal is to support the crew. have the opportunity to learn, effect continuous learning and provides Sailors their leadership skills affect Sailors who “We are here to boost the crew’s morale, provide essential items change and pass on that which they have with the necessary leadership skills to look up to them. and support MWR,” said Retail Specialist First Class James Ebron. learned to the next generation.” promote their individual growth. “When the khakis don’t communicate PCU John F. Kennedy has been under construction at its Newport Chief Logistics Specialist Alvis San- “The idea is to get people thinking with each other, it’s very confusing for News location since 2015 and continues to make preparations for its chez has attended each of Pennycooke’s critically,” said Lt. Tyler Vaughan, Eisen- junior Sailors,” said Johnson. “It’s hard to commissioning. sessions. hower’s stock control officer. “The ses- find direction when you receive conflict- USS John F. Kennedy is the second aircraft carrier to honor John F. “My kids are my purpose,” said San- sions offer leaders the tools they should ing instruction.” Kennedy for his service to the nation, both as a naval officer and as the chez. “My mentor, Master Chief Johnson, have to be effective in their role.” Sanchez too noticed a change in the 35th President of the United States. advised me that treating Sailors as your Pennycooke developed monthly lead- culture among supply department’s For more information on PCU John F. Kennedy, follow the ship’s kids lets them know that I’m here and I ership training sessions to pass on the khakis. According to him, it’s been easier fan page on Facebook at www.facebook.com/CVN79JFK.  care. I try to treat my Sailors in a way they knowledge he’s gained throughout his life know I care about them as I care about my and career. kids.” ...continued from page 44

42 Winter 2021 The Navy Supply Corps Newsletter 43 ...continued from page 43 to interact amongst leaders. The training leadership models Pennycooke includes in Pennycooke pulls all ranks into his net- helps mitigate conflict by creating unity his training. From it, Johnson found inspira- working circle and trains everyone equally, Why Submarines? A Chop’s Perspective within the khaki community. He’s noticed tion to begin her process of developing as a from seaman apprentices to Adm. Brendan By Lt. Samuel Shorts that replenishments at sea go more leader. She has since attended two more ses- McLane, commander carrier strike group 811 PROGRAM STUDENT, UNIVERSITY OF KANSAS smoothly now because there’s less over- sions among the chiefs and officers who ten. sight, and more coordination and make up the majority of attendees at the “I have had the pleasure of attending Lt. delegation. monthly sessions. Cmdr. Pennycooke’s mentorship training Additional pay, department head credit, getting your fish, prepared me to receive critical feedback and criticism and utilize that “The khakis meet a day ahead and dis- “You cannot just train at one level session and it was a wonderful learning high promotion rate, all positives, and all benefits of com- insight to better my service and response time to those on the agreements happen prior to the event,” said within an organization,” said Pennycooke. environment,” said McLane. “It was great to frontlines. Sanchez. “We leave on the same page and “Everyone from the most junior to the most interact with Sailors from all paygrades. pleting a tour aboard a submarine. These extrinsic rewards Mentorship: On a submarine, you are the only supply officer. This enforce unified expectations to keep Sailors senior Sailors must be included.” This is how we grow a culture of excellence are professionally and personally enhancing, but I believe forces you to reach out and engage with the greater supply community and equipment safe. We’re more effective Vaughan is one of the junior officers in our Navy.” they portray an incomplete picture of what it means to for help and assistance. I still turn to my fellow Chops when I need this way.” who have attended the training sessions. In addition to his monthly training, complete a tour as a “Chop” and the subsequent long-term help. You are also the only non-nuclear trained officer aboard. This pro- Lack of communication can make even According to him, the training has opened Pennycooke also hosts leadership training vides you with a unique opportunity to provide mentorship to your the simplest of daily tasks, such as retriev- minds critically about the purpose of being sessions upon request. career benefits. My goal is to articulate how my time as a department and the crew. ing supplies from a storeroom, confusing. a leader and challenges Sailors to think “I encourage people to come with an Chop has impacted my career, as well as provide some Qualifications: I have three warfare pins (Sub, NASO, NESCO). Since the chain of command turned over and differently. open mind and ready to learn,” said insight to those who are considering a submarine for their My sub qualification process prepared me extremely well for my fol- people started receiving training, the khakis “Looking at things from different per- Vaughan. “The more people who receive first or second sea-tour. low-on qualifications. I learned how to extract the pertinent informa- work more closely together and have more spectives will only make us better,” said training, the more value the supply depart- tion from tactical and administrative publications, and I learned how to opportunity to communicate. Vaughan. ment and Eisenhower will receive from hav- To provide some context, I’ll quickly reflect on my career path so prepare and present myself during an oral qualification review board. “Communication is the biggest thing,” Vaughan attributes the positive impact ing better leaders.” far. After Officer Candidate School and Basic Qualification Course, I Adaptability: There is nothing like opening the hatch and walking said Johnson. “It can make or break any rela- the training has had on the supply depart- When Sailors commit to developing as served for three years aboard USS Hawaii (SSN 776), a Virginia class onto a pier that’s in a country you’ve never been to, and then having to tionship. [S-2’s leaders] know what’s going ment to both the effort of the leaders who leaders, effecting change, and passing on fast attack submarine based in Pearl Harbor. I was aboard for the entire immediately start coordinating logistics and food service support for on now and I’ve seen some of the second attend and Pennycooke’s passion for Sailor’s that which they have learned, they contrib- deployment workup, multiple inspections, a seven-month Western the crew and the sub. This ability to quickly grasp what’s going on classes step up. I think they needed the growth and the Ike community. ute to communities’ opportunity to live in Pacific deployment, drydocking, and the first half of an Integrated around you in an operational and high stress environment is helpful no space and opportunity that the khakis offer “ASUPPO is good at pulling people into harmony, treat each other equally and ulti- Logistics Overhaul period. I have since served as an Aviation Support matter what role you serve in during your career. them now.” conversations and using his own network to mately leave this world in a better place.  Division officer supporting E-2s and C-2s, was a member of an Echelon A BQC classmate of mine also completed his first tour on a subma- The first leadership training session develop the community,” said Vaughan. “His III comptroller team supporting Navy Seals, served as a budget officer rine and has seen the benefits of that tour play out though his career. Lt. Johnson attended was a training held for S-2 efforts improve the effectiveness of the for an East Coast Riverine Group, and am currently completing my Cmdr. Michael Marchese, who served on USS Annapolis (SSN 760), fol- division’s Sailors to introduce them to the training as well.” MBA as part of the Navy’s 811 program at the University of Kansas. lowed his sub tour with a stint as a Navy Supply Corps School instruc- Each job after my time on the submarine was in a different commu- tor and then ran S-1 and S-8 on USS Carl Vinson (CVN 70). He nity utilizing different software programs supporting a different cus- currently serves as the flag aide to the Chief of Supply Corps. tomer. I haven’t managed an inventory since my Chop days or run a For Marchese, “Joining the Submarine Force showed me early on galley, but my submarine time has paid enormous dividends throughout how crucial the role of a Supply Corps officer is to the fleet. On a boat, my career. Here are a few ways that my submarine time has helped me: the SUPPO is the trusted expert in his/her role, like the “doc” is for Big picture: My time on the submarine provided me with a broad medical care. Starting my career on a unit where the importance of my overview of multiple areas that we operate as supply officers: contract- job was never in question has stuck with me, and I now see how this ing, finance, logistics, fuels, operational planning, Joint training, inven- transcends to the bigger stage. The Supply Corps’ role has never been tory management, personnel management, food service, disbursing/sales more critical as VCNO and NAVSUP have just recently kicked off (port call with a sub tender), and the expeditionary environment. This Naval Sustainment System Supply (NSS-Supply), a new cross-domain inside view of each facet of the Supply Corps’ area of operations gave mission partner approach to coordinate and integrate our Supply me a good framework of how I wanted to frame my career path. Chains end to end, seeking to decrease maintenance turnaround times, Engagement with Chain of Command: As a brand-new ensign, I increase end-to-end velocity of spares, and reduce costs to the Navy.” had daily face time with my commanding officer. This time with a Seeing behind the curtain and how much supply and logistics senior officer, as a junior officer, provided me with the confidence to impacts the operational success of a submarine, and the Navy as a address captains, admirals, and generals in follow-on tours. whole, is a worthwhile experience that I’d recommend to anyone inter- DLR Management: Hands on Depot Level Repairable management ested in making an immediate impact on their sea tour. made my transition to the aviation community much easier, and Deciding which platform to choose for a first or second sea tour can informed my decisions as a budget officer when dealing with stock be daunting. Although my experience was unique to the sub I served on, reorders and carcass charges for subordinate units. I am extremely thankful for my tour aboard Hawaii and everything I Finances: Operating Target (OPTAR) funds management, end of learned from my time as “Chop.” My submarine experience prepared me fiscal year priorities, and annual financial plan submission provided me well for my follow-on tours and I’m confident I will utilize those skill with a foundational knowledge that helped me succeed in my finance sets on tours to come.  roles supporting our special warfare and riverine units. Customer Service: Galley operations is all about customer service, but as supply officers, the warfighter is our customer. This experience 44 Winter 2021 The Navy Supply Corps Newsletter 45 Fremantle, with 127 submarines carrying Valuable Supply Corps SUBFOR, along with the RAN’s six out 353 patrols and sank 340 ships. competencies CCSMs – HMAS Collins, Dechaineux, The continued importance of the U.S.- Farncomb, Rankin, Sheean, and Waller – AUS submarine alliance is evident each U.S.-AUS PEP roles further the tradition of are homeported at HMAS Stirling. The year during numerous shared exercises, but partnership. Embedded in the framework Prime In-Service Support Contractors especially during the Submarine Command of the Australian equivalent of the NAV- (ISSC) for CCSM are ASC and Raytheon Course for submarine P-COs. USN and SUP Weapon Systems Support (WSS) Australia. Other ISSCs include PMB, RAN prospective commanding officers ride enterprise, I serve as supply support man- Thales, BAE, and L3. The Joint Project on USN and RAN submarines and are ager for the Collins Submarine Program Office at Naval Undersea Warfare Com- trained and assessed in a gruelling crucible (CSMP). CSMP is a program office in the mand, in Newport, Rhode Island, and an of submarine leadership. Out of this comes Capability Acquisition and Sustainment office in Washington, D.C., additionally a strong bond- “mateship”- between the Group (CASG) framework, which acts as a support CCSM and development of the U.S. and AUS submarine community, program executive office-equivalent for the AN/BYG-1 and torpedo systems. Australian which I enjoy each day when I come to RAN (CCSM) fleet. submarine engineering officers serve in work. The AN/BYG-1 submarine combat CASG serves all of the Australian embedded roles in those organizations, control system, the Mk-48 torpedoes, and Defence Force through Systems Program strengthening the bond. other components highlight the shared tac- Offices (SPO). CSMP is the Submarine A product support manager- a RAN U.S. Personnel Exchange Program tical capabilities of both submarine fleets. SPO, and supports the customer, RAN Sub- maritime logistics officer (MLO) com- Personnel with Rear Adm. Converse, In 2017, the U.S. National Technology and marine Forces (SUBFOR), as well as the mander- leads our department, which also USN, COMSUBPAC, and Capt. Industrial Base added Australia, and last capability manager, located in Canberra. Theobald, RAN, COMSUB –photo by ...continued from page 48 year, Perth hosted the Australian American Lt. James Engelking Leadership Dialogue, which includes legis- lative delegates, technologists, scientists, and former military and intelligence leaders.

In the time of COVID, when isolation after checking in with the Personnel Personnel became an advantage, fewer places Exchange Program (PEP) – Pacific team in Exchange were better equipped to mitigate the Pearl Harbor, and the USAF 337th Air Sup- port Flight (ASUF) and Embassy staff in threat of the illness than Perth, Western Program– Canberra. The PEP – Pacific team is led by Australia. Covering the entire western COMPACFLT N1B, a captain, who signs Perth, third of the continent, Western my FITREPs and looks after admin and Australia has many amazing claims. personnel-related matters. The 337th Western Lt. James Engelking parked ASUF provides installation-similar support It boasts over 12,500 km of coast- on the dunes on Western Australia line, would be in the top 10 largest to PEPs stationed throughout Australia. Australia’s coast. –photo by They look after ID issues, household goods, Lt. James Engelking Lt. James Engelking, SC, USN nations in the world, and hosts the OHA/TLA, legal assistance, medical, SUPPLY SUPPORT MANAGER, world’s largest producers of gold, dependent education and more, and are an COLLINS SUBMARINE PROGRAM, diamonds, and pearls. Perth has the amazing resource for service members and CAPABILITY ACQUISITION AND SUSTAINMENT GROUP largest city park (King’s Park) in the their families. world, and is geographically closer to U.S.-AUS alliance Singapore and Jakarta than Austra- The military alliance between the United lia’s capital city, Canberra. Its geo- States and Australia traces back decades. graphical isolation makes it a On July 4th, 1918, Lt. Gen. John Monash strategic location for basing Royal planned and led the Battle of Hamel; the Above: 2019 U.S. Submarine Memorial Australian Navy (RAN) Collins Class first time in history that U.S. Army troops Ceremony, National Australian and New Submarine (CCSM) fleet. fought under a foreign commander. Zealand Army Corps Centre, Albany, Western Australia. –photo by Lt. James After completing my first tour on USS During WWII, the U.S. stationed sub- Engelking Dextrous (MCM 13), homeported in Bah- marines, ships, and aircraft in Australia. rain, I arrived in Perth in September 2018 Western Australia was home to the pri- mary U.S. Navy (USN) submarine base in

46 Winter 2021 The Navy Supply Corps Newsletter 47 USS Nimitz (CVN 68) Supply ...continued from page 47 Department Receives Blue “E” Award consists of one RAN MLO lieutenant com- By Ricky Dejesus mander, one RAN MLO lieutenant, one SALES OFFICER, USS NIMITZ RAN maritime logistics (ML) petty offi- Uncertainty ruled the day for the 5,000 Sailors and Marines embarked on USS Nimitz (CVN-68). cer, and several Australian Public Servant In the midst of sequestering aboard for 27 days, as layers upon layers of coronavirus mitigations logisticians. We are responsible for ML were enacted to ensure the health and safety of the crew, and with deployment looming large, it functions across the CCSM capability life would be a vast understatement to say that Nimitz was going to be facing numerous challenges cycle, especially in the in-service and dis- in the days ahead. posal phase. Lengthy periods at sea, coupled with new requirements aboard, made having tenacity, steadfast- In-Service and Disposal ML functions ness, and flexibility not just a desirable mindset in a COVID environment on a naval warship, but an include: Product Support Management, absolute necessity for success at sea. Nowhere was that success embodied more than in the proud Logistics Support Analysis (LSA), Techni- men and women who serve in the Blue “E” award-winning supply department aboard Nimitz. cal/Logistic Assessing, Support Chain Ranging from a combined S-2 and S-3 on load of over $3.5 million in inventory with a three-day Management, and Materiel Management. timetable in preparation for a lengthy deployment, to over 1,300 high-priority requisitions in excess We also own Integrated Logistics of $5.2 million to maximize the readiness of the ship, the supply department consistently met and Support (ILS) and LSA activities related exceeded expectations to maximize support and crew morale. Their professionalism, combined to transitioning system acquisition proj- with their willingness to follow the most stringent of standards, resulted in an overall Supply ects from the project team during the Management Inspection grade of 99.2%, far exceeding the requirements for earning the Blue “E” acquisition phase, to acceptance into award. Their sustained success and superior work ethic truly embraced the Nimitz motto of operational service, and Supply Support “Teamwork, A Tradition.” Fundamental Inputs to Capability for 2019 U.S. Submarine Memorial Ceremony, National Australian As a result, Nimitz is steadily exceeding the requirements of their deployment through both 7th signing Initial and final operating and New Zealand Army Corps Centre, Albany, Western Australia. and 5th Fleet areas of responsibility, while expertly sustaining operations in time-critical and vola- –photo by Lt. James Engelking capabilities. tile locations. In my role, I draw heavily on experi- Through consistent performance, sheer resilience, and absolute determination for reaching the ences managing materiel readiness for with the United States and USN. I have highest of standards, the Nimitz supply department shined as an example of what can be accom- operations, and ILS management during Once in a lifetime experience also competed with ADF athletes in vari- plished in the face of great adversity. Dextrous’ CNO maintenance availability Besides serving in a unique location, being ous competitions as sporting and athletics Congratulations to the supply department and fair winds and following seas to the men and in Bahrain. The CCSM has a strict upkeep embedded in a foreign Navy, and gaining are valued by the ADF, and sanctioned women aboard Nimitz!  cycle and planning for availabilities is only crucial Supply Corps competencies, the sporting events are easy to join, with par- half the battle. The rest of the tasks PEP tour has enabled me to forge relation- ticipation encouraged and endorsed by revolve around managing the configura- ships with RAN peers, U.S. Submarine RAN chain of commands. tion baseline, efficient onboard and ware- officers and enlisted PEPs also stationed in Perth is an amazing place to live; it is house sparing, supply chain governance Perth, and PEP and NAVSUP Fleet Logistics often compared to San Diego or Los Ange- and assurance. While CSMP is account- Center (FLC) Site Detachment Yokosuka From left to right: YN2 (SW) Jerome les (without the traffic). Outside of work, able for sustainment and readiness, execu- Supply Corps officers stationed in Aldaz, Lt. Cmdr. Jason Montgom- I enjoy watching Australian Football tion of Configuration Management, Canberra and Sydney. Through my role, ery, Lt. Cmdr. Mark Toner, Cmdr. League, rugby, cricket, four wheeling on Systems Engineering, and Inventory Man- I have had the opportunity to travel to Tim Freeman, LSCM Stephanie the thousands of miles of coastline, hiking, agement tasks is decentralized throughout Melbourne, Canberra, Sydney, Albany, Tuttle, Lt. Cmdr. Cliff Rivera, YN1 camping, wine tasting and surfing in the CCSM enterprise. The ISSCs serve as and Adelaide. In a pre-COVID world, I (SW) Joseph Hollen. –photo by world-class Margaret River, and interact- MC3 Olivia B. Nichols designated logistics managers and stock was planning a site visit to Singapore and ing with a great State Department team at item owners of items, and are responsible Japan to explore options for the CCSMs the U.S. Consulate in Perth, as well as the for delivering materiel ready days to the first overseas long-term maintenance numerous American expats who call capability manager and SUBFOR. Using availability. I have marched alongside Perth, and Australia, home. best practices of life cycle management, RAN personnel in Australian and New Living in Perth and working alongside developed by the DAU, we provide over- Zealand Army Corps (ANZAC) Day cele- RAN and CASG personnel to directly sup- sight, assurance, risk prioritization and brations, and laid wreaths at memorials port an ally in a vitally important region, decision-making input in a public-private for U.S. and Australian submarines and all while developing a life cycle manage- partnership to enable the ISSC to deliver service members. There is a strong tradi- ment skill set that directly relates to the support at the best value for money. tion of honouring veterans in Australia, Supply Corps has been a once in a lifetime and Perth is home to the RAA SAS Regiment, experience.  who also have their own PEP relationship

48 Winter 2021 49 Naval Academy was Personal Calling for First Black Female Plebe By Terri Moon Cronk DEPARTMENT OF DEFENSE NEWS n 1976, when she arrived in Annapolis, Maryland, the atmosphere of the U.S. Naval Academy ‘’was mutually exacerbating for everyone who was there,’’ said Janie L. Mines, who went on to become a Navy lieutenant in the Supply Corps and one of the first women to serve on a Navy ship. I ‘’The academy wasn’t ready for [women],’’ Mines said. ‘’It just happened quickly, and it needed to be done. The academy considered itself to be a combat school, and [women] were not allowed to serve in combat. So, we were seen as taking up spots for good combat officers that were needed, because we Ret. Capt. Billy R. Mitchell Ret. Capt. John M. Henderson ‘couldn’t do the job.’ Additionally, there was a general belief that as a Black woman … I would not be able to lead in what was at that time a white-male Navy.’’ Retired Capt. Billy Mitchell, SC, USN, 95, passed away on May 13, Retired Capt. John Henderson, SC, USN, 92, passed away on Despite that belief, she said, all women had to be able to become professional naval officers–men- 2020. Mitchell retired from the Navy after 22 years of service while November 4, 2020. Henderson retired from the Navy after 25 years tally, morally and physically. serving on duty at Naval Supply Center, Norfolk, Virginia. He of service while serving as Commanding Officer of the Navy Inter- ‘’Part of [the academy’s] process was to weed those out who they perceived as not able to ‘cut the received his bachelor’s degree from North Carolina State College national Logistics Control Office, Bayonne, New Jersey. He received mustard’ in leading the Navy of the future,’’ Mines said. and his master’s degree from the Naval Postgraduate School in his bachelor’s degree from the U.S. Naval Academy and his master’s Most all-male upperclassmen did not accept women of the charter class, and strife and dissension Monterey, California. Duty assignments include: USS Lake Cham- degree from Stanford University. Duty assignments include: Supply existed in many forms, she recalled. Yet on graduation day, an upperclassman who had given Plebe plain (CV 39); USS Rockbridge (APA 228); Naval Auxiliary Air Sta- Officer, USS Leary (DDR 879); Naval Supply Center, Oakland, Cali- Mines ‘’challenges’’ left a single rose in a vase with a note on her desk that read, ’I’m sorry.’’ tion, Saufley Field; Naval Air Facility, Naples, Italy; Naval Supply fornia; Charleston Naval Shipyard, South Carolina; Military Assis- And once, after an injury, Mines was trying to pass a physical test, and the male athletic staff Depot, Philadelphia, Pennsylvania; Bureau of Supplies and tance Advisory Group, Madrid, Spain; Bureau of Supplies and cheered for her, she said. Accounts, Washington, D.C.; Naval Air Station Jacksonville, Flor- Accounts, Washington, D.C.; Supply Officer, USS Northampton ‘’I’d never experienced that before,’’ she added. ‘’So, I grew, the academy grew, and that’s why I said it was a ida; and USS John F. Kennedy (CV 67). (CC 1); duty, Navy Supply Corps School, Athens, Georgia; Execu- mutual frustration for everybody–but we kind of grew tive Officer, Naval Supply Center, Newport, Rhode Island; and together and we got past it.’’ Ret. Rear Adm. Bruno A. Pomponio Office of the Chief of Naval Operations, Washington, D.C. Why would Mines attend the Naval Academy when she Retired Rear Adm. Bruno Pomponio, SC, USN, 90, passed away on had been accepted to every Ivy-League school where she’d September 10, 2020. Pomponio retired from the Navy after 33 years Ret. Rear Adm. Phillip “Phil” F. McNall applied, as well as to an ROTC program at the "The University of service while serving as Deputy Director of the Defense Logistics Retired Rear Adm. McNall, SC, USN, 84, passed away on November of California, Berkeley"? Agency, Cameron Station, Virginia. He received his bachelor’s 28, 2020. McNall retired from the Navy after 30 years of service ‘’[The academy] was a personal calling,’’ she said. degree from Pace College in New York City and his master’s degree while serving as Commanding Officer, Aviation Supply Office, Phil- ‘’When the academy called and said I would be the only from the Naval Postgraduate School in Monterey, California. He adelphia, Pennsylvania. He received his bachelor’s degree from the Black woman who would be admitted, I felt it was some- was also a graduate of the Armed Forces Staff College. Duty assign- U.S. Naval Academy and his master’s degree from the Naval Post- thing I had to do.’’ Mines’ charter freshman class in 1976 included only 81 ments include: Vice Commander, NAVSUP; Director of the Materiel graduate School in Monterey, California. He was also a graduate of women – about 10% of the freshman class. In 2019, 39 years Division, Office of the Chief of Naval Operations; Head, Aviation the College of Naval Warfare in Newport, Rhode Island. Duty later, the ratio has grown to 72% men and 28% women grad- Support Branch, Office of DCNO (Air Warfare); Executive Officer assignments include: Naval Logistics Command Supply Officer, uates, according to Naval Academy officials. of ASO Philadelphia; NAVAIRSYSCOM, Executive Officer of NSD Commander-in-Chief, U.S. Pacific Fleet, Pearl Harbor, Hawaii; Dep- Today, Mines mentors midshipmen and young Navy officers almost daily. after 38 years of encour- Subic Bay, R.O.; Staff, COMNAVAIRLANT; Supply Officer of AEW uty Commander, inventory and information systems development, agement from those around her, she published a book in 2019 titled ‘’No Coincidences: Reflections of Barrier Squadron, Midway detachment; Supply Officer of Air Trans- Naval Supply Systems Command, Washington, D.C.; Commanding the First Black Female Graduate of the United States Naval Academy.’’ It contains 25 vignettes based port Squadron 22; USS Edisto (AGB 2); and USS Proteus (AS 19). Officer, Naval Supply Center, San Diego, California; planning and on questions she’s commonly asked by junior officers about the challenges she overcame at the data systems officer and executive officer, Aviation Supply Office, academy. Ret. Rear Adm. Dean B. Seiler Philadelphia, Pennsylvania; Supply Officer, USS Nimitz (CVN 68); ‘’Probably 95% of my friends are male Naval Academy graduates,’’ Mines said. ‘’In terms of prepar- Retired Rear Adm. Seiler, SC, USN, 90, passed away on August 16, Fleet Material Support Office, Mechanicsburg, Pennsylvania; Sup- ing me for life, you just couldn’t beat the Academy experience. I learned from the many challenges I 2019. Seiler retired from the Navy after over 38 years of service while ply Officer, USS New Orleans (LPH 11); member, Naval Aviation faced at the Naval Academy and in the Navy, so I was not afraid to step forward and take charge of a Integrated Logistics Support Task Force; Flag Aide, Naval Supply lot of the challenges I faced in civilian life.’’ serving as ?. He received his bachelor’s degree from the University of Her busy life is also filled as a member of the Defense Advisory Committee on Women in the Ser- Pennsylvania Wharton School and his master’s degree from ?. Duty Systems Command, Washington, D.C.; Naval Supply Center, San vices (DACOWITS). The 70-year-old organization’s members came to the academy when she was there assignments include: Diego, California; and USS Estes (AGC 12). to help support women students, Mines said, so she wants to ‘’pay it forward … and be there for others.’’  Link to original story… https://www.defense.gov/Explore/Features/Story/Article/2368812/ naval-academy-was-personal-calling-for-first-black-female-plebe/#pop4568066 50 Winter 2021 The Navy Supply Corps Newsletter 51 Tell us a little bit about where What has your time at the Navy you were before you transferred Supply Corps School taught to the Supply Community? How you and are you happy that you was that experience for you? chose supply? I was a Naval Reactors instructor at Naval One of my life mottos is “Aspire to be inspired,” Nuclear Power Training Command (NNPTC), which is exactly what Navy Supply Corps where officers and enlisted personnel are School (NSCS) did for me. I learned the most taught the theories and fundamentals behind during the professional development (ProDev) the design and operation of Navy nuclear segment, where different Supply Corps reactors. It was an amazing experience to instructors have discussions regarding topics have the opportunity to teach a variety of from mentorship to leadership styles. The nuclear subjects and serve as the division offi- commanding officer and executive officer also LT. CMDR. JAVIER ARAUJO CAPT. JAMES MARTIN LOWTHER cer for the Nuclear Field “A” School Electrical provided insight and advice during ProDev, 20 years – August 1, 2020 30 years – October 1, 2020 Equipment division. which made it extremely apparent that our LT. CMDR. WILLIAM LYNN CHAMLEE CAPT. JEFFREY A. SCHMIDT Lt. Sindy Ramirez success was paramount. I did not choose 20 years – August 1, 2020 30 years – October 1, 2020 How did you find out about supply, supply chose me and I am excited to making a lateral transfer to the CMDR. DANA LASHUN KERNS SMITH CMDR. ROBERT THOMAS GERSTNER see what I can do and accomplish for the 24 years – August 1, 2020 28 years – October 1, 2020 supply community or any other community. community for that matter? CAPT. ROGELIO ENRIQUE ALVAREZ CMDR. COLLEEN LYNN JACKSON What opportunities are you 29 years – September 1, 2020 21 years – October 1, 2020 Navy Supply What made you choose supply? most looking forward to in the All direct input officers (DIOs) report to their CAPT. MICHAEL WILLIAM HERYFORD CMDR. KEITH BALLANTYNE KLEMM supply community? Corps School instructor assignments immediately after 27 years – September 1, 2020 20 years – October 1, 2020 graduating from Officer Development School I was selected for Women in Submarines CAPT. JAMES A. LAPOINTE CMDR. STEVEN MICHAEL OSBORNE Interviews Lt. and teach for up to five years at NNPTC. Duty and it has been a dream of mine to join 29 years – September 1, 2020 21 years – October 1, 2020 Sindy Ramirez: The next career milestone for DIOs is to this elite community. I was raised as a junior lateral transfer into another community. I officer (JO) by submarine chiefs. They were CAPT. JEFFREY W. RAGGHIANTI CMDR. JAMES THOMAS PERRY JR invested in my success and groomed me to 36 years – September 1, 2020 30 years – October 1, 2020 A Lateral ultimately chose the Supply Corps commu- nity because it is always on the forefront of become the JO that I am today. I am excited CAPT. LEROY H. WEBER CMDR. SEAN W. TOOLE Transfer to the groundbreaking initiatives that will affect to be a Supply Corps officer across multiple 26 years – September 1, 2020 20 years – October 1, 2020 the entire Navy from aviation to the nuclear platforms and continue achieving our long- Supply Corps standing motto “Ready For Sea.” CMDR. SCOTT JOSEPH LEWIS LT. CMDR. SAMUEL BETANCOURT community. During a “Warrior Toughness 24 years – September 1, 2020 20 years – October 1, 2020 Community Training,” the phrase “Ready For Sea” was How did your experience at mentioned several times and I took a deep NNPTC enable you to enhance CMDR. SETH DAVID THORNHILL LT. CMDR. BRENDAN RICHARD HOGAN from the dive into what that meant. From there, I 21 years – September 1, 2020 20 years – October 1, 2020 Naval Nuclear researched and was presented with all of the the learning experience for your LT. CMDR. JASON EDWARD BLANCHARD LT. CMDR. SCOTT THOMAS HUTTLESTON astounding accomplishments the Supply Basic Qualifications Course 23 years – September 1, 2020 27 years – October 1, 2020 Power Training Corps has achieved and I was inspired. classmates? LT. CMDR. TRISHA ANN ESTRADA LT. MICHAEL ANDREW AMON Command How has your experience been I was able to share my success stories and 20 years – September 1, 2020 21 years – October 1, 2020 lessons learned from my experiences serving during the transfer? as a division officer at NNPTC. During the LT. CMDR. STEPHEN GLENN HIGGINS CAPT. MATTHEW PAUL HOFFMAN Most DIOs will lateral transfer to Engineering Leadership Management class at Basic Quali- 20 years – September 1, 2020 35 years – November 1, 2020 Duty Officer, Human Resources and other fication Course, I took the initiative to pres- REAR ADM. JOHN TAYLOR PALMER CAPT DANIEL J. NOLL various communities. Lateral transferring to ent the relationship between a leader’s legacy 32 years – October 1, 2020 33 years – November 1, 2020 the Supply Corps was not a path frequented and self-reflection. In the nuclear community by many DIOs, therefore I had a lot of ques- CAPT. JAMES T. ALBRITTON CMDR. RUSSEL LYNDEN ELLIS it is common to constantly reflect on the ini- 31 years – October 1, 2020 26 years – November 1, 2020 tions of what my career path would look like. tiatives that were successful and areas that can improve, with clear goals and realistic CAPT. ROBERT KENNETH DEGUZMAN JR LT. CMDR. MANUEL LAMAR POWELL ways to measure them in order to communi- 27 years – October 1, 2020 20 years – November 1, 2020 cate them to others. It has been a life changing CAPT. ELIZABETH L. JACKSON LT. CMDR. REBECCA ANN JENKINS experience with BQC classmates and has 21 years – October 1, 2020 20 years – November 1, 2020 given me the opportunity to learn from all of them equally. 

52 Winter 2021 The Navy Supply Corps Newsletter 53 AROUND The contract is known as the HSP Global fiscal year 2019, HSP contracts represented will improve husbanding standardization. NAVSUP’s New MAC because 32 companies received con- approximately 1,878 task orders valued at “NAVSUP Business Systems Center built the Husbanding tracts under the MAC. The companies $169 million. NAVSUP also conducts hus- HSP portal to meet the unique demands of awarded are identified in the DOD notice of banding services training on behalf of the each HSP stakeholder and it has proven to be Contract contract release at https://www.defense.gov/ Navy. a vital oversight and data analysis tool,” NAVSUP Newsroom/Contracts/Contract/ “In the past four years, NAVSUP and our Mationg said. Offers Article/2369073/. mission partners have worked together to “Our HSP web-based application sup- Worldwide “The operational logistics required to sup- improve husbanding services by focusing on ports the demand management model. It is port a globally dispersed naval force presents streamlining source selection, eliminating all-inclusive and simple. This HSP portal Support complex challenges. Sustainment for war- unpriced line items, and maximizing competi- enables the end user to track metrics and ships, aircraft and expeditionary detachments tion. A ‘cradle to grave’ strategy was incorpo- make good data decisions,” said Tom Kunish By Debbie Dortch of differing mission and size must be planned, rated to ensure necessary oversight into the of the NAVSUP Contracting Directorate. OFFICE OF CORPORATE COMMUNICA- orchestrated, synchronized and integrated all entire process from requirements develop- “Awarding the HSP Global MAC rep- TIONS, NAVSUP HEADQUARTERS over the world. Commercial HSP contractors ment, to receipt and acceptance and final pay- resents over a year of work by OPNAV, the NAVSUP Fleet Logistics Center (FLC) provide an adaptable mix of unique skill sets, ment. Standardized efforts resulted in an NAVSUP Enterprise, and naval component Sigonella awarded a worldwide hus- flexibility and local knowledge in support of improved structured approach to husbanding commanders. A fundamental shift from Joint and naval operations that a strictly naval to support the demand management model,” regional contracts to a global contract sets the banding services contract Oct. 1 with force cannot cultivate for all scenarios,” said said Michelle Leary Mationg of the Depart- foundation for the next generation of Navy a total ceiling value of $2.1 billion to Rear Adm. Peter Stamatopoulos, commander, ment of the Navy Category Management Pro- auditability, data analysis, competition, and support Maritime forces of the NAVSUP. gram Office. process improvement efforts for the husband- Department of Defense (DOD), other “This first-ever global award for husband- In addition to creating contract adminis- ing services provider program,” said Cmdr. Left to right: Supply Corps Officer Lt. Aine Mangan; the oldest Navy ing represents the culmination of a decade of tration efficiencies, the contract will ensure Chris Kading, OPNAV N4. Supply Corps School instructor Mr. Andre Grisham; Executive Officer United States Government agencies, changes in husbanding contracting to pro- Maritime forces receive a high level of support “It also standardizes the contract and Capt. Bill Barich; and Senior Enlisted Leader RSC Deon Drayton. North Atlantic Treaty Organization mote competition, responsiveness to the warf- no matter the port; reduce contract duplica- training for ‘At Sea’ supply officers across the –photo by Navy Supply Corps School Public Affairs (NATO), and other foreign vessels ighter, and audit compliant processes with tion; better leverage the federal government’s globe in order to better prepare them, and to participating in U.S. Military or NATO more than 30 companies supporting every buying power; and drive greater transparency help everyone be better stewards of the U.S. fleet across the globe,” said Capt. Jerry King, leading to better data-driven business deci- taxpayers’ dollar,” said Scott Porter, NAV- exercises and missions. chief of contracting, NAVSUP FLC Sigonella. sions, which help fleet commanders achieve CENT/COMFIFTHFLEET Husbanding Ser- Navy Supply  Husbanding services encompass the criti- NAVSUP serves as the Department of the desired outcomes. vice Provider Program manager. Corps School Celebrates cal elements of support required when U.S. Navy’s lead for all husbanding services con- The contract will be supplemented with Navy vessels are visiting commercial and mili- tracts, bringing expertise to perform day-to- an online portal to record requirements and Navy Birthday tary ports across the globe. Commercial Hus- day management oversight responsibility. In measure/monitor husbanding services, which By Navy Supply Corps School Public Affairs banding Service Providers (HSPs) deliver logistics requirements such as force protec- tion, water, tugs, waste removal, as well as ctober 13th marked the official date of the U.S. Navy birthday, with A tugboat directs the Ford-class aircraft carrier USS Gerald provide electricity, phone lines and transpor- 2020 marking the 245th anniversary. The staff and students of the R. Ford (CVN 78) as it departs from the pier. –photo by tation to a visiting ship and its crew. Navy Supply Corps School (NSCS) celebrated with a cake cutting Mass Communication Specialist Seaman Cory J. Daut O ceremony. Unlike previous years, where staff and students would gather “The NAVSUP FLC Sigonella contracting together to celebrate, students were served cake in their respective classrooms team did an exceptional job working with the while adhering to COVID mitigations. HSP program managers and FLCs, incorpo- In light of these restrictions, NSCS decided to enjoy a little esprit-de-corps rating lessons learned, and revamping lan- with a cake decorating contest. Staff and students were invited to submit their guage and processes to award a global designs to the command to be voted on. Lt. Aine Mangan with 4th battalion, contract aligned with Navy Audit require- foxtrot company won by popular vote and had her design featured on this ments that provides the flexibility to meet the year’s birthday cake.  needs of the fleets,” said NAVSUP FLC Sigonella Procuring Contracting Officer Gary Trimble. NAVSUP will execute and monitor the HSP Global Multiple Award Contract (MAC) through a network of eight Fleet Logistics Centers in Norfolk, Virginia; Jacksonville, Florida; San Diego, California; Puget Sound, Washington; Pearl Harbor, Hawaii; Yoko- suka, Japan; Manama, Bahrain; and Sigonella, Italy.

54 Winter 2021 The Navy Supply Corps Newsletter 55 AROUND Establishing the NAVSUP Lessons

NAVSUP Sustainment in the Learned Program NAVSUP By Lt. Qilun “Q” Zhou Caribbean: What Logisticians NAVSUP HQ N31 LOGISTICS OPERATIONS CENTER Should Know about Naval AROUND global logistics operations, we are gradually shifting focus from Station Guantanamo Bay 2020 has been an extremely challenging year so COVID-19 response efforts to natural disaster observation collec- By Lt. Cmdr. Kurtis Noack, Supply Officer far. The COVID-19 pandemic has caught the world by surprise, tion and corresponding response efforts. NAVSUP NLLIS contrib- NAVAL STATION GUANTANAMO BAY utors strive to collect impactful observations and ensure these revealing many areas in which NAVSUP could improve opera- Naval Station Guantanamo Bay (NSGB), located on the southeastern point tional readiness, especially in health and safety preparedness, observations are properly documented so they are readily available supply chain management, transportation/distribution, and for future events. Furthermore, as the Deputy NLLIS/JLLIS Deputy of Cuba closest to Haiti, is the oldest U.S. Navy forward operating base– in-person training, just to name a few. At the beginning of the established in 1898. Today, it remains a strategic maritime asset as a key lockdown in March, as NAVSUP pushed for maximum telework, logistics hub for ships operating in the Caribbean. we found ourselves in the midst of unprecedented hardships and challenges. Lack of laptops, PPE, and cleaning supplies, as well as NAVSUP Fleet Logistics Center (FLC) Jacksonville is the logistics provider to this VPN challenges and other IT issues affected work productivity in Lt. Qilun "Q" Zhou, NAVSUP HQ N31 Navy Region Southeast installation, and many who are familiar with NAVSUP FLC Logistics Operations Center some areas. As the NAVSUP Enterprise adjusted priorities to Jacksonville’s operations refer to it affectionately as NSGB*. The asterisk is owing to the maintain operational readiness, the Operations Directorate began fact that it is the frequent exception to broad policy or procedures - what works elsewhere to leverage Navy Lessons Learned Information System [NLLIS, a in the fleet may not work at NSGB. subset of the Joint Lessons Learned Information System (JLLIS)] The logistics legs and regulations governing the site frequently create unique situa- to track observations and develop lessons learned in our fight to tions for the personnel who provide distance support from the States. Air transit to and contain COVID-19. The pandemic continues to surface important from the installation is limited to Air Mobility Command (AMC) missions for both per- lessons, and thanks to JLLIS, we have a historical repository to sonnel and cargo. Travel must be arranged early and planned to coordinate with the per- draw upon across DoD to improve our approach to operational sonnel flights to and from the States, which are far less frequent than commercial logistics in a constrained environment. customers are used to. Since its establishment just prior to the pandemic lockdown, Large cargo and cargo that is not time sensitive travels by barge from Blount Island in the NAVSUP Lessons Learned Program continues to develop and Jacksonville, Florida. Time sensitive material, including fresh foods and high priority mature. Recently, NAVSUP Fleet Logistics Center Yokosuka material, will fly on a cargo flight from Norfolk, Virginia. Given its population size and (FLCY) completed a COOPEX, whose process requires assess- requirements, supporting the installation is similar in scope to supporting a deployed car- ment of NAVSUP’s overall logistics capabilities, supply strategies, rier. The installation makes its own water and electricity, but everything else must be acquisition tools, and training, as well as continuous evaluation of brought in or made from materials already on the island. its logistics approach to ensure NAVSUP is poised to respond NSGB is a deep water refueling port widely used by the Navy and Coast Guard, with a quickly to crises. JLLIS has become an essential tool in capturing steady stream of ships making port visits in the past year. There is almost always a casu- valuable experiences with a focus on integrating these experiences Manager I continue to explore ways to promote the NAVSUP Les- alty report (CASREP) requisition that is being anxiously tracked to support the fleet. into our collective decision making process. We anticipate this sons Learned program, expand our team of contributors, and ...continued on page 58 effort will provide foresight for future operational and exercise increase our audience and influence. Additionally, the NAVSUP planners and enable our logistics teams to execute on arrival in a Lessons Learned Program team is researching options to improve dynamic operational environment. We will continue to expand observation analysis by extracting valuable information from our lessons learned program to incorporate lessons learned and groups of observations to produce meaningful statistics for leader- observations from events that affect NAVSUP operations and ship’s situational awareness and decision-making process. supply chains. These events may include natural disasters, We are truly thankful to Naval Warfare Development Com- destructive weather events, and even daily operations and exer- mand, especially to Mr. Mark Henning (Deputy Director, Navy cises. The program’s intent is to ensure that the NAVSUP global Lessons Learned), for stewardship in running the NLLIS Program logistics enterprise is better poised to embrace changes in such a and for maintaining this efficient, yet constantly improving, plat- way that we can avoid making preventable mistakes in the future. form. The workshop and training symposiums prepare us to face In the words of the Keynote Speaker for the 2020 Virtual Navy future challenges as we continue to improve our NAVSUP NLLIS Lessons Learned Program (NLLP) Workshop, Admiral Loiselle, efforts. It is almost certain that impactful events like COVID-19, USN, CSG4 and prior Joint Staff J7 in charge of JLLIS, “The threat hurricane Iota, and the almost 800,000 acre August Complex fire in changes constantly, we need to stay one step ahead at all times.” California will continue to happen in the future, and that JLLIS As a record number of wild fires and hurricanes threaten the will be a key enabler to keep us one step ahead and ready to meet  safety of NAVSUP Enterprise personnel and assets, impacting the challenge head on!

56 Winter 2021 The Navy Supply Corps Newsletter 57 ...continued from page 57 AROUND

Whether that CASREP material makes it to NSGB?” The answer is always, “none.” can more than double during the holiday to the Norfolk terminal in the afternoon Every cargo flight to the installation is at season. Unlike a traditional postal opera- USS Tripoli (LHA 7) visits NAVSUP or the next morning can mean the differ- its maximum capacity. Logisticians at tion with daily deliveries of incoming and Naval Station Guantanamo NAVSUP ence between having the material at NSGB work closely with load planners in outgoing mail in a steady daily pace, the Bay during its maiden voyage NSGB on the next flight, or arriving sev- Norfolk in prioritizing what must fly mail also comes in on the twice-weekly from the builders' shipyard in eral days later. Planning and expediency first, as there are always pallets of mate- cargo missions. Receiving 15,000-20,000 Pascagoula, Mississippi to AROUND her new homeport of San are critical to mission success, as there are rial ready to fly that will have to wait for lbs. of mail in a single day arriving in Diego. –photo by U.S. Navy no commercial carriers that can promise the next mission. Usually, whatever bulk 50-75 triwalls can be just an ordinary an overnight delivery for the right price. mail that came in last will wait for the afternoon in NSGB. For material coming by barge, a delay next flight later in the week or early in A reserve of fuel resources is at the of a couple days to the barge can mean the following week. ready to support the installation and vis- waiting additional weeks for the material It is not uncommon for mail to wait iting ships. Whether fuel is required by to get to NSGB. This includes construc- in Norfolk for a few days in order to use the ships conducting port visits, by gov- tion material, frozen and dry provisions, the prized air cargo space on the flight to ernment vehicles on the base, or even a household goods and all vehicles. If the deliver fresh fruit and vegetables destined private customer filling their gas tank at the local Navy Exchange gas station, the fuel arrives via the Defense Logis- tics Agency fuel support operation. This robust fuel support maintains a supply which can support operations Mail arrives by cargo plane for months and has delivered millions twice a week at Naval Station of gallons in fuel to ships visiting Guantanamo Bay and is NSGB over the past 12 months. quickly processed for Just like every duty station, we as distribution. –photo by Lt. logisticians occasionally get asked to Cmdr. Kurtis Noack work miracles. We have the capability to work miracles and can do amazing things from one of the world’s most unique locations, but the big differ- ence is that we need more advanced notice to work those miracles. The strategy of calling in favors to make it happen becomes a little different at NSGB*. Without the luxuries of over- night commercial delivery, or shop- barge has just left Blount Island when the for a DDG with a scheduled port visit. ping around the fleet concentration area material is ready to ship, that shipment When enough cargo is standing by wait- to fulfill an urgent material requirement, will wait in a secure warehouse at Blount ing on airlift to NSGB, AMC Norfolk will that special delivery is going to require a Island while the barge makes its two- coordinate an additional mission to clear few extra steps and may even take a few Postal Service facility at week transit to NSGB and back, before it the backlog. Fortunately, the community extra days. We strive to always get to a Naval Station Guantanamo is loaded on the barge for its week-long onboard the installation takes the logisti- “yes” when it comes to support, but in Bay. –photo by Lt. Cmdr. journey to the installation. cal challenges in stride. It’s not uncom- Guantanamo Bay, it often becomes a “yes, Kurtis Noack It is common for ships to add last mon to see a Facebook post on a but…”  minute items to food orders, or request community page asking for even the most substitutions, which can make it difficult trivial material things to borrow, or even for some to grasp the inflexible nature of a single ingredient needed for a favorite the timeline placed on mission partners family recipe that evening. and logisticians at NSGB. A unit recently With online ordering now common- asked for substitutions two-weeks out place and mail delivery provided by the from their requested delivery date, not U.S. Postal Service, it’s no surprise that realizing their provisions were already on the mail is a vital service to the residents a barge headed south. of NSGB. The weekly average weight of Another common question is, “How mail being processed for the installation much cargo room is left on the next flight is approximately 28,000 pounds which

58 Winter 2021 The Navy Supply Corps Newsletter 59 NAVSUP Fleet AROUND Logistics Center NAVSUP

Pearl Harbor Sustains NAVSUP Multinational Forces with Contactless AROUND Deliveries during Rim of the Pacific 2020 By Shannon Haney OFFICE OF CORPORATE COMMUNICATIONS, NAVSUP FLEET LOGISTICS CENTER PEARL HARBOR NAVSUP Fleet Logistics Center (FLC) Pearl delivered a message to the team. He referenced a his- Harbor fulfilled the lead logistics role for the dura- torical letter written to the NSD Pearl Harbor team tion of the 2020 international maritime exercise on Aug 14, 1945 by former Capt. H.J. Norton, supply Rim of the Pacific (RIMPAC). officer in command of NSD Pearl Harbor. Executing the mission during the Coronavirus Kalp stated, the attributes of patriotism, hard 2019 (COVID-19) pandemic was unprecedented. work and dedication that were displayed by the NSD Implementing processes that allow for social dis- Pearl Harbor team of 1945 are just as relevant at tancing and minimize person-to-person contact NAVSUP FLC Pearl Harbor today, in 2020. was imperative. “Keeping our personnel safe and moving sup- plies efficiently in a high demand environment is our duty,” said Cmdr. Mike Sargent, operations director, NAVSUP FLC Pearl Harbor. “To sustain the force, we implemented contactless delivery procedures.” Supplies were delivered without AVSUP Fleet Logistics Center (FLC) Pearl Harbor played a pivotal coming face-to face with logisticians. Pearl Harbor Fleet role in the victory of the Pacific in 1945. The command was known All hands were on deck to ensure maximum as Naval Supply Depot (NSD) Pearl Harbor then, and the men and mission partner support as the team delivered fuel Logistics Center N women helped move the necessary supplies to fighting forces on the front to ships and aircraft, mail, provisions, pallets of line. Commemorates material and critical parts. Today, the command remains relevant, providing logistics solutions On sunbaked piers and air fields, and even 75th Anniversary throughout the Indo-Pacific to help generate and sustain readiness. hundreds of feet below ground in fuel tunnels, In preparation for the 75th Commemoration of the end of WWII, the supply officers, enlisted logisticians, reservists and of End of WWII team contributed to the offload of WWII-era aircraft from USS Essex (LHD civilian employees found themselves safely fulfill- 2) by providing rigging and crane support in August. By Shannon Haney ing NAVSUP FLC Pearl Harbor’s mission to pro- “Hoisting WWII-era aircraft and lowering them from the Essex is an OFFICE OF CORPORATE COMMUNICATIONS, vide logistics solutions throughout the Indo-Pacific NAVSUP FLEET LOGISTICS CENTER PEARL HARBOR honor,” said Sheyne Ferriman, crane operator, NAVSUP FLC Pearl Harbor. to generate and sustain readiness. “These planes brought us our freedom and supporting the commemoration is Meeting mission requirements for RIMPAC a privilege.” 2020 required constant flexibility and interopera- The aircraft are participating in flyovers as part of the celebratory events. bility between military branches and nations in Upon the conclusion, the agile logisticians of NAVSUP FLC Pearl Harbor will “I ask that you please take a moment to reflect order to prepare, plan, and execute the daily opera- continue to provide logistics solutions by hoisting the aircraft onto Essex. upon the incredible sacrifices made by so many so tions. By aligning efforts and ideas with other Sailors from NAVSUP FLC Pearl Harbor volunteered aboard USS Mis- that we can enjoy the freedom and peace that we nations, NAVSUP FLC Pearl Harbor built lasting, souri (BB 63), painting the fantail, scrubbing the teak decks, installing bun- enjoy today,” said Kalp. “Let us look to those who trusting relationships, and further laid the founda- tings and arranging tents on the fantail where commemorative events will came before us to help find inspiration as we con- tion for global prosperity. occur to pay tribute and honor to those who served and their families. tinue to build upon their legacy of ‘Service with RIMPAC 2020 contributed to the increased “Maintaining and preserving the ‘Mighty Mo’ is a great opportunity,” said Aloha’.”  lethality, resiliency, and agility needed by the Joint Command Master Chief William Webster. “If you are interested in volun- and Combined Force to deter and defeat aggression teering visit https://ussmissouri.org/get-involved for more information.” by major powers across all domains and levels of Continuing to commemorate the 75th anniversary of the end of World conflict. RIMPAC 2020 was the 27th exercise in War II, NAVSUP FLC Pearl Harbor Commanding Officer Capt. Trent Kalp the series that began in 1971.  60 Winter 2021 The Navy Supply Corps Newsletter 61 AROUND flexibility. It allows leaders to explore the art Practicing Perfection–NAVSUP’s NAVSUP Fleet Logistics Center Pearl Harbor of logistics and to develop innovative ways to support the strategic end states through oper- Postal Teams in Europe Ensure

NAVSUP ations and tactical action.”

Proves Navy’s Ability to Project Joint NAVSUP Another major theme of the conference Warfighters’ Voices are Heard Combat Power Globally was to find new ways to implement the During Election Season Navy’s diversity and inclusion priorities at the By Shannon Haney By NAVSUP Fleet Logistics Center Sigonella Public Affairs

AROUND command. OFFICE OF CORPORATE COMMUNICATIONS, NAVSUP FLEET LOGISTICS CENTER PEARL HARBOR “Making inclusion and diversity a key hrystalla Horianopoulou is among the dozen or so postal clerks assigned to focus for our conference represents NAVSUP NAVSUP’s three aerial mail terminals (AMTs) strategically located across Navy o move warfighting equipment of an “This type of operation requires consistent NAVSUP FLC Pearl Harbor logisticians FLC Sigonella’s commitment to responding to Region Europe, Africa, Central (EURAFCENT). The two others are located in Rome, CItaly and Madrid, Spain. entire Army infantry brigade from one oversight and input from all the primary logis- simultaneously berthed USNS Brittin the Navy’s urgent call to all commands to side of the globe to another takes time, ticians and constant communication with the (T-AKR-305) and USNS Fisher (T-AKR-301) recruit and retain the best workforce possible, As it is for her postal clerk colleagues, one of Horianopoulou’s duties during a U.S. gen- T manpower, planning and joint force Army and other mission partners throughout providing near simultaneous, back-to-back and eliminate discrimination of any kind eral election season is to complete receipt forms for postal customers who mail their absen- collaboration. the Pacific,” said NAVSUP FLC Pearl Harbor loading of Army vehicles, helicopters, cargo across the service,” said Bong Cabling, tee ballots at NAVSUP’s AMT at Athens International Airport. Each receipt includes a NAVSUP Fleet Logistic Center (FLC) Ocean Terminals Director Lt. Cmdr. Luke and equipment. Utilizing 24-hour operations NAVSUP FLC Sigonella’s executive director. tracking number so that the postal customer can monitor the movement of his/her ballot to Pearl Harbor operates one of the Navy’s busi- Hafner. and a well-organized Joint team, the two ves- NAVSUP FLC Sigonella is NAVSUP’s the state’s election office. est and most strategic seaports in the The team was tasked to embark over sels were loaded and raised their stern ramps fleet logistics center in Europe whose work- “Generating a tracking number for mid-Pacific. 2,000 pieces of cargo, including aircraft, onto to depart Pearl Harbor. force comprises, in part, hundreds of logistics absentee ballot mail is not a requirement From Aug. 29 - Sep. 3, NAVSUP FLC two large, medium-speed roll-on/roll-off “We must be prepared for a surge move- professionals of Italian, Greek and Spanish for us, but we do it as a courtesy so that our Pearl Harbor worked with mission partners vessels. This proof of concept was to test the ment of equipment to support contingency nationality. “NAVSUP FLC Sigonella is a very customers have full visibility of the move- to deploy the 2nd Infantry Brigade Combat capabilities of NAVSUP FLC Pearl Harbor operations in the Indo-Pacific region,” said culturally diverse command,” Cabling said. ment of their mail, and are able to verify Team, 25th Infantry Division and 25th Combat and their ability to flex their resources in order Hafner. “This ocean terminal we operate has “The expertise that our host nation partners that their votes are counted,” said Joel Lee, Aviation Brigade to Joint Readiness Training to support surge operations. proven to be a vital seaport in supporting the contribute to the NAVSUP mission is invalu- AMT Athens postal officer. Center, Fort Polk, Louisiana. United States power projection capability.”  able. We benefit greatly from the variety of Another way that NAVSUP’s postal backgrounds and expertise of all of our Amer- clerks ensure the secure movement of ican and host nation mission partners.” absentee ballots to the U.S. is to clearly Cabling added that conducting the lead- time-stamp the envelopes that show the ership conference virtually was a first for the date when the mail was processed. A clear- NAVSUP Fleet Logistics Center Sigonella command. ly-printed stamp, Lee said, is an important “In this era of the COVID-19 pandemic, aspect of what makes a ballot valid. Leaders Meet Virtually to Discuss Fiscal Year and all the challenges it causes for us, we are “Because nothing is more important to operating in a new normal,” Cabling said. us than a ballot, the election season high- 2021 Priorities “Using video conferencing technology to com- lights the need for NAVSUP’s postal pro- By NAVSUP Fleet Logistics Center Sigonella Public Affairs municate with each other was the perfect way fessionals, like Chrystalla, do their job perfectly and with exactness to ensure the to comply with the social distancing man- Above: Chrystalla Horianopoulou, voices of our warfighters, their dependents dates made by American and host nation completes a receipt form for a postal ilitary and civilian leaders of NAV- operational challenges they continue to face, COVID-19 pandemic requires us to be aggres- governments.” and U.S citizens living in Europe are heard,” customer who hand-delivered an SUP Fleet Logistics Center (FLC) and to form actionable solutions, especially in sive learners, to innovate new ideas and prac- For NAVSUP FLC Sigonella’s leaders, Lee said. absentee ballot in October at the Sigonella gathered virtually for the the event of a possible resurgence of COVID- tice outside-of-the-box thinking,” Turner told developing smart solutions to operational “I consider it an honor to be able to be Enterprise's aerial mail terminal located Mcommand’s annual leadership conference July 19 cases in EURAFCENT. the attendees. “Our discussions during the challenges were key to making the confer- part of this very important process at the at the international airport in Athens. 28-30 to exchange ideas and develop solutions conference offer us an opportunity to look at ence a success. Rick Sucheck, NAVSUP Athens Post Office,” Horianopoulou said. –photos by Joel Lee aimed at achieving the command’s strategic our operations with a critical eye and find FLC Sigonella’s business manager, said he Lee, Horianopoulou and NAVSUP Fleet goals during fiscal year 2021. ways to employ net power and resourcing to recorded the action items that emerged from Logistics Center (FLC) Sigonella’s other Attendees of the conference operate at provide tactical solution sets for warfighter discussions. postal professionals working at AMT Athens strategic locations across Navy Region plans and strategies. This approach will ulti- “Our ability to achieve our objectives this are responsible for military mail transiting Europe, Africa, Central (EURAFCENT): mately make us a better organization.” year depends not simply upon exchanging between the airport and Naval Support Naval Air Station Sigonella, Naval Station Two of the three central themes for the ideas and brainstorming solutions, but also Activity Souda Bay, Greece. Their postal Rota, Spain; Naval Support Activity (NSA) conference were optimizing manpower and completing action items created during the mission also includes supporting contingency operations in Larissa and Volos, Greece and Souda Bay, Greece; NSA Naples, Italy; and improving overall capability positioning. conference,” Sucheck said. “Following through U.S. Navy vessels transiting the Mediterranean Sea. The Athens AMT, added Lee, moves Camp Lemonnier, Djibouti. Capt. Alsandro Turner, NAVSUP FLC “Manning and capability are critical enables us to align our approach with NAVSUP approximately 600,000 pounds of official and personal mail for the DoD per year. During the symposium, each leader dis- Sigonella’s commanding officer, urged the aspects to performing our mission because leadership and achieve their mandate of being NAVSUP’s AMTs in Europe fall under NAVSUP FLC Sigonella, one of the Enterprise’s cussed how the COVID-19 pandemic dis- attendees to take steps to mitigate future they allow us to properly effectuate warf- able to fight and win.”  eight globally-positioned logistics centers that provides for the full range of support to the rupted aspects of command operations and potential interruptions to operations. ighter operations,” Turner said. “The proper fleet’s military operations. NAVSUP FLC Sigonella delivers solutions for logistics, business the lessons learned. Each briefer made time “The new operational environment that combination of manning and capabilities and support services to the Navy, Military Sealift Command, Joint and Allied Forces for open-forum discussion to identify the our command faces as a result of the equals decision making options and throughout EURAFCENT.  62 Winter 2021 The Navy Supply Corps Newsletter 63 AROUND NAVSUP

65 - - -

verified and counted staff Misawa ue to COVID-19 travel restrictions, travel restrictions, ue to COVID-19 stateside couldn’t auditors located to conduct the travel to Misawa NAVSUP Fleet audit on-site. Site In addition to virtual audits, NAVSUP “This is just another example of our Each location had its challenges both Using the Microsoft Teams application, Using the Microsoft Teams “The process was a bit slower,” said Chief The auditors provided a list of 91 items to over 91 parts in three of their warehouses. over 91 parts in three of from Ernst & Young Normally the audit team NAVSUP WSS Phila would’ve traveled from and in-office personnel, allowing them to Logistics Center (FLC) Yokosuka Site Logistics Center (FLC) first ever virtual audit Misawa conducted the and NAVSUP with stateside inspectors (WSS). Weapons Systems Support tory results showed 98% validity. FLC Yokosuka has been using Teams to enhance collaboration between its teleworking conduct meetings and share documents. workforce adapting to the new normal under COVID-19,” said Capt. Edward Pidgeon, NAVSUP FLC Yokosuka commanding officer. “All our products and services have found creative ways to continue our mission in these challenging times.”  physically with parts in multiple locations and with connectivity to ensure the link to the auditors on Teams was maintained. The inventory team worked hard to overcome each hurdle to get the job done. Overall inven The do the audit in person. delphia to Misawa to held each part to Site Misawa staff members the phone and confirmed it with the stateside auditors who recorded the count remotely. Logistics Specialist Cornell Jiles, NAVSUP FLC Yokosuka Site Misawa site director, “but it got the job done.” be inventoried and NAVSUP FLC Site Misawa ried the parts in three buildings depending on where they were in the order pipeline. Parts were in the FLC’s warehouse, in process at at the Aviation Supply Depot or on the line the Aviation Maintenance Intermediate Depot. D personnel tracked the parts down across Misawa Naval Air Facility. Personnel invento

NAVAL AIR STATION MISAWA STATION AIR NAVAL INSTALLATION SUPPLY OFFICER SUPPLY INSTALLATION By Lt. Cmdr. Robert Allen Robert By Lt. Cmdr. Virtual Audit NAVSUP Fleet NAVSUP Logistics Center Yokosuka Conducts Yokosuka The Navy Supply Corps Newsletter Winter 2021

NAVSUP FLC FLC Lt. Thomas Knowles (left) NAVSUP Yokosuka Site Sasebo’s logistics support logistics support Site Sasebo’s Yokosuka officer and Senior Chief Logistics Specialist Keona Johnson (right), pose with COVID-19 bags to support newly arriving personnel in restriction of movement (ROM). –photo by Calvo Timothy Cmdr. ------

“It is our intent that even during ROM, incoming personnel recog Assignments for personnel were also divided to allow for a contin Assignments for personnel were also divided This included working with the local library to provide movies, The efforts by the sponsors for incoming personnel made an enor It goes without saying that going through a permanent change in It goes without saying that going through a and her team Senior Chief Logistics Specialist Keona Johnson that all incoming Working together, they created a plan to ensure

LOGISTICS SUPPORT OFFICER, NAVSUP FLEET LOGISTICS LOGISTICS FLEET NAVSUP OFFICER, SUPPORT LOGISTICS SASEBO SITE YOKOSUKA CENTER SUP FLC Yokosuka Logistics Support Officer Lt. Thomas Knowles. “This effort would not have been possible without the support from all the personnel in Site Sasebo for sponsoring and providing donations for COVID-19 bags.”  nize they are part of the NAVSUP FLC Yokosuka family,” said NAV tics Specialist 1st Class Jeffrey Tally and his family during ROM, and provided round-the-clock support to guarantee his needs were met. mous impact on the incoming personnel mindset and first impressions of the command. Logistics Specialist 2nd Class Joshua Stephens recently sponsored incoming Logistics Support Representative Logis uous and constant stream of information being passed to personnel in uous and constant stream of information being environment, local base ROM updating them on the current COVID-19 and her team, all policies and region policies. Through Johnson necessities to requests for support were taken for action; including if they had kids or make their time in ROM more hospitable, especially pets. delivering special items from the commissary, working with the Navy Exchange to purchase pillows or kids toys, as well as working with base services to start indoctrination. tles and additional comfort items. members and civilians station is already a trial by fire for many service into the equation who volunteer for overseas duties. Adding COVID-19 changes, ambiguous has created a volatile mixture with daily itinerary havoc on the incoming policies and order modifications that wreak personnel and the accepting command. encouragement for the wanted to reverse the flow and offer positive of movement new members to make their last 14 days in restriction (ROM) comfortable. with their counterpart and personnel had open lines of communication cleaning material, were given COVID-19 bags that included abundant hand wipes, water bot masks, gloves, anti-bacterial cleaners, sanitizer,

Personnel to step selves one go further support in incoming their of military and civilian personnel families. along with their Care of its Incoming Fleet Logistics theNAVSUP Center responsetoIn COVID-19, Site teamSasebo taken has upon them it Yokosuka (FLC) Yokosuka Takes Takes Yokosuka Knowles By Lt. Thomas Logistics CenterLogistics NAVSUP Fleet NAVSUP

AROUND NAVSUP 64 AROUND NAVSUP Weapon Systems Support consisting of fiscal and contract law, ethics, NAVSUP (WSS) attorney, Courtney Hatcher, received and civilian personal law. She regularly pro- the Department of the Navy (DON) Office of vides legal guidance on Performance Based

NAVSUP Weapon the General Counsel (OGC) Junior Attorney Logistics acquisitions and has served as Navy Exchange Online Store Turns Six, NAVSUP Systems Achievement Award during the DON OGC co-counsel in litigation with the Armed Ser- Continues to Evolve to Support Customers Virtual Symposium held Aug. 11. vices Board of Contract Appeals. Support The General Counsel Junior Attorney In addition to her official duties, Hatcher is By Kristine Sturkie Achievement Award recognizes an attorney an active member of the OGC community. She AROUND Attorney wins OFFICE OF CORPORATE COMMUNICATIONS, NAVY EXCHANGE SERVICE COMMAND with less than five years experience who has serves as the New Attorney Orientation Group Junior Counsel approached the practice of law with enthusi- Committee co-chair and a Diversity and Inclu- In late August, the Navy Exchange Service In 2017, NEX online shopping privileges were extended to of the Year asm, demonstrated an outstanding ability to sion Advisory Council member. She has also effectively digest and disseminate information, provided coverage at short-staffed overseas Command’s (NEXCOM) website, myNavyExchange. all honorably discharged veterans of the U.S. military. On Jan. 1, 2020, NEX in-store and online shopping and Navy Lodge guest Award and substantially contributed to both their NAVSUP OGC offices. com, turned six years old. Through the years, the NEX activity and OGC. “I am very pleased to have the efforts of one privileges were extended to veterans with a Department of Veterans By Jennifer Blair Affairs (VA)-documented service-connected disability rating, Hatcher was admitted to the bar in 2016, of our outstanding employees recognized at online store has continued to evolve to meet the needs OFFICE OF CORPORATE and then began her career with the Military such a high level,” said NAVSUP WSS Vice of its customers. Purple Heart recipients, former prisoners of war and primary COMMUNICATIONS, family caregivers for veterans enrolled in the VA’s Program of NAVSUP WEAPON Sealift Command. She later joined the Commander Lynn Kohl. “We have a dedicated “Our NEX website has come a long way in the past six years,” Comprehensive Assistance for Family Caregivers. SYSTEMS SUPPORT NAVSUP WSS Office of General Counsel in team of professionals at NAVSUP WSS who said Rich Honiball, executive vice president, Global Merchandis- “We are continually reviewing and upgrading our website October 2017. take pride in the Navy mission. Ms. Hatcher’s ing and Marketing officer, NEXCOM. “Now more than ever, we to ensure it has the merchandise our customers need when they During her time with NAVSUP WSS, character and competence are prime examples know our customers are looking for a safe and convenient place need it,” said Honiball. “Even now, during the COVID-19 pan- Hatcher has proven to be an invaluable of the culture we strive to achieve at our com- to shop for the products they need for their families. MyNavyEx- demic, we are leveraging the buying power of the military resale’s member of the team. She took on a workload mand.”  change.com offers that and more to our authorized customers.” Joint Buying Alliance so that our military customers have priority Since its inception in 2014, the NEX online store has greatly when it comes to allocation of any merchandise that may be in expanded its merchandise assortment to encompass more prod- limited supply. We also have an exciting new partnership to ucts its customers have requested. In 2016, the Ship to Store pro- announce this fall that will elevate our website even more. Stay gram was launched allowing customers to have merchandise tuned!”  ordered online shipped to their local NEX for pick up. Most Navy Supply Corps Newsletter recently, myNavyExchange.com integrated military uniforms for Statement of Ownership a seamless shopping experience for the customer. The website 1. Title of publication: Navy Supply Corps also features the NEX Marketplace, which offers a variety of Newsletter 2. Publication number: 372930 3. products and services including flower delivery, military, food Filing date: December 17, 2020 4. Frequency of Below: Navy Exchange Service Command’s and personalized gifts, overseas vehicle sales and moving, storage, issue: Quarterly 5. Number of issues published website, myNavyExchange.com, turns six annually: Four 6. Annual subscription price: $31 car and truck rentals. Customers can also purchase NEX gift years old. Through the years, the NEX online cards, view weekly ads and find store specific information such as store has continued to evolve to meet the domestic 7. Complete mailing address of known hours of operation and available services. In June, the web store needs of its customers. –photo by NEXCOM office of publication: 5450 Carlisle Pike, hit yet another milestone, signing up its one millionth customer. Public Affairs Mechanicsburg PA, 17050 8. Name and mailing address of publisher: Jan Derk, 5450 Carlisle Pike, Mechanicsburg PA, 17050 9. Name and address of managing editor: Jan Derk, 5450 Carlisle Pike, Mechanicsburg PA, 17050 10. Name and address of editor: Matthew Morri- son, 5450 Carlisle Pike, Mechanicsburg PA, 17050 11. Owner: Naval Supply Systems Com- mand, 5450 Carlisle Pike, Mechanicsburg, PA 17050 12. No known Bondholders, Mortgagees, and Other Security Holders Owning or holding 1 percent or more of total amount of bonds, mortgages, or other securities. 13. Tax status has not changed in the previous 12 months 14. Publication title: Navy Supply Corps Newslet- ter 15. Issue date for circulation data below: Winter 2021 16. Extent and Nature of Circulation:

66 Winter 2021 The Navy Supply Corps Newsletter 67 DEPARTMENT OF THE NAVY Periodical CODE NOCC U.S. Postage NAVAL SUPPLY SYSTEMS COMMAND PAID 5450 CARLISLE PIKE SUITE 309 - 112 Permit No. MECHANICSBURG PA 17050 - 2411 0372-930 OFFICIAL BUSINESS

ONE-ON-ONE HISTORY WITH RETIRED ADMIRALS

Imagine having the opportunity for one-on-one conversation with several of our former Supply Corps admirals. What would you want to know? What would you ask? NAVSUP Office of Corporate Communications Director Janice Derk and her deputy Debbie Dortch were able to sit down with several former Supply Corps admirals in preparation for the celebration of the 225th Supply Corps Anniversary in 2020. “Talking with our former Chiefs of Supply Corps and retired Supply Corps 3-star admirals was a true honor,” Derk said. “It was a great oppor- tunity to hear our leaders recall the challenges they faced and how they built on past leaders’ successes to position the Supply Corps for the future. Technology was a big part of everyone’s scope of responsibility and integrating new technology into the supply chain was a key enabler for efficient Fleet support.” “I could listen to each of them for hours. What they knew then and how it compares to what we do now is fascinating,” Dortch said. “Seeing how active they are as retired officers is inspiring, too. The contributions to their local communities, their ‘keep learning’ attitudes, and their enthu- siasm for life demonstrate there’s nothing slowing them down.” Check out the videos at the While Derk and Dortch, along with their video crew, were able to 'NAVSUPHEADQUARTERS' YouTube channel ! talk with several leaders from the past 40 years, the adventure abruptly drew to a close as the COVID-19 pandemic halted the ability for travel and video filming. “I was really disappointed we couldn’t meet with all of them,” Dortch said. “It would have really made the project complete. Still, the ones we did meet with were just amazing.”