Citation
Navy Supply Corps Newsletter

Material Information

Title:
Navy Supply Corps Newsletter
Alternate Title:
Newsletter
Creator:
United States -- Navy Supply Systems Command
Place of Publication:
Mechanicsburg, PA
Publisher:
Supply Systems Command, Navy Dept.
Publication Date:
Frequency:
Bimonthly[Mar./Apr. 1983-]
Monthly[ FORMER -Feb. 1983]
bimonthly
regular
Language:
English
Physical Description:
v. : ill. ; 27 cm.

Subjects

Subjects / Keywords:
Armed Forces -- Supplies and stores ( fast )
Genre:
Periodicals. ( fast )
serial ( sobekcm )
federal government publication ( marcgt )
periodical ( marcgt )
Periodicals ( fast )

Notes

General Note:
"The professional journal of the Navy Supply Corps"

Record Information

Source Institution:
University of Florida
Holding Location:
University of Florida
Rights Management:
This item is a work of the U.S. federal government and not subject to copyright pursuant to 17 U.S.C. §105.
Resource Identifier:
031367921 ( ALEPH )
(DLC)SN 92023343|19907637 ( OCLC )
(DLC) 2002230221|48968818 ( OCLC )
---75647998- ( LCCN )
Classification:
VC35 .A44 ( lcc )
355.6/21 ( ddc )

Related Items

Preceded by:
Monthly newsletter (United States. Navy Dept. Bureau of Supplies and Accounts)

UFDC Membership

Aggregations:
Digital Military Collection

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Full Text

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Fall 2018

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A Message from the Chief of Supply CorpsIt is a humbling honor to serve as Commander, NAVSUP and 48th Chief of Supply Corps. I am eager to work with our team of dedicated professionals in the NAVSUP Enterprise, the Navy Supply Corps, and our supply community. Together, we will continue the hard work of those As we work to build the Navy the Nation needs, NAVSUP has a key role in supporting improved the Sailors at sea and all others in harms way, to ensuring we enable success in operations and continuing NAVSUPs reform efforts, and making progress on audit. We are increasing the speed of support and are rallying with other key players in Navy sustainment, collaborating end-toto better support force generation that is lethal, reliable and timely. We will do this responsibly, with an eye to both precise execution and accountability. publication, Maritime Logistics in a Changing Strategic Environment written by our own, Rear Adm. Peter Stamatopoulos. It also contains articles highlighting the continued NAVSUP reform efforts, as well as happenings around the NAVSUP Enterprise. Thank you for your kind welcome. I look forward to working with all of you as we improve the capability of our naval and Joint forces and devise solutions in the industrial mission set, MICHELLE C. SKUBIC RADM, SC, USN

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III Team Supply, matter expert answers to all Sailors who Ask the Chief is the essence of who we are as chief as professionals. This newsletter issue features Rear Adm. Peter Stamatopoulos Maritime Logistics in a Changing Strategic Environment. Having witnessed him present this brief to senior leaders, I can tell you that the take aways from his article are something that you will refer back to frequently. I encourage all of us, regardless of our individual background (enlisted, civilian, Joint logistics environment for maintaining maritime superiority. This quarters newsletter also features NAVSUPs ongoing Enterprisewide reform efforts. Each day, as we move forward with the reforms, we are uncovering new ways to improve how we discussed in the following articles. Lastly, we wish our 47th Chief of Supply Corps, Rear Adm. Jonathan Yuen, fair winds and following seas, and welcome aboard our 48th Chief of Supply Corps and Commander, Naval Supply Systems Command, Rear Adm. Michelle Skubic.Lead with character and competence! Command Master Chief Naval Supply Systems CommandNEWSLETTERFall 2018NEWS FROM THE Command Master Chief

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IV 43 24 21 9 6 6LOOKING BACK AT THE LEGACY OF NAVSUPS SENIOR ENLISTED LEADERSHIP9REFORM21GET TO KNOW YOUR NEW COMMANDER24MARITIME LOGISTICS IN A CHANGING STRATEGIC ENVIRONMENT43NAVSUP FLEET LOGISTICS CENTER SAN DIEGO SUPPORTS RIMPAC 2018RETIREMENTS 58OBITUARIES 58 Editorial Staff JANICE DERK Publisher KARLA GABEL MATTHEW MORRISON Editors Cover photo by Madeline Klebe

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1 The 2017 Admiral Stan Arthur Award Logistics Team of the Year is the NAVSUP Fleet Logistics Center (FLC) Jacksonvilles Enterprise Logistics Response Team (ELRT). The NAVSUP ELRTs 2017 deployment to Guantanamo Bay, Cuba following Hurricanes Irma and Maria, realized the combined efforts of the NAVSUP Enterprise to develop, resource, staff and test the ELRT concept. Jacksonville, Puget Sound, and San Diego; NAVSUP Headquarters; and NEXCOM, who possess critical skill sets to respond to a disaster or contingency. Members provided warehousing, postal, supply support, contracting and other logistical services to base commanders, tenant commands and other mission essential personnel who remained in place following the hurricanes. Recognition as the 2017 Admiral Stan Arthur Logistics Team of the Year is a testament to the dedication and expertise the NAVSUP Enterprise provides to identify a need, develop a plan and execute to meet emergent requirements. This is a team win, made possible by the countless contributions of the military, civilian and contractor staff who work to support the global NAVSUP mission. Team of the Year. Members of the NAVSUP ELRT return to Naval Station Mayport, following deployment to Guantanamo Bay and Key West, where they provided warehousing, contracting, and other supply support services in the wake of Hurricanes Irma and Maria. photo by Barbara Burch The Navy Supply Corps NewsletterJacksonvilles Enterprise Logistics R esponse T eam R eceives Admiral Stan Arthur Award for Logistics T eam of the Year NAVSUP Military Logistician of the YearDuring a NAVSUP Headquarters June Town Hall meeting, Rear Adm. Jonathan Yuen presented Cmdr. John Bredenkamp with the 2017 NAVSUP Military Logistician of the Year award. As Director, Industrial Support, NAVSUP Bredenkamp led the development of the component analysis tool, and NAVSUP WSS expedite cellthree innovative approaches that focus on increasing the readiness of our

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2 R ear Adm. Jones T akes the Helm at DLA Distribution Navy Rear Adm. Kevin Jones formally took over as Defense Logistics Agency in June, when he accepted the organizations colors from DLA director Army Lt. Gen. Darrell K. Williams. Relinquishing command was Army Brig. Gen. John S. Laskodi, who has served as DLA Distribution commanding general since June 2016. colors, marking the transition of leadership, Williams spoke of Laskodis numerous accomplishments over the last 24 months, including the DLA Distribution Expeditionary teams humanitarian efforts in the wake of Hurricanes Harvey and Irma, the standup of three overseas distribution centers, and the organizations superior performance metrics. Laskodi responded to the comments saying those were not my accomplish ments, but rather, the work of this incredible workforce. As both a 35-year customer and as your leader for the last two years, I am incredibly thankful. Introducing the workforce to Jones, Williams announced that DLA Distribution was in good hands, describing Jones as a following his last assignment as commander that he was very proud to be taking over as commander. We are a command on the leading edge of change. I believe our future is a good one and I look forward to realizing it with you. Now lets get back to work and see if we can make life a little better for our friends and a REAR ADM. KEVIN JONES 69) celebrates receipt of the 2017 Commander, Naval Air Forces AtlanticJackie G. Brown Logistics Excellence Award. From left: Cmdr. Ryan Lookabill; CNAL Force Thomas Purcell; and Executive photo by MC2 Anderson W. Branch

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3 Having the opportunity to go to was amazing, but being selected as a contestant was an absolute dream come true. I have always loved watching The Price is Right and getting to be a part of one of my favorite shows was exhilarat ing. I have been watching since I was little, but my love for the show actually began in Navy Supply Corps School. It would come on every day during our lunch break, and I would watch it before returning to class. I believe being a part of the Supply Corps allowed me to be more analytical and decisive during my time on the show. I think watching the show almost every day when I got home from work played a part in my success as well. The most amazing thing about the whole experience was the sum of everything that happened that day. My husband recently got back from deployment with the 15th Marine post-deployment leave. Since we were Airport, I wanted to try to get on the show. We waited in line for hours and barely made it on. (There were only four Then, to top it all off, when I was on stage to tell my husband the best news of all... Lt. Veronica Grimes celebrates after winning her T he Price is RightBy Lt. Veronica Grimes, Commander Naval Surface Improvement and Audit Commander Naval Lt. Veronica Grimes and her husband, 1st Lt. Christopher Grimes, pose for a photo by the wheel

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4 Corporate Management Development Program (CMDP) Development AssignmentBy Analicia Halasowski, Security Specialist, In order to grow as a leader, students of the Corporate that will push them out of their comfort zone and requires them to adapt to a new position and culture, while fostering personal and leadership growth. branches. Ive had the opportunity to experience a number of different across the NAVSUP Enterprise. Therefore, in order to broaden my perspectives and enhance my leadership development, an operational DEVOP was the smart choice. I wanted to be where the action was, and operations was an area where I was lacking experience. I want my career to head in the operations direction. By going out to sea with the active duty Navy, I a part of an entirely different work culture.Development Assignment PositionThe position of a B-Strike aboard an active carrier is dynamic, and, O-3 or O-4, and has historically been occupied by pilots awaiting a As a member of the strike team, I was exposed to all aspects of an operational carrier and had the opportunity to contribute to tactical-level operation planning. I assisted approximately 100 naval aviators in qualifying for carrier landings, which was the work of Additionally, I took on a special assignment from the strike had been no set system for saving records in an organized manner. and an organized, self-explanatory system would greatly improve the turnover process. I spent time familiarizing myself with the duties approval, I reorganized the entire shared drive, resulting in a simple system that is easier to navigate. Flight deck of USS Abraham Lincoln (CVN 72)

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5 Experiences During DEVOPThe experiences I had on the ship can be categorized two ways: Leadership/communication principals Character building The time spent working on my daily tasks, attending meetings, observing leadership along the chain of command, and day-to-day operations provided me with the leadership competencies expected during a DEVOP. There is a lot of leadership by walking around on the ship, as Sailors are spread out and not everyone has access to email. Most communication is done daily at quarters, via face-to-face interactions, and 1 Main Circuit I attended a number of meetings while on the ship, including: Operations quarters Navigation briefs Replenishment at sea briefs GUNEX (details on the execution of the weapon Planning boards for training Attending these meetings was an effective way to observe leadership and planning in a different perspective than from my regular work environment. their share of the brief, and everyone spoke up when they had lessons learned or suggestions. I also had the opportunity to observe and/or participate in a number of events and drills, which I would categorize as character building: from the bubble. the platform at the edge of the ship where Weapons on-load: Over four million pounds of ordnance was brought onto the ship by helicopters and side-by-side transfer; I was able to observe this from a helicopter. moving targets such as a drone towed behind an airplane; a remote-controlled General quarters/man overboard drills: Conducted at all hours. Mass casualty drill: I participated as a victim actor, and was able to see how the ship trains corpsman and medics for a mass casualty event. Leadership Competencies Acquired and Strengthened as a Result of the DEVOP: External Awareness: Getting out of the carrier gave broad depth to the Navy and lexibility, Strategic Thinking Decisiveness, and Problem Solving: In an operational environment, you plan for missions; however, the plans change as soon as the mission starts. Having the ability to solve problems in an unfamiliar situation is a quality that good leadership requires. Resilience: Being underway, youre always on call, always a leader, and you need to military has a sayinghurry up and waitwhich I was able to get through Stress and pressure can build up when over 3,000 people are together on a ship and unable to go home for weeks at a crucial. Leveraging Diversity: The ship is comprised of a variety of ages, backgrounds, experience, and education. There is also diversity This makes for an environment requiring tact and teamwork. Its important to know your people, their backgrounds, and maximize their knowledge and potential.Leaders in an operational environment meet short deadlines to keep up with the ships pace. In order to accommodate ever-changing operations, decisions are made based on the information in front of you. The ship operates 24/7. I found that I thrived in this environment, and was able to keep up with the operational tempo, and I went underway with Abraham Lincoln a total of four times, totaling 34 days at sea. During this time, I learned new methods and exercises of communication and intend pilots have a true confessions session, where they admit to their mistakes in order to prevent other pilots from making the same mistakes. This can be used in the civilian side as a means of accountability and lessons learned. Morning quarters quick method of passing information and priorities to the Sailors. This can also translate over for a means of quick getblasts and long meetings. I also experienced leadership and mentorship while helping situations, teaching them that sometimes taking no action is the best action, and other mediation and communication strategies. Above: Observing an ammunition onload with the HSC-5 Nightdippers

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6 Looking Back at the Legacy of NAVSUPs Senior Enlisted Leadership On November 2, 2016, I reported to NAVSUP headquarters and was greeted by my As he walked me around the building, we came to what I initially described as The Hall of Leaders. In this passageway, there are photos of the former Supply Corps. I stood in front of both photo boards in awe and had no idea that and enlisted leadership. I took this opportunity to review each photo of the master chiefs to see if I recognized any of these past leaders. There were many master chiefs that I did not know, but there were a few I remembered coming up through the ranks. I want to take this opportunity to list the prior force and CMCs for everyones awareness. Below are the names of senior enlisted leaders who have served the Chiefs of Supply Corps starting in 1968. They played a tremendous role in shaping and molding the supply community and the NAVSUP Enterprise into what it is today.FORCM Charles Hardy, February 1968 to February FORCM John McIntosh, February 1971 to July 1973 FORCM Raymond Schreppel, June 1973 to September FORCM Michael Mavroudis, October 1976 to April 1978 FORCM Larry Carey, February 1984 to September 1987 1997Source rating Postal Clerk Meeting CNOCM(SW/ Chief of Supply Corps CMC. He visited the Norfolk waterfront when I was stationed on the USS but I really had the opportu nity to see him in action when I was stationed at Commander, Naval Surface In 2006, Warner pulsed supply ratings, initiatives, and scheduled/potential mergers per the merger in 2002 of the aviation lot of synergy in the supply enlisted community during his tenure Naval Operations vision. It was Warner who offered me mentorship and encouragement. This made me feel included, and reassured me that people like myself appreciated in the supply community. reform and innovation, executing the fusion of two supply enlisted supply enlisted roadshows and our ongoing efforts from the Senior Enlisted Board of Advisors. Collins provided guidance during tough

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7 7 Top 6 roll downs, and aggressive individual augmented taskings across the supply community. The Navy started introducing new platforms like the amphibious San Antonio class, as well these new platforms in the to look at new ideas in terms of how we provided goods and services. One of the things that Collins did a CMC; a challenge that I would later take to heart. Dawson took over the CMC seat and continued to pave the way forward, implementing the new LS He continued the supply enlisted roadshows and directly supported the newly formed Senior Leadership Advisory Council, which had a crucial role in gauging the supply communitys concerns on the state of the Dawson was met with budget constraints and challenges. One key thing I learned from Dawson was to be a living example of work/life balance in all that we do and strive for in life. Dawson was later assigned to the Senior Enlisted Academy as the deputy director. learned the NAVSUP Enterprise and started to conduct our valuable supply enlisted roadshows across the globe. During his tour, a number of rating initiatives took place from Manpower, Personnel, Training under review. Myrick was a member of the Chief of Supply Corps inaugural committee. He traveled to the Navy Supply Corps School quarterly to their initial operational tours.. In addition, Myrick was hand-picked by the Assistant Secretary of review of pay, personnel and allowances for the entire Department of the Navy. Myrick would later be selected as the executive assistant to MCPON 14 and is currently CMC for the Naval Inspector General. on leadership are still relevant today. Not only do I reference them from time to time, but I will start sharing their words of wisdom with the team here and in my other communications to further awareness and understanding of leadership characteristics. It is truly an honor to serve in this capacity and I want to continue to advocate for those I serve, pay my respect for the great leaders that came before me, and leave footprints for those who follow. ******************If leadership is done right, and your personnel are taken care of and trained to a sharp edge, then job completion becomes a moot point. It will take care of itself. If you do not provide strong leadership and supervision, take good care of your personnel, or properly train them, job completion will be impossible to obtain. Our young Sailors certainly deserve better than that.******************Note 1: FORCM (Force Master Chief) Though not recognized between 1968 and conducted business as a Force Master Chief (with title) for all supply enlisted Note 2:

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8 CHIEF PETTY OFFICER C REE D During the course of initiation, you have been caused to humbly accept challenge and face adversity. This you have accomplished with rare good grace. Pointless as some of these challenges may have seemed, there were valid, time-honored reasons behind each pointed barb. hurdles. The goal was to instill in you that trust is inherent with the donning of the uniform of a Chief. Our intent was to impress upon you that challenge is good; a great what has thus far been imposed upon you. You must face each challenge and adversity with the same dignity and good grace you have already demonstrated. By experience, by performance, and by testing, you have been advanced to Chief Petty bound to observe. Your entire way of life is changed. More will be expected of you; more will be demanded as in all fellowships, you have a special responsibility to your comrades, even as they have a special responsibility to you. This is why we in the United States Navy may maintain with pride our feelings of accomplishment once we have attained the position years, because Chiefs before you have freely accepted responsibility beyond the call of printed assignment. Their actions and their performance demanded the respect of their It is required that you be the fountain of wisdom, the ambassador of good will, the authority in personal relations as well as in technical applications. Ask the Chief is a household phrase in and out of the Navy. you. It shall exist only as long as you and your fellow Chiefs maintain these standards. It was our intention that you never forget this day. It was our intention to test you, to try you, and to accept you. Your performance has assured us that you will wear the hat with the same pride as your comrades in arms before you. We take a deep and sincere pleasure in clasping your hand, and accepting you as a Chief The CPO Creed is of greatest importance to a Chief Petty the Creed, CPOs have consisand in doing so ensured expec tations remained aligned across the world-wide CPO Mess. The Creed is a living document and an ever evolving one as well. In the 1990s the CPO Creed was demographics that had occurred within the Navy over the previous 20 years. The Creed was amended to be more inclusive and better Navy and CPO Mess had evolved. Once again, the Creed has been updated, in order to sharpen the ideals contained within and cance in guiding CPOs every day. Initiation training, culminating with a Capstone Event is symbolic of the strength of the CPO; for strength is required to face daily challenges with grace and passion. Every day a CPO must earn his or her anchors by experience, performance, and testing; never forgettingnot even for a secondthe incredible privilege it is to wear the cloth of our nation and serve our Navy as Chief Petty face and by the high ideals forged in the Creeda compass guiding all CPOs to true north. The Creed beautifully and succinctly captures and aligns expectations of all who have the honor of calling themselves Chief. Fall 2018

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REFORM9 The Navy Supply Corps NewsletterNAVSUP R eform is Making W ayBy Benjamin Benson CommunicationsNAVSUPs reform program to improve business processes and help increase lethality of the force has started with initiatives to improve data analytics and contracting.As our armed forces adapt to a fasterpaced, more complex, and increasingly competitive security environment, NAVSUP is reforming to meet the changing said former NAVSUP Commander Rear reform initiative is a desire to realign so we are closer to our customers, to help them get what they need quicker To implement the reform, NAVSUP stood coordinate enterprise actions, which are organized around a series of core and one of NAVSUPs senior leaders, with teams focused on implementing key aspects of the reform program. Two Digital Accelerator exploit the mountains of data NAVSUP collects every day to garner insights into NAVSUP Assistant Commander for Supply Chain Technology Kurt Wendelken, to make more real-time data readily available to the user to enable better core reform initiatives by improving data analytics and new digital technology throughout programs and processes. As all business processes are enabled by innovation process rather than an primary function will be to quickly develop and prototype concepts that are conceived as the business processes are being re-worked and re-imagined. Finding that several contracting processes were problematic, slow and needed more oversight, ContractsPro is designed to address process problem areas, enabling these processes to be completed more quickly in a standardized, accurate manner.After the teams concepts are applied to be integrated across the NAVSUP Enterprise, rolling IT prototyping into Responsive ContractingLed by NAVSUP Weapon Systems Capt. Cody Hodges, responsive Our goal is to speed up contracting by entire acquisition process, from the generation of the requirement through the award of the contract. Ultimately, we will make the processes easier for the which should result in getting parts to the ing our contract responsiveness will position our command to accomplish our Focusing on both NAVSUP WSSs aviation and maritime contracting, the team found gaps in requirements package generation, as well as areas The -tions, re-work, and ultimately long time delays impacting NAVSUPs customers. with extensive stakeholder interviews, followed by collaborative workshops identifying 62 potential solutions. They narrowed these down to 11 pilot solutions that the cross-functional pilot teams will further develop in the coming months. One pilot project is developing an automated requirements generation checklist to ensure customer packages are easier to submit from the start. This team is comprehensively aligning roles and responsibilities for process owner ship in requirements package generation that will help the customer and the what each other needs to do to execute a purchase request. Another pilot project involves realigning contracting teams to improve customer support. WSS, while also laying the foundation Hodges. The streamlined acquisition processes we are developing will improve communication and reduce redundancy, rework and frustration across the acquisition workforce. These reforms will help NAVSUP improve customer satisfaction, and ultimately While some of NAVSUPs core and to be executed over the next 18 months. In the end, this initiative will evolve the NAVSUP operating model to adapt to the changing environment and remain always ready, resourceful, responsive!

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10 Audit Enables NAVSUPs R eform Program improve business processes and increase lethality of the force. Every year, we will improve the capability of our naval and Joint forces, make progress on audit, and every aspect of NAVSUPs business operations, including acquisition, manpower, real and personal Our goal with the audit is to enable NAVSUPs leaders to make better decisions and overcome challenges in balancing logistics, customer service and performing integrated strategic systems statements.NAVSUPs Audit Provides Transparency like funds distribution and reporting procedures. This transparency ultimately helps to accurately determine the cost of doing business and optimizes how NAVSUP serves customers. In the case of NAVSUP, a successful audit means establishing a single, transparent point of account follow sound, clear business practices, like those that involve documenting processes and monitoring

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11 The Future of Navy Supply Chain Information TechnologyBy Kurt Wendelken, SES, Assistant Commander for Supply Chain Technology and Systems Integration 7:30 a.m., Apr. 3, 2028 USS Louis H. Wilson Jr. (DDG 126), a Flight III Arleigh Burke class destroyer, is underway in the North Sea supporting exercise Joint Logging on to her workstation, she is greeted by the Naval Operational Supply The dashboard shows her key supply department metrics for repair parts, consumables, food service, ships store and the status of Wilsons causality reports (CASREP) parts. A quick scan shows that the ship was red in repair parts, but green in all other areas. Clicking on the repair parts tab revealed an outstanding CASREP for Naval Integrated Fire Control Counter Air (NIFC-CA), and also that the digital twin of one of Wilsons LM-2500 gas turbine engines recorded intelligence (AI) was used to troubleshoot the issue, then automatically ordered parts overnight to correct the problem. Ellis is relieved to see that CASREP parts have arrived and that a rotary cargo drone would be coming from RAF Lossiemouth at 2 p.m. to deliver the parts for the CASREPS and LM-2500. NOSS also keeps track of daily food usage and ships store sales, and then passes that information regularly to Defense Logistics Agency and Navy Exchange Service Command. AI at both organizations analyzes the data received, and uses it to automatically create food and ships stores orders, which NOSS reports will be delivered to Wilson during her port visit in Faslane, Scotland on Saturday. Its an exciting time for Navy Supply the Chief of Naval Operations focus on digital, the Navy is making substantial investments in new logistics information making upgrades to existing systems like Navy Enterprise Resource Planning data analytics, robotics and AI. These investments will generate direct improve NOSS, the replacement for Relational Supply is currently being developed and scheduled to start rolling Unlike RSUPPLY, NOSS will be designed from the ground up to support our current manning concepts and rely on technology to reduce the amount of ships force work needed to run a supply department. Navy ERP, the engine ashore that is driving our supply chain, will also be improved. ERPs underlying software to SAP Suite on Hana, bringing dramatically increased speed and the ability to simplify and improve the user interface. The migration will also take Navy ERP to the cloud, In addition to the Navy ERP cloud migration, NAVSUP is moving other key facets of the Navys supply chain IT to the cloud. Cloud hosting that will allow infrastructure to respond rapidly to changes in demand, while taking advantage of massive economies of scale. Web-based applica tions running in the cloud are also able to more quickly than traditionally hosted ones. As NAVSUP tech refreshes its applications, they will be moved into the cloud, either in a new platform or re-hosted in their existing platform. NAVSUP, through its reform program, is supply chain IT. Navy Business Intelli logistics focused data lake, was estab lished by NAVSUP to provide a big data analytics capability that is being used to improve maritime and aviation readiness. NAVSUP has also developed Logistics that fuses data with an advanced visual collaboration system that enables to solve complicated logistics problems. In the case of the P-8A Maritime Patrol Aircraft, LOGCELL enabled a 25 percent multinational exercise Joint Warrior 18-1, that exercises interoperability and cooperation in all applicable warfare areas. photo by MC1 Kyle Steckler

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12 R esponsive Contracting: Agents of Change at NAVSUP WSS By improving contracting processes and supplies, and repairables delivered faster ing greater lethality for our naval forces. In April, NAVSUP WSS launched pilots in Philadelphia and Mechanicsburg, Pennsylvania, as part of the NAVSUP reform initiative to improve contracting processes and responsiveness. A series of workshops consisting of walk-throughs of the contracting process, from require ment generation to end-item delivery, indicated that there was an opportunity to improve communication and alignment. These observations led to the pod concept. Acting as a cross-functional planners, and equipment specialists, the to improve supply chain responsiveness and desired readiness outcomes. Each cross-functional team holds a quick 15-minute biweekly stand-up meeting to align priority actions to best support the pod leverages the wide range of exper tise from the group to anticipate and mitigate future issues and continue to increase the speed to award. Before pods, a contract specialist might any given time. Now the contracting team weapon system.In one instance, a contract for a more standard item was urgently needed. Because the item had a low priority status, the contract would have typically taken more than three months to award. With the pod stand-up, the planner and contract specialist were able to meet in person and work together to quickly align the priority of the item and get the contract awarded in one week.The pod structure has allowed our team to get to root causes faster, obtain shorter referral times, and align on said Christine Pennington, contracting division chief. Ever since we started holding pod meetings, we have been able to resolve a number of issues for the folders our contract specialists are the pod can identify issues and challenges faster, take action on improving commu nication and reducing redundancies, and minimize contract reworks and frustrations across the acquisition workforce. It is striking that our contract specialists are now communicating a lot better with added Pennington. The increase in communication has already made an impact by increasing how fast we can Pennington also noted that there is more visibility of everyones issues and that leadership now has greater hands-on ability to drive reform. Our group members feel heard and see the actions being taken to address our more frequent pain The pod concept has now been rolled out across NAVSUP WSS in both Mechanicsburg and Philadelphia. Additional improvements are also underway. To support the pods, multiple digital tools are in development and currently being tested. For example, the Work-in-Pro folder tracking tool for pods to help manage and prioritize workload. Based on feedback from the pods, tools are continuously being improved and new features are being added. reduction of back orders for repair parts, a 57 percent reduction in consumable part back orders, a 62 percent reduction in the average number of back orders, excess of $114 million. Many other big readiness. NAVSUP is also building mobile apps to improve communication and supply used the capabilities of both the iOS and Android platforms to provide timely detailing and career information to Navy Supply Corps personnel and to allow them to provide instantaneous survey question feedback to leadership. We continue to develop new mobile capabili ties as customers identify new areas where mobile apps can help. One area under evaluation is a mobile logistics both in the form of physical robots and is an emerging form of process automa tion technology based on the notion of software robots or AI workers. It is particularly suited to automate repetitive and administrative tasks, and is already being used outside of the Navy in human resources, customer service, logistics, and data migration and entry. We believe it will help us with contract administration and human resource administrative processing, and other uses that weve still not uncovered. robots that are equipped with Radio and are able to automatically conduct wall-to-wall inventories. The robots roll through warehouses and are able to identify and count tagged material. NAVSUP has also partnered with Penn State Universitys Applied Research Laboratory to investigate these and other emerging supply chain and logistics technology opportunities.

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13 WSS Mechanicsburg pod used the Work in Process tool of the pod. Early feedback from the pods has been overwhelmingly positive. Based on a survey of teams in Mechanicsburg, 70 percent of respondents agreed that pods would help achieve the goal of enhancing that cross-functional pod teams were a step in the right direction for NAVSUP WSS. Initial results from the pilot groups demonstrated a 20 percent reduction in the time to generate a complete require ment, cutting four weeks from the 22-week average. The new pod structure has encouraged with our customers, which has created early awareness on high priority require ments. Additionally, our weekly pod meetings have helped reduce low demand folders, and focus on casualty said Lauren Rhodes, contract specialist, NAVSUP WSS. From my perspective as a pod leader, development of open and much more engaging communication among the teams that are part of the contracting WSS Integrated Weapons Systems Support, program manager. We share daily emails among the team members. But to have time face-to-face where we team member is facing allows us to get a better understanding of how each team member impacts or is impacted in the Communication has improved with Burge, supply planner, Weapons Support once a month at best. Seeing the team Through collaboration, open dialogue, potential challenges as a team, the pod concept has made great strides at NAVSUP WSS to improve contracting A NAVSUP WSS Philadelphia pod pilots an electronic purchase developing a complete package before submission to N7. photo by Madeline Klebe NAVSUP WSS pod members attend a standup meeting, promoting a cross-functional and cohesive tactical approach to prioritization and problem solving that will result in quicker contract delivery and better

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14 SAL TS, departing. Legacy Supply System Set to R etire in AugustFor 27 years, the Navys Standard has provided supply personnel with a means of moving logistical and adminis trative data from a single point of entry to a vast host of databases and data services globally. SALTS is retiring this fall. Chartered by NAVSUP since its inception, SALTS was initially developed as a supply communications tool used to move Military Standard Requisitioning Above: Photo illustration depicting Navy and Marine Corps supply and logistics movement. The Navys Standard Automated Logistics Tool with a means of moving logistical and administrative data from a single point of entry to a vast host of databases and data services globally since 1991. IIlustration by James E. Foehl, with photos by Sgt. Alisa J. Helin, MC3 Class Spencer Roberts and MC2 Kaila Peters

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15 It started with the Marines over in the desert and eventually expanded to include messaging, payroll data, queries for databases, and other supply-type operation manager, NAVSUP Business Friedrichs has spent more than 25 years working with SALTS and over 20 years processing supply data for the Navy Processor. In 1991 when everything was stepping up in Kuwait, the operational command war. Figure out a way to get requisitions back to the U.S., get your status, parts, now known as NAVSUP Weapons come up with a solution. Taking only three weeks to develop and deploy, SALTS was able to send and receive They threw a couple of personal computers, portable satellite units, and software together, and were able to send desert back to ASO. The requisitions were then fed into the supply system, and statuses were sent back as they SALTS solved the problem of getting data quickly from deployed ships and units into systems in the U.S. Having SALTS and a method thats automated, you could cut down MILSTRIP submission times from days or weeks to There was little to no human intervention required to run SALTS. Customers would dial into the application, the modem in the SALTS program would do all the sending and receiving. Friedrichs. According to Friedrichs, the magic of SALTS is its ability to automate processing using a black box process. Its a middleware program that reads ly, such as sales documents or fund codes, it applies cross-reference tables The SALTS black box processes ensure the accuracy of food and fuel transac tions using programmed logic. Without it, errors would occur and require human intervention to investigate and correct. That process could take a week or more At the height of SALTS, we had 51 servers. We were doing everything from hosting websites for Navy commands to providing all kinds of services to get data back-and-forth from wherever it was For 27 years, SALTS has been used for supply communications both ashore and MILSTRIP requisitions, inventory supply parts, food, and fuel, certify government purchase card statements, and provide Accounting and Reporting System Its an application for Logistics Special pretty painless, which is what everybody project manager, NAVSUP BSC. While SALTS ease of use has been a critical factor in its longevity, the outdated software has become too costly to redesign with increasing cybersecurity risks. SALTS was a mainstay and key system due to more stringent cybersecurity and program manager for NAVSUP. SALTS does not meet current security architecture requirements for hosting at SALTS functions to other systems vice With newer systems coming online such as Navy Enterprise Resource Planning same capabilities can be performed with more functionality. STARS reporting is now available through the NAVSUP portal, and Navy supply personnel can use Navy One requisitioning. OTS is a web-based application sus tained by NAVSUP BSC. It consolidates by reducing the time to submit and track logistics requirements while increasing supply chain visibility. Lawson noted that the biggest impact on systems. To mitigate the impact of transitioning from SALTS to new systems, weve created accessible training documents Agency account, create Material Obliga tion Validations, submit MILSTRIPs, and These training tools are available for download through both SALTS and OTS index.html.

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Fall 2018 Rear Adm. Michelle C. Skubic succeeded Rear Adm. Jonathan A. Yuen as Commander, Naval Supply Corps, during a change of command and retirement ceremony at Naval Support Activity, Mechanicsburg, Pennsylvania, July 13. military and civilian personnel. There is no better person to take the helm than Rear Adm. Michelle Skubic, Richardson said. You have the complete loyalty, I am excited and eager to begin working, Skubic said. NAVSUP has a key role in supporting improved readiness and enduring sustainment of our military might. Our focus will always be on the ers in harms way; on ensuring we do our part toward success in operations, from training to effective combat engagements. We owe Prior to assuming her new position, Skubic served as commander, R ear Adm. Michelle C. Skubic Assumes Duty as Commander, Naval Supply Systems Command & 48th Chief of Supply Corps Below: Rear Adm. Michelle C. Skubic and Rear Adm. part of a change of command ceremony for Commander, NAVSUP, onboard Naval Support Activity Mechanicsburg. 16 photo by Madeline Klebe Below: she has made during her husbands 35 years of service in the Navy during the change of command ceremony. Below: during the change of command ceremony.

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17 chief of staff, NAVSUP, Mechanicsburg, Pennsylvania; commanding supplier operations, DLA Aviation, Richmond, Virginia; deputy force deputy department head for program contracts, Naval Air Systems Command in Patuxent River, Maryland; combined bachelor quarters Skubic earned a bachelors degree from California State University, Management from Naval Post Graduate School. She is also a graduate to lead NAVSUP and the Supply Corps. In addressing Yuen, Skubic said, Your leadership has served as a steady beacon, and you can rest assured that your legacy of ethics and well into the future. Yuen retired after 35 years of honorable service to the U.S. Navy. He assumed command of NAVSUP and the position as 47th Chief of Supply Corps in October 2013. He Chief of Supply Corps. about how to support our force so that we can defeat our adversaries. I have no doubt that Rear Adm. Skubic will lead you with courage and distinction as our Navy and our military continue to evolve to meet our changing global challenges. She is the right person to take the reins of this exceptional team, Yuen said. It is a new dawning for me, and I am forever changedand for the betterfor having had this opportunity to serve. Richardson noted, Thankfully, we can count on our NAVSUP team to deliver the right stuff, to the right place, at the right time, and This is the formula for maintaining maritime superiority. In conclusion, he added, A prayer of thanksgiving for everything the Yuens have done; and a prayer that Michelle will be strengthened in this tremendous responsibility that she has agreed to take on. And, include in your thoughts and prayers all the Sailors, soldiers, Coast Guardsmen, Marines, and Airmen deployed around the globe, putting their lives on the line so that we can have this fragile thing we call freedom. 17 The Navy Supply Corps Newsletterphoto by Madeline Klebe Above: Command Master Chief Thaddeus T. during the change of command ceremony. Right: Rear Adm. Michelle Skubics son and change of command ceremony.

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18 photo by Madeline Klebe Right: Rear Adm. Yuen and family pose together following the change of command ceremony.Right: Rear Adm. Yuen and Mrs. Yuen walk through the side boys during the change of command ceremony. Below: Rear Adm. Skubic and family greet guests in the receiving line following the change of command ceremony.

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19 photo by Madeline Klebe photo by Madeline Klebe Rear Adm. Yuen and his son. Left: CNO Adm. Richardson poses with Rear Adm. Skubic and Skubics family during the change of command ceremony. Stone and Rear Adm. Mike Lyden following the change of command ceremony.

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20 W elcome Message to the NAVSUP Enterprise and Supply CorpsTeam, It is an honor and humbling occasion to return to Mechanicsburg and serve as Commander, NAVSUP and 48th Chief of Supply Corps. I am excited for the opportunity to work with the team of dedicated professionals in the NAVSUP Enterprise, the Navy Supply Corps, and our supply community. Together, we will continue the hard work of those who have gone before us As we help build the Navy the Nation needs, NAVSUP has a key role in supporting improved readiness and increased lethality by ensuring sustainment of our military might. We will continue NAVSUPs reform and modernization efforts, focused on improving our business processes to increase the speed of support and to rally with other key players in Navy sustainment. Our processes must achieve best value solutions, while balancing cost and performance from requirements determination to the last tactical mile. Every year, we will improve the capability of our naval and Joint forces, make progress on audit, and devise solutions in the industrial mission set As we continue to evolve logistics support, a central priority for me is taking care of our diverse and mighty Navy supply logistics team around the globe with the right culture, right training, and right focus. We will continue to promote a culture of character and competence and we will ensure our people are poised to support our critical mission as we will build to new levels of performance. We must and will adapt to the evolving landscape of the competition with a relentless commitment to responsiveness, reliability, and innovation. Ready for Sea. M. C. SKUBIC RADM, SC, USN

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21 21 Get to Know your New Commander Commander, NAVSUP and 48th Chief of Supply Corps InterviewHow did your past experiences prepare you to serve as Commander, NAVSUP, and the 48th Chief of Supply Corps? I have 30 years in the Navy this summer, and those 30 years have gone quickly. During that time, Ive had a variety of tours across several different echelons in the Navy, to include those in During that time I had the opportunity to see the force I was able to see the weapon systems from inception, and gained perspective on the decisions that affect the cradle-to-grave life cycle sustainment of those weapon systems. That experience at NAVAIR was critical; it helped me see how naval weapon systems are conceptualized and developed, and how the sustainment of those weapon systems is envisioned from day one to how it ends up playing out in reality. aligned, one-on-one, side-by-side. Ive worked inside of the Joint logistics arena with two Points; one at DLA Aviation, and then one in command of DLA Land and Maritime. I was also forward deployed at DLA Support Team Kuwait, embedded on the ground, forward, in-theater, services and their forward serving units. I gained a great appreciation for the importance and the strength of the Joint logistics support network, and how important experiences of Navy and Joint logistics. Because when we go out to Navy I dont know that any of us ever feel we are totally prepared, and I hope to always be open to learning in every assignment. It is through my own experiences and the experiences of others that I become better informed and better supported in my decision-making. I appreciate the opportunity to listen to others and consider their recommendations in those decisions.

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22 Professional development is key. Knowing and understanding teams overall effectiveness is vital. By that I mean, Supply Corps SUPPOs on a ship or expeditionary unit. They dont necessarily get a bigger picture, take a step back to the 30,000-foot level, and realize where the ship or unit is going group or larger operational construct. I would like to see us reinforce the bigger operational picture at key points throughout the professional development of our community. That may come through increased interaction with the capstone tabletop exercises to increase understanding and lead to more questions on the how and why. Students need to understand its going to impact the effectiveness of the battle group, squadron, battalion, etc. We have a few gaps in the industrial mission set, and it is a to help inform key logistics decisions. I see us having some of our properly organized to respond, to transition from peace time to What is your leadership style? I believe in and promote a culture of hard work, respect, and career. These are tenets that I have always reinforced, and they complement the Navys core values. trust that is essential for a strong team, and if everybody works hard together toward a common goal, you can be successful at almost any challenge. I am inspired when people step up and blossom in challenging roles. A solid, effective team is one where everybody is inspiring the best from each other. We must and will adapt to the changing character of the competition with relentless commitment to responsiveness, readiness, reliability, and reform.What continues to make the Supply Corps relevant in 2018? The Supply Corps continues to be a high-demand, low-density community of supply experts for the Navy. Clearly, our Ready for Sea battle cry is the foundational start of our relevance and the fact nity reinforces our Ready for Sea mantra. Nearly one-third of our Similarly, about two-thirds of our supply enlisted teammates are operational at any given time. We are in the operational environment not only on our ships and in expeditionary commands, but also in individual augmentation assignments to supplement Joint forces in We continue to be in high demand because of our skill sets. Not only is this fundamentally important in the operational arena, but its also important in force development, force generation, and force that puzzle, and I believe that our agility in adding value in each of these arenas, as well as in the Joint logistics arena, is unique to the Supply Corps. The Navys voice in the Joint logistics arena is largely carried by our supply community. The Navys interest in how we contribute and With regard to the industrial mission-set, the shipyards, the to supplement the team on the material support mission by expanding our presence We have an opportunity now, on behalf of the Navy, to get ships and airplanes back in the fully operational inventory on time, ready to our expertise, our relationships, and our connections back to the various stakeholdersmost notably, back to NAVSUP Weapon Systems Support, as both a supporting and supported command.What are your priorities as the 48th Chief of Supply Corps? My top priorities are taking care of continuing NAVSUPs reform efforts, and improving our auditability. We must maintain a relevant and impactful community, and ensure that we have the skill sets to contribute priorities, and help fuel future decisions that are going to shape the teammates. TOP P RIORITIES Auditability Fleet Readiness Reform People

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23 23 Effective leaders in the Supply Corps are those who embrace diverse experiences. These experiences are important. Sometimes its depth of knowledge across the Supply Corps community, or the Navy, or Joint force at large. Embracing a variety of experiences will expand a Sailors scope of understanding. Corps has with other communities. After all, we are the trusted agents for the taxpayers, and are looked upon to achieve mission effectiveness in the most economical manner.How is the Supply Corps changing? meeting without the , which was me. That demonstrated the acknowledged value of our contribution as a community. I think that is a very positive change that I have seen. The opportunities are growing for our voice to be heard, and we need to be ready to speak up about how to shape the solutions for sustaining the that conversation. Sometimes, that requires valuing those diverse experiences, and not leaning toward your comfort zone or what youre really good at. Sometimes, we will place people in positions because they are exactly the right person for it; other times, we will put them there because it is something they lack, and its one area in which they can expand their value to the Navy.How do you plan to continue driving reform? Reform has given a name to what we have always had to do, and that is create new approaches to new challenges. You cant take yesterdays solution sets and apply them to todays environment. As the CNO has told us, the character of the competition has changed, and we need to plan accordingly. We have to modernize our processes, our organization, our perceptions, and our solutions to be effective in todays environment. speed of response that wouldnt be possible without them. It also means having an organizational structure that is multipli cative through existing organizational and professional relationships with others that arent even on our key team, but rather outside of our but a team of ten thousand because you have those strong relationships with other Joint logistics teams, industry partners, and our allies. We We need to have a cutting edge advantage against our adversaries that old-thinking and old ways wont give us. We have problems today that didnt exist 10, 20, 30 years ago, so we have to be ready to Much like weapon systems have to be modernized and overhauled, so do our processes and policies. It is new think, new ways, new systems, and new ingenuity that will give us the advantage. Corps mean to you? but people do remind me on occasion. And when they have, some have said its about time. And in one key way, they are right. By that, I mean its about the time that generations of leaders have taken to strengthen an environment of opportunity for each of us to achieve our highest potential. Its about the time taken to identify barriers and update policies. Its about all the time mentors take to encourage someone along, to open doors. At the end of the day, its about our investment of time in our people. What are your thoughts on a mentor? I have always been honored to be a mentor, and I love the opportunity to sit and talk with anyone interested in my advice, which is no more or less valuable than the next persons advice. There have been so many people who have been kind enough to take their time to mentor me, so I like to pay it forward. When I mentor, I try to take the personal side of someones career into account, because none of us go through our careers without family, friends, our own mentors along the way, and key milestones that come at different times during a career. Whether those milestones are getting married and having children, getting another degree, pursuing another passion, or caring for elderly parents. Its important to understand that life happens. You should seek mentors who dont have the same background as you, and try to understand how and why they did what they did. Having more than one mentor and having a few people that you can trust is important. I have been shaped by mentors and teammates, by peers and subordinates, as well as senior leaders. Ive had several of mine that I have trusted. Thats what it comes down to, a mentor should be somebody you trust to be as candid with you as you would be with them. I believe in and promote a culture of hard work, respect, and integrity. That has been my personal mantra for the majority of my career. These are tenets that I have always reinforced, and they comple -ment the Navys core values.

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will replace cover Maritime Logistics in a Changing Strategic Environment In the next four issues, we will include excerpts from Maritime Logistics in a Changing Strategic Environment: A Supply READY FOR SEA August 201824

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25 The Navy Supply Corps Newsletter Foreword Its long been my belief that we are unable to realize our professional potential without a solid understanding of our place within the greater logistics enterprise. If we fully comprehend the ways in which our efforts impact organizations, systems and processes outside our immediate but more importantly, we become better leaders and e personnel, this means knowing and understanding our of the much earlier Big guarantee its currency and that the reader will study it carefully and refer to it often.

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26 Introduction

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27 27 Background a solemn obligation to respect both the human and material capital that makes it The organizations, networks and processes that coalesce to generate a ready force and strengthening those networks and their cross-organizational interactions are strategic paradigm.

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28 The Four Lines of Effort from A Design for Maintaining Maritime SuperiorityThe Green LOE and the rapid evolution of emerging threats compel the acquisition of individual and organizational knowledge at a commensurately rapid pace. The Green LOE places emphasis on innovation, creativity and the value of lessons learned. The principles of high velocity learning, appropriately maximizing our combat effectiveness in so doing. more powerful Navy team, which is the focal point of the Gold LOE. This line of effort urges us to climate of operational excellence. This approach, combined with a commitment to stress leadership training across all phases of career development, will result in a more cohesive and results oriented Navy team. As described in the Purple LOE, a more formidable team equates to a stronger network of partners. That line of effort emphasizes the critical necessity of deepening operational relationships within the Navy and beyond, to include other services, agencies, industry, allies and partners. The durability of these networks and the quality of the communications within them is vital to our national defense. Understanding their intrinsic symbiosis is perhaps the most critical enabler to our success as professional logisticians. All the Design efforts described thus far are geared toward the ultimate aim of strengthening Naval Power at and from the Sea, which is the essence of the Blue LOE. With the precepts of the Navys Design in mind, this publication is intended to illuminate the processes, systems and relationships that serve as the underpinning to Navy readiness, and to explain their respective roles and functions within the framework of the whole. It is further intended to illustrate the reality that our efforts at all levels must be grounded in integrity and imbued with the spirit of our core values if we are to achieve operational dominance in an ever more challenging strategic environment. Through it all, the quality of our leadership will be the decisive key to our success.Developing Future Supply Corps Leaders excellence at every level of seniority. In that document, the CNO observes that leaders are faced with an ongoing tension between three elements: compliance, creativity, and values. He further discerns that a fully developed leader will recognize the value of all three. Compliance Figure A. The Lines of Effort must be considered together to under Achieve High Velocity Learning at Every Level Strengthen our Navy Team for the Future Expand and Strengthen our Network of Partners Strengthen Naval Power at and from the SeaThe Four Lines of Effort from A Design for Maintaining Maritime Superiority

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29 technical competence is not enough. In order to achieve the highest measure of professional mastery, leaders must quickly grasp the broad corporate perspective that too often eludes us until acquisition of that perspective is one of the central themes of this paper. Character and Values is fundamental to effective leadership. Navy leaders bear unique responsibility both human and sense of ethics. Most Navy professionals enter the sea service with an intrinsic understanding of ethics and values. However, the nature of our vocation requires that this understanding be unimpeachable. Experience, education, and sound mentorship are all vital to honing ethical Operational Creativity operational creativity is contingent on a sound grasp of the preceding two attributes. It is also dependent on a comprehensive knowledge of the operating environment. The employment of operational creativity without these critical components can introduce undue risk and correct set of values must be present to infuse a leaders required for sound decision making. Viewed from this perspective, our core values may well be the decisive determinant in the success or failure of our leadership. Operational creativity requires knowledge, experience and sources cannot be effectively implemented without trust application of our core values by Supply Corps leadership will certainly engender the requisite faith in our decision making to ensure operational success. Figure B. Figure C. A Guidon for Personal Leader DevelopmentHonor, Courage Commitment Integrity, Accountability, Initiative, Toughness Trust & ConfidenceVALUES ATTRIBUTES FOUNDATIONS INFORMSMission Command Commanders IntentDelegation UnderstandingCompetence CharacterEducation, Training, OJT, Self-Study Coaching & Mentoring ENABLES DEVELOPED BY U.S. Navy Supply CorpsDo Right Do Good Do What is Honorable U.S. NavyHonor Courage Commitment United StatesLife Liberty Pursuit of Happiness

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30 Intent the perspective that will enable them to understand their individual and organizational places within the greater logistics enterprise. In that sense, it conforms to the provisions of the concept papers discussed earlier, offering the Navys logisticians the context for operational creativity, with an appropriate level of emphasis on compliance and values. It should certainly serve as one of the integral building blocks for the professional development of the Supply Corps communitys leadership. the human element that separates us from our potential adversaries. Our competitive advantage to make smarter decisions, and to make them quickly. This fundamental truth is as applicable to when the technology fails we will be sustained by our professional knowledge, our ethical strength and our ability to adapt and persevere.Maritime StrategyMissionThe United States Navy shall be prepared to conduct prompt and sustained combat incident to regions of the world. U.S. naval forces and operations will deter aggression and enable peaceful resolution of crises on terms that are acceptable to our country and its partners. If deterrence is unsuccessful, our Navy is prepared to conduct decisive combat operations to defeat any enemy. 3 United States Fleet Forces Force Generation Force Employment Safety & Security Enduring Military Tasks Shape or Contain Deter or Deny Disrupt or Degrade Compel or Destroy Enduring Maritime Strategy Assure Commercial Access Assure Political Access Assure Military Access Functions of Sea Power Deterrence Sea Control Power Projection Maritime Security All Domain Access Adapt to Changing Conditions Manage Antagonism & Impose Costs Punish Aggression & Impose Change & Enforce Outcomes Figure D. militarys planning, budgeting and tasking.

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31 31 In the late 19th century, Captain Alfred Thayer Mahan developed a vision for naval power that continues to underpin our maritime strategy to this day. He recognized that our countrys security and economic well-being depend on a Navy that can operate effectively in all the worlds oceans, protecting the sea lanes that enable access to international markets. Mahans prescience has served us well over the passing decades. As the worlds diplomatic and commercial ventures trend toward globalization at an accelerated pace, his writings and concepts have become increasingly relevant. The details may vary from one generation to the next, but Mahans doctrine has been the woven. The constantly changing geopolitical climate compels relentless vigilance services framed the approach this way in the 2015 publication titled A Cooperative Strategy for 21st Century Seapower. The United States Navy, Marine Corps and Coast Guard are our nations Americas leadership role in the world requires us to return to our maritime strategy on occasion and reassess our approach to shifting relationships and presence around the world in order to ensure stability, build on our relationships with allies and partners, prevent wars, and provide our nations commitment to maintain the combat power necessary to deter potential nations approach to maritime warfare. His views overlapped Mahans but were at variance in some key respects. Corbett was a subscriber to the principle of disaggregated operations, with emphasis on a naval presence as a powerful diplomatic and political tool. His perception of the serving as a deterrent by virtue of its very existence. Present day U.S. maritime strategy is assets and an expanding ballistic missile defense capability. As with Mahan, Corbetts innovative thinking continues to illuminate strategic and operational concepts from the distance of a full into distinctive 21st century capability goals. They are: aircraft carriers and surface units. Improved weapons technology and capabilities in every Improved interoperability with other services and nations to address security challenges, and enhanced capability to perform boarding, search and seizure operations. Leverage technology to realize improved ability to operate in both the physical and cyber realms. The United S tates Navy, Marine Corps and Coast Guard are of defense, often far from our shores.

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32 The past decade has been witness to ominous shifts in the global balance of power, the proliferation of unstable and unpredictable regimes, the resurrection of traditional rivals and the emergence of a potential economic and military challenger the likes of which have not been seen since the demise of the Soviet Union. The combination of these pressures has forced a strategic reassessment of our approach to the nations core maritime strategy.The Near Past and the Current StateA decade ago our operational forces conducted their work ups in local independently and deployed forward without meaningful restriction or harassment. The traditional geographic choke points, like the Suez Canal and the Straits of Hormuz, were an omnipresent military concern, but the environments were generally permissive. During this time, our ships and logistics support, communications were generally unconstrained and Sailors could write, call or email home at their convenience. The threats were low key or dormant, and potential adversaries were not well positioned diplomatically or militarily to offer our Strike and Ready Groups a substantive challenge. But the times they are This characterization of peacetime but recent encounters in and around the Red Sea, Gulf of Oman, the Arabian Gulf and the Western and potentially long term continuation of these occurrences. These episodes, combined with expanding global threats, represent a challenge to U.S. maritime preeminence. Unrestricted freedom to transit the oceans and straits of the world can no longer be assumed. Consequently, our deployed units operate in a near permanent operational Phase II A Changing Strategic Environment Maritime StrategySea PowerMAHAN & CORBETT Together they articulate an enduring approach to our nations maritime strategy Purpose of sea power is to assure commercial, political and military access Mahan believes commerce is kingEast Asia, South Asia and western Europe Corbett describes an active defense, a fleet-in-being strategyforward leaning A l l D oma i n A c c e s s P ow e r P roj e c t i on M a ri t i me S e c uri t y D e t e rre nc e S e a C ont rolFive Essential Functions of Sea Power Figure E. Historical concepts with impact to the essential functions of sea power.

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33 face demand a far more innovative approach than that offered by a traditional campaign plan. The Navys recently published Design for Maintaining Maritime Superiority forcefully emphasizes the need to prepare for decentralized operations. This shift in our maritime approach presents a unique set of challenges for logisticians, with a probable requirement for expanded use of advanced platforms with agility and precision. Design for Maintaining Maritime Superiority cites three critical forces that currently shape todays operating environment. These elements are increasingly used, increasingly stressed, increasingly important, and increasingly contested. move toward globalization has made national economies interdependent to an unprecedented degree, and this connectivity has generated an escalating level of maritime commerce. The susceptible to predation and disruption since before the Phoenicians plowed the waters of the Mediterranean. Technological advances have only improved the ability of rivals, challengers and dependence on maritime commerce equates to increased risk to national security, economic stability and the integrity of international alliances. The second concern is the expansion of the global information system. The tentacles of this network pervade virtually every information across the spectrum of human activity, but along with its convenience comes an imposing suite of unique risks. The vulnerabilities associated with our reliance on the global persistence to penetrate them. Obviously, logistics operations are particularly susceptible to this threat. Precious little of our business is accomplished off the grid. The functions run the gamut; requisitioning, status, inventory management, applications warrants our utmost efforts to ensure their security. The third element discussed in the paper is the pace of technology generation and its accelerated adaptation into modern life. The innovations encompassed extend far beyond information networks. They include robotics, technological manifestations are in their infancy, but its easy enough to foresee a future with them integrated into both society and the defense industry to the point of dependency. The Navys design offers a template for success in this brave new world. The Navys core values will serve as the foundation of our every action. But there are four discrete lines of effort that must individually chartered to:

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34 and in the information domain. Align our organization to best support the generation of operational excellence. Apply the best concepts, techniques and technologies to accelerate learning as individuals, teams and organizations. We must build on our history to create a climate of operational excellence that will enable us to prevail against all future challengers. Deepen operational relationships with our shared interests. Sailors with the ability to adapt quickly to learn sophisticated systems in a fast-paced technological age, there is also an urgent requirement for a holistic re-evaluation of the capabilities, tools and training needed for a high end only in the domains of sea and air, but land, space and cyberspace as well. This reassessment must include a thorough examination of our acquisition, logistics, and supply strategies as well.Logistics Support in a New Age life-cycle support models. An innovative and knowledgeable cadre of logisticians will be required to ensure that they are accurately allowanced and optimally positioned for sustainment and operations. Naval forces must be surge ready, poised to respond quickly to crises, contingencies and threats to the homeland. No such response will be possible without a comprehensive re-evaluation of our approach to logistics. Traditional networks of shore-based hub and spoke support systems must be updated and augmented to incorporate supply, ordnance and fuel delivery mechanisms that are responsive, nimble and less detectable than their predecessors. On a broader scale, RCS21 further stresses the importance of a predictable, manageable and effective remains incumbent on our logisticians to adapt along with the cycles and schedules to ensure extensively in another section of this paper. These and other challenges will test our skills, resourcefulness and creativity as logisticians in the coming years.

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35 Congratulations to the Navys Newest Senior Navy (SWON) Chief Alicia Lawrence, SC, USN On July 26, 2018, onboard USS Midway Museum in San Diego, from CWO5 Anthony Diaz. Lawrence is the seventh SWON since the milestone achievement. Her 32 years of leadership and professional competence have fostered solid foundations for long-term success in the food service community. Headquarters. She is sought out by many Sailors and senior leaders Navywide, and recognized for her versatility and expertise in naval service. She is a gifted leader, making a positive impact far reaching across all ranks. Lawrence is a native of Port of Spain, Trinidad, West Indies. She and graduated from Mess Management Specialists A School with honors as on Joint Chiefs of Staff in 2000, she received her commission to chief She quickly became an advocate for Navy food service, providing coordinator. She also earned her Surface Warfare Supply Corps Patuxent River, Maryland from 2011 to 2013 as the N9 deputy director Headquarters. Lawrence was reassigned to NAVSUP Global Logistics from 2016 to 2018. After the disestablishment of NAVSUP GLS, she was reassigned to NAVSUP Headquarters as the Navy food service depart35 The Navy Supply Corps NewsletterCWO5 Alicia A. Lawrence turnover during his retirement ceremony. photo by CWO5 Theresa Payne

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36 S Mechanicsburg, Pennsylvania in May. The event served as an opportunity to enhance the environment in the local area and contribute to the preservation of the community. Activity, Mechanicsburg. It is important for us to participate in this type of program because we care about our community, and it is our community, not Adopt-A-Highway coordinator for NAVSUP BSC. The Adopt-A-Highway initiative is part of Pennsylvania Departprogram, where volunteers collect trash and debris that litters our roadsides. Each group is assigned a two-mile stretch for a two-year period. groups such as yours, as it brings citizen volunteers into a partnership with PennDOT to enhance the beauty of the roadside environment so Sailors from NAVSUP BSC in Mechanicsburg, Pennsylvania, participate in a clean-up project as part of an Adopt-A-Highway partnership. NAVSUP BSC Sailors Clean Up Community Fall 2018 36 we present a better impression of Pennsylvania to tourists and prospective business investors, said George Reigel, roadside specialist for district 8-0, PennDOT. Reigel noted that by using volunteers, the Adopt-A-Highway PennDOT crew to clean one mile of roadside. This is funding that can be put to use in repairing and rebuilding the infrastructure instead of picking up litter. Any time we can do something positive and give back to the community, it shows that we are there to support them as they

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37 Above: participate in a clean-up Below: Lt. Samuel T. Gebreselassie, participates in a clean-up project as part of an Adopt-A-Highway partnership with the local Mechanicsburg community. NAVSUP F leet Logistics Center Jacksonville Hosts Six delegation was led by ROK Navy Rear Adm. Sung-bae Park, commander, ROK Naval Logistics Command. The visit promoted partnership and learning between the U.S. and ROK naval supply communities. During the visit, Cmdr. Stuart Day, U.S. Navy supply chain structure and how support to operating units around the globe by providing a wide range of support services, including fuel and postal support, as well as repairable and consumable materials for deployed units. The ROK Navy is a critical partner for our global operations. Visits like this one give us an opportunity to share best practices and develop solutions to our shared logistical challenges, said Day. Our supply operations are made better by learning from our counterparts and sharing our knowledge, so that we simultaneously improve our support and integration for The ROK delegation received a presentation and tour from Chief Warrant private partnership and foreign military sales programs for the P-8A Poseidon and shared knowledge of the phase-out of the P-3C Orion aircraft. The visit concluded with a static tour of a P-8A airframe, conducted by Sailors from Patrol and Reconnaissance Wing

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38 NAVSUP FLC Pearl Harbor Hosts Fifth Annual T op Chef Culinary Competition and F ood Product Show NAVSUP Fleet Logistics Center Pearl Harbor T annual Top Chef Culinary Competition at in June. competition, designed to promote camaraderie within the Navy culinary community and showcase the teams talent and expertise. The event also highlighted the available prime vendor products which can be used by Navy ships, submarines and shore dining facilities. Guided-missile destroyer USS Preble facilities Silver Dolphin Bistro and Hale Aina all sent culinary teams to the event. appetizer and one main entre. The theme teams were required to use ingredients from the approved prime vendor catalog. Chef Competition and Product Show, said Each team worked well together to create the best dish to win the title within an hour. I am extremely proud of each of them. They chopped, boiled and fried their ingredients. Then one by one, as the entres were completed, the teams presented their Jeff Bernard, commander, JBPHH; Capt. Joe Culinary teams from Joint Base Pearl Harbor-Hickam, judges and NAVSUP FLC Pearl Harbors Navy Food Management Team Naman, chief of staff, Naval Surface Group executive chef, Y. Hata & Company. teamwork, taste and wholesomeness, and food and plate presentation. Although all teams presented strong entries, the team from USS Port Royal (CG pork gyoza appetizer and beef yakisoba main second place, and third place was USS Preble

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39 39 Top Right: 1st Place Winners: The culinary team from the Culinary Competition hosted by NAVSUP FLC Pearl Harbor. CS3 Christopher Edwards, CS2 Nixy Carrasquilla, CS Seaman Cameron Collett, Capt. Mike Benedetto and Matt Small.Center Right: Competition hosted by NAVSUP FLC Pearl Harbor. From left to Matt Small.Bottom Right: 3rd Place Winners: The culinary team from the Culinary Competition hosted by NAVSUP FLC Pearl Harbor. Yul Marchan, CS3 Ptah Allah, CS Seaman Zachary Santillana, Capt. Mike Benedetto and Matt Small. photos by Shannon Haney

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40 NAVSUP FLC San Diego Preps USS Zumwalt for Postal Modernization newest destroyer class in April to conduct The commands Navy Postal Management Inspection Team routinely conducts cyclical training for every command in the Navys southwest region; a total of about 220 however, the training would cover new a single supply-rated Sailor running its postal and retail operations simultaneously. different beast than the rest of our ships, said Logistics Specialist 1st With only around 130 in supply, sure, youre going to have Sailors doing before. But theyre also the only ship in the Navy right now where they have a space built to equip both ships store. These are two completely different types of operations taking place Of course, cross-training Sailors in new tailored to emphasize not only the cross-rated duties, but also to focus heavily on mail security. The ships layout itself is challenging, said Chavez. Youve got Sailors entering the ships store and the postal space at the same a minimum. We really wanted to zero-in and ensure their crew was ready for any obstacles that could potentially come their way. We dont want to see any postal offenses. Aboard the guided-missile destroyer, Edward Carr, a 19-year Sailor from Los operate the ships store while also serving as custodian of postal effects. Due to the challenges in maintaining an operational tempo while undergoing these types of modernizations, its important that I get comfortable with all of the inspections and forms, that I receive thorough training, and that I know the right way of doing San Diego, I dont know how we would have done it; they made streamlining these processes painless and showed us how to be with crew morale levels. Whether Im selling you a bag of chips or delivering your mail from back home in and win. and inspects shipboard supply operations support, conducting pre-deployment briefs, assessments and more. its imperative for us to have well-trained and skilled Sailors underway, and thats where this training really adds value, said Lt. John Waggener, NAVSUP team comes on board and really helps us strengthen our operations. They helped train up a ships serviceman with no background experience and got him ready to go quickly. all those new skills and making it happen while forward deployed. solid working relationships logistics powerhouse to better assist in helping to keep shipboard programs running smoothly as the Navys warships deploy in support of global security. As we continue to build a Nation needs, we will continue to see new, platforms come to life, said Commanding that is to keep ourselves aligned with our customers needs to enable their mission accomplishment. In this case, that means providing them with the training they need to be successful, no matter where their operations might take them. I think I speak for this very talented workforce when I say that we are proud to be able to provide these LS1 Evelyn Chavez trains SH1 Edward Carr on postal operations aboard

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41 Left: NAVSUP FLC 1000) supply department following a training session on postal operations in From left to right: USS Zumwalt Supply LS1 Class Evelyn Chavez, SH1 Class Edward Carr, Postal Advisor Jim Weber.photo by Candice VillarrealRight: USS Zumwalt Waggener and SH1 Edward Carr perform postal duties during a training session led by NAVSUP FLC by Candice Villarreal

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42 NAVSUP F leet Logistics Center San Diego Provides Logistics Support to Fitzgerald Crew N July during a brief visit from the ships crew in San Diego. After the collision, everything was put in tri-walls and sent to San Diego so the ship could be put on the heavy-lift for transport, what was still usable and what required proper disposal. You dont want to send something to the ship that they cant use, because that creates extra work for the crew. San Diego will provide technical guidance, oversight and liaison services for the crew as they navigate the overhaul, assisting with the sorting and organization of shipboard parts and equipment and mocking them up for In under a week, we went through 177 tri-walls, said Ens. Cora Cochrane, us. We didnt expect to get this much done in a week, but everybody worked together from the ships damage control, medical, engineering, weapons, supply, combat worked side-by-side with supervision from I know I speak for all of us in the NAVSUP Enterprise when I say we are grateful to be put in situations where we can go through what theyve been through and still keep the pace and work so hard and so Simpson is at the twilight end of his tour where he will report for duty in December. That crew is resilient, said Simpson. Every one of them. They are representative looking forward to being a part of that team. I had the unique opportunity to assist my LS1 Arthur Simpson, LS2 Raymond Solis and LS1 Susana Floresangeles prepare

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NAVSUP F leet Logistics Center San Diego Supports RIMPAC 2018 RIMPAC is the worlds largest international maritime exercise, designed to promote global security and stability in the region. The exercise also provided a unique opportu nity for the United States and participating nations to strengthen strategic partnerships. stored, transported and loaded more than $22 million in material from several countries for crane, forklift and transportation support while ensuring motor gasoline, rigid hull critical mission requirements. operational plans while we execute the logistics involved with coordinating such an support as seamless as it can be so that they can go out, work together, and focus on what they set out to do. We are essentially enabling mission accomplishment through logistics from the shores of San Diego. a number of multinational ships, serving as the primary liaison between all foreign vessels and the Defense Logistics Agency and arranging for the delivery of high priority requisitions. In addition, the logistics team acts as the last tactical mile, ensuring delivery of critical parts to ships getting underway. These troops are operating forward, focusing on deterrence, increasing lethality and they can accomplish their goals without having to worry about logistics-related issues. More than 200 aircraft, 47 surface ships and 25,000 personnel participated in the Hawaii-based exercise, held biennially since 1971. It is hosted by Commander, U.S. future shipmates before I even got on board. Thats an incredible bonus that comes with Integrated Logistics Support Engineering that the commands mission is to keep the tionally capable. None of this will ever take away what happened, but we can certainly help make a difference for this crew as they heal, said the best way we can contribute: Through The guided-missile destroyer is currently under repair in Pascagoula, Mississippi, where it will be restored and modernized to achieve full functionality and operational capability Id like to say thank you to NAVSUP supported us from day one, said Cochrane. The NAVSUP commander actually called Yokosuka took great care of us while we were out there, as well. We have been fortunate to receive a lot of really great, critical support when we really needed it. Cochrane added that dispatching her team to assess the material condition of cost avoidance, allowing them to determine what could be reutilized or salvaged and avoiding re-buys. We are still on a mission here, said Cochrane. There is so much pride within the of the hard work will have been worth it. We will be standing proud at the end. View from the USS Harpers Ferry material onboard. 43

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R ed Hill: Fueling RIMPAC and Ensuring Global Strategic AlliancesStory and photos by Shannon Haney, NAVSUP Fleet Logistics Center Pearl Harbor issued over 19 million gallons of fuel to U.S. and foreign ships and aircraft participating in Department, consists of 20 tanks, each able to store 12 million gallons of fuel. RIMPACs 2018 theme was Capable, Adaptive, Partners. With Capable being an important part of the theme of this exercise, Red Hill and the fuel it delivers was one of the most important factors of RIMPAC 2018. said Lt. Cmdr. Blake Whittle, fuel department replenishment oilers simultaneously via pier connection to conduct quick turnarounds to get the vessels back underway to conduct The RASs allow the surface ships participating in RIMPAC 2018 to maintain the proper amount of fuel and supplies so the ships can continue the exercise without pulling into port for logistical needs. A gravity-fed distribution system delivers half miles away. The facility can operate manually, requiring no connection to the Internet or outside power source. Red Hill is reliable and delivers fuel facilities, said Whittle. It is also two times faster than refueling from a barge or truck. The faster the fueling evolution progresses, the less likely a mishap will occur. Maria Johnston, NAVSUP FLC Pearl monitors a fuel hose during a fuel transfer to a coalition oiler during RIMPAC 2018.44

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45 Red Hill fuel is used by each of the military services in Hawaii, including the U.S. Coast Guard, which frequently conducts rescue missions in Hawaiian waters. Along with the Hawaii Air National Guard, which is also fueled by Red Hill, the Coast Guard assisted in relief and reconnais sance efforts in Kauai and the Big Island of Hawaii in recent months. The Red Hill fuel facility is considered essential for providing the fuel necessary to defend our nation, safeguard our national interests and support humanitarian missions, said Whittle. RIMPAC 2018 was the worlds largest nations, more than 45 surface ships and submarines, 17 national land forces, and more than 200 aircraft and 25,000 personnel took part in this unique training opportunity designed to foster and sustain cooperative relationships that are critical to ensuring the safety of sea lanes and security on the worlds interconnected oceans. NAVSUP FLC Pearl Harbor personnel hoist fuel hoses to rig to a coalition oiler in preparation for a fuel transfer during RIMPAC 2018.NAVSUP WSS Hosts PEO USC Summit NAVSUP Weapon Systems Support When a Navy unmanned aerial vehicle deployed in the battlespace, there are only Stopping operations in the battlespace is not an option for combatant commanders, especially for a maintenance issue or operation is paramount. Recently, a group of senior leaders from across the Navy came together at the Unmanned and Small Combatants (PEO partnerships with the systems commands collaborative strategies based on lessons near term to ensure open communication and alignment among the next four LCS platforms preparing to deploy. and readiness, NAVSUP Weapon System DLA support initiatives, unmanned maritime systems support issues, mission package support facility initiatives, mine warfare systems, and the frigate sustainment strategy. summit were Rear Adm. John P. Neagley, PEO, USC; Nidak A. Sumrean, PEO USC executive director; Rear Adm. Jonathan A. Yuen, commander, NAVSUP; Michael Madden, vice commander, NAVSUP; Rear Adm. Duke Heinz, commander, NAVSUP WSS; and Lynn Kohl, vice commander, NAVSUP WSS. Additionally, the following stakeholders were also represented: Commander Naval Surface Atlantic, United Littoral Combat Ship Squadron Two Operations Division, OPNAV, N41; and Surface Warfare, OPNAV N96. The LCS has its maintenance challenges, such as its highly technological advances, and its ability to perform multiple missions, which, in some cases, can lead to obsolete parts. In simple terms, technology sometimes advances more quickly than the expected lifespan of a given system. Melissa Olson, deputy director, LCS Integrated an example: Imagine you have the very latest smart phone. By the time you get it home from the store and start exploring its capabilities, there are already software

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46 NAVSUP W eapon Systems Support Moves Critical Supplies to R epair USS John S. McCain The Arleigh Burke-class guided-missile destroyer USS John S. McCain (DDG merchant vessel, Alnic MC, while underway east of the Straits of Malacca and Singapore August 21, 2017. Among the critical decisions Navy leadership faced were determining the extent of the damage and what it would take to complete repairs to get her back into service. As the ship moored at Singapores Changi Naval Base, it was determined the ship would for a complete assessment. In the weeks prior to departure from Singapore, crew members, technicians and divers prepared the ship for the trip by patching damaged sections of the hull and placing key systems in layup maintenance. In late September 2017, a marine transport company began preparing to move the damaged John S. McCain from Singapore to Japan where an in-depth damage assessment will be completed. Repairs are expected to take up to a year and could cost more than $200 million. As the magnitude of the damages were realized, one issue stood out-it would take nearly 400,000 pounds of steel plates, among other supplies, to make repairs to the ship. But even more perplexing was how to get that steel half way around the world to ensure the repairs where kept on schedule to get it back breach. NAVSUP WSS T&D, located in Norfolk, Virginia, was instrumental in transporting the critical supplies from the in Yokosuka. Multiple sections under the NAVSUP WSS T&D team contributed to the effort of getting the urgently needed parts and supplies to the John S. McCain, said Pam Young, operations director, NAVSUP WSS T&D Transportation Operations. Young worked with U.S. Navy Supervisor Ship Building of Bath, Maine, to verify the overall requirement for the material that had to be moved to Japan to meet the ships repair schedule. Once requirements were determined and trucks were loaded with large steel plates, they hit the road heading for Air Mobility Command, updates, and a newer model of the phone is already in production. In some cases, up to 20 or 30 percent of the components on an LCS face obsolescence issues. The challenge we face is not that the system has outlived its usefulness, but rather there may not be a manufacturer Among some of the solutions that were discussed, NAVSUP WSS encouraged the PEO, USC to more proactively plan and budget for the various non-program of record electronic systems expected to experience near-term obsolescence. In addition, opportunities exist for improving provisioning inputs to decrease contracting challenges and increase on-board allowance effectiveness. 30 new LCSs, which could lead to four times the challenges currently being faced. However, according to Kohl, this is precisely the reason communication is vital to the success of standing up and maintaining these ships. NAVSUP WSS is a key player in the success of the U.S. Navy LCS because we are the Navys only Program Support Inventory our customers, said Kohl. It is imperative NAVSUP WSS is involved when new platforms and systems are in the early stages of the acquisition lifecycle. We are the critical link connecting the supplies By hosting the LCS PEO USC Summit, and other events like it, NAVSUP WSS planners can identify challenges earlier, forecast program support demands, and execute critical functions as the Navys PSICP. Above: NAVSUP, discusses ways to strengthen partnerships with the SYSCOMs through the development of collaborative strategies based on lessons learned at the NAVSUP-hosted PEO, USC Summit in Mechanicsburg, Pennsylvania. From Left to Right: Michael Madden, vice commander, NAVSUP; Rear Adm. John Jonathan A. Yuen, commander, NAVSUP; Nidak A. Sumrean, PEO USC executive director; Lynn Kohl, vice commander, NAVSUP WSS.

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47 vendors and U.S. Navy Supervisor Ship Building, to ensure all transportation requirements were met. was that it had to be done during a period of limited aircraft availabili ty. He was able to successfully arrange additional C-17 and C-5 aircraft to move the precious cargo on time. eye of Toby Au, NAVSUP WSS T&D Detachment lead at Travis Air music to create a symphony, brought it all together to get the much needed steel and hardware to the ship. Au worked closely with SUPSHIP to coordinate inbound load planners to get the oversized and heavy cargo onto the airlift. According to Au, a considerable amount of lift capability was paint a mental picture, its basically the footprint of three C-5s or nine When it was all said and done, by realigning and utilizing channel lift, NAVSUP WSS T&D saved the Navy nearly $2 million and got the supplies where they needed to be, when they needed to be there, once again demonstrating NAVSUP WSS is the critical link connecting the Below: Steel plates, totaling nearly 400,000 pounds, bound for across the United States to Scott Air Force Base where they will be loaded aboard aircraft to be transported to the USS John Lawrence Stover, ACE Warehouse Coordinator, Bath Iron WorksNAVSUP FLC Norfolk Husbanding Service Provider T eam Supports USS Constitution NAVSUP Fleet Logistics Center Norfolk USS Constitution getting underway in May, in commemoration of the 50th Anniversary of the Vietnam War. According to Lt. Tim Landry, who travelled to Boston to provided logistics support to Constitution. Constitution, Americas Ship of State, actively defended sea lanes against global threats from 1797-1855 and is the worlds Our Contracting Department vision states that we should needs and exceed customers expectations and this is the perfect example of us going above and beyond in ensuring we exceeded our customers expectations, Landry explained. He added that his biggest role was to provide on-site adminis trative contracting support during the event, while ensuring that Constitution received everything the ship was due in accordance with the task order that was awarded. He described the HSP as a new way of doing business for Constitution getting underway, and he was there to ensure the experience was everything that Constitutions crew and guests were expecting. Landry added the trip was rewarding for a number of reasons, contractor that submitted the winning proposal. for ships that pull into non-Navy ports on the east and west coasts of the United States, along with ports throughout the Caribbean, Central America, South America and Mexico. The services can range from trash removal, sewage removal, pilots and tugs, fresh water, bus service, vehicle rental and more, depending on the needs of the individual ship. It was nice to have the opportunity to watch an event come together and be executed smoothly, in person, knowing that a task order I created played a critical role in making that happen, he said. Secondly, being able to share underway time with men and women who served in the military during the Vietnam War was especially rewarding. Landry added that he was also able to get underway on Constitution as the ship navigated down the Charles River Basin out to Bostons Inner Harbor. It was an awesome thing to be a part of, he said. Not many people get to say they have been underway on Constitution. 47

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48 NAVSUP F leet Logistics Center San Diego Holds Change of Command Ceremony Capt. Brian J. Anderson relieved Capt. Michelle D. Morse aboard the USS Midway Museum in San Diego. Commander, Navy Region Southwest Rear Adm. Yancy Lindsey congratulated Morse on a successful tour at the ceremony, commending her exceptional and devoted leadership while highlighting a list of remarkable under her guidance. Leading all of you at NAVSUP exception, been the most rewarding entire naval career, said Morse. Never before have I encountered such an astute group of committed, talented and accountable Sailors and civilians, each of whom comes to mission accomplishment across the globe. There is honor in your work, and there was greater honor in being for a wonderful tour, and for all that you do on behalf of this great nation. Anderson, a native of Concord, New Hampshire, previously served as under Capt. Morses watch, said Capt. Anderson. It is easy to see that this command is incredibly tenacious, Anderson holds dual Master of Business Administration degrees in supply chain management and human resource management from the Broad Graduate School of Management at Michigan State University, in addition to a Bachelor of Science degree in business administration from Saint Michaels College. He enlisted serve as congressional liaison team lead to the Under Secretary of Defense for Acquisition and Sustainment in Washington, D.C. Capt. Brian Anderson relieves Capt. Michelle Morse as commanding Yancy Lindsey observes.

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49 49 Above: signs his change of command documents.Left: Capt. Brian Anderson and Capt. Michelle Morse prepare to be piped aboard the USS Midway Museum during the change of command ceremony the change of command ceremony.

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50 NAVSUP Fleet Logistics Center Yokosuka command ceremony in Japan, late June. logistics center. The burden of command is one that has been born since the dawn of time, said Rear Adm. Keith Jones, deputy commander of NAVSUP, wood and Sailors were made of steel, to our current climate where our Navy has grown into a lethal and modern diverse force, commanding superiors. This is one of the most arduous and demanding areas of having responsibility for many sites and locations, Capt. Davis and his team delivered premier logistics capabilities and expertise to our operational forces and installations. support of dozens of naval exercises and thousands of logistics missions supporting forward-deployed naval forces across one of the Navys busiest areas of responsibility. He championed development of Created for logisticians and users of logistics data needing relevant and current information, it was implemented on the Commander, U.S. enable users to make better informed decisions. This is going to be tougher than I thought, said Davis. Today, in the land of the rising sun, the sun is now setting on my time in thoughts: Live mindful of what stories you want to have told about you; choose today to prepare your mind and your heart to be ready to navigate these rough seas; and never let that which is most important become servant to those things which are least. Davis also acknowledged the dedication of the commands master labor contract employees, which comprise 60 percent of the organiza tions workforce, in attendance at the ceremony. I will always remember the kindness of the people of Japan and the wonderful adventure that Leah and I have been able to share with each of you, he said. We are changed because you have added to the richness of our life. Operations Support for the Defense Logistics Agency. -manding display by everyone in support of maritime operations in this region, said Nevarez. I look forward to leading this talented team, getting to know you, and continuing the strong partnerships that have already been established. Working together, we will continue to be the key enabler and provider of integrated supply and logistics solutions for NAVSUP F leet Logistics Center Yokosuka Holds Change of Command Ceremony

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51 Left: from right to left: Chaplain Lt. Leotra Hawkins Right: from left to right Oshima, Maritime Materiel Command commander, outgoing NAVSUP FLC Navarez, incoming NAVSUP FLC Yokosuka Adm. Keith Jones. photos by Nobuhiko Kazama Vice Commander, NAVSUP, Michael Madden visited the Navy Supply Corps and 94th Company Naval Reserve graduation as the guest speaker. schoolhouse, Madden sat down with NSCS Public Affairs for a short interview reviewing instructor at NSCS Athens, Georgia. I reported to Athens in December 1982. Back then, the choices were made for you. They said they wanted to send me to teach, so I did, said Madden with a humble smile. He went on to explain the different responsibilities he assumed while serving his I was originally assigned as the base grade along with the academic director, the about eight months, I transferred over to instructor duty and taught disbursing management for the remainder of my tour. Overall, it was a good opportunity to go back Supply Corps. As a matter of fact, in one of the battalions I taught, there was a guy by the name of Jon Yuen. As the highest ranking civilian in NAVSUP, Madden worked side-by-side with his former student, the 47th Chief of the Supply Corps, Rear Adm. Jonathan Yuen. paths since 1982. Shortly after his retirement from active duty in 1999 as a Commander, Madden was recruited as NAVSUP deputy comptroller. When I took over as Comptroller, Rear Adm. Yuen served as my deputy. Madden continued to comment on some The interaction with people has been the highlight of my career. When I was on Hickman. Don Hickman later became Chief of the Supply Corps. My roommate aboard, Bill McGuire, became a one-star in the Supply Corps. At supply school, I taught with Mike Lyden. Mike became a Chief, as well. Ive worked with a lot of quality people throughout my career, and learned a lot from all of them as I came up. When asked for his fondest memory from instructor duty, Madden described a There was an instructor team that existed already, but you had to try out for it. Their whole point of view was to beat the students every time we played them, which meant a lot of people werent involved. So we stood up a team called the Non-sliders. Down in Georgia, in August, in the red clay, if you slide, youd have a strawberry on your leg for about three weeks. Anyway, we tried to bring a little fun to that environment. We didnt take the game nearly as seriously, and we got a lot of people to come out who wouldnt normally participate. Wrapping up the interview, Madden discussed some of the core tenets that he focused on to prepare students for sea, and that he carried with him throughout his career. I think there are a few different aspects of it. There are the physical aspects; its a demanding environment. You have to be ready for the long hours and still remain sharp and make decisions. Ill use the term spiritual, but youve also got to have your NAVSUP Vice Commander Visits NSCS, Shares His Perspectives on the Supply Corps

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52 52 professionalknowing the business that the ruleset that you have without breaking or bending it. There is always a way forward, but you have to do it the right way. addressed in regard to the students, the next The one thing that the Supply Corps has always been good at is innovation. Every time we encounter a condition, we develop solutions to continue to give the Navy what has always been our culture. This is your opportunity to understand the Navy, to learn your craft, and to test your leadership. Its about exercising it and establishing your service reputation. In closing, Madden said, This is a rare privilege for me to be able to come back and address an audience of the next generation of the Supply Corps. The Supply Corps has give something back. Mike Madden, NAVSUP Vice Commander, addresses students and guests at the June graduation of 2nd Battalion BQC Students and 94th Company Reservists. photo by Lt. Adam Johnson, NSCS PAO Did you know the Navy Supply Corps School (NSCS) hosted a Junior Seminar (JOTS)?By Lt. Stephen Astafan, Public representatives from type commanders their visit, a panel of six senior supply and spoke on topics such as accountability, mentorship, and best practices within the community. speak about their careers and experiences. photo by Lt. Adam Johnson, NSCS PAO Fall 2018

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53 Did you know that as an instructor at Navy Supply Corps (NSCS) you are able to earn the Master Training Specialist Navy Supply Corps School recognition for outstanding individual effort and fosters command training professionalism. The program is designed to develop and qualify those individuals who possess advanced knowledge, skills, and abilities that will enhance the delivery of quality education and training in the Navy. semester hours toward a teaching degree or continuing education. Above right: This MTS Emblem is worn on the 53 occurring annually since 1785 without interruption. The parade pulled in over 50,000 viewers this year! photo by LSC Andrew Johnson Johnson, NSCS PAO The Navy Supply Corps Newsletter

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54 NAVSUP F leet Logistics Center Bahrain Holds Change of Command Ceremony C Bahrain, during a change of command ceremony in July. Rear Adm. Michelle C. Skubic, Commander, NAVSUP and 48th regional partners and valued local customers. area of responsibility through our global network of Supply Corps professionals providing NAVSUPs products and services to our this opportunity to serve. branch head, Chief of Naval Operations, Supply Ordnance and Logistics Operations. Earlier operational tours include deputy Command and Special Operations Command at Al Udeid Air Base in received a Master of Science in Acquisition and Contract Management National Resource strategy from the Eisenhower School, where he also completed the senior acquisition course. He is a graduate of the Business Resource Management Program at University of Virginia; the Advanced Program in Logistics and Technology at University of North Carolina Chapel Hill; and the Tuck Executive Training Program at Dartmouth College. Pearson, who transferred to Navy Personnel Command, started his address by thanking God, his family, friends, colleagues and staff this command crawling, Sean Egge got the command walking. We are now trotting and the team is ready, or always ready, to run. You are the right person, at the right time, to lead this team. Rear Adm. Michelle C. Skubic (left) salutes during a change of command ceremony at NAVSUP FLC Bahrain in which Capt. Terrel J. Fisher took command. -photo by MC2 Gregory Pickett Rear Adm. Michelle C. Skubic (left) salutes during a change of command ceremony at NAVSUP FLC Bahrain in which Capt. Terrel J. Fisher took command. -photo by MC2 Gregory Pickett

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55 NAVSUP F leet Logistics Center Puget Sound Holds Change of Command NAVSUP Fleet Logistics Center Puget Sound N in Bremerton, Washington in August, as Capt. Bernard D. Knox relieved Capt. Philippe The outdoor ceremony took place at Naval Base Kitsap-Bremertons Charlie Pier with over 150 guests in attendance. government organizations at the local, state, and federal levels, and civic leaders, is a special one; and one that has existed for many years. I know that these relationships have grown during We have constantly looked for ways to do better for our customers and we have taken commitment to providing combat capability through quality logistics support, said Haven. standard for service and support to our customers. I look forward to serving with you and seeing you achieve even greater things. Above: Capt. Bernard Knox renders a salute as he walks through the side boys during a change of command ceremony for NAVSUP FLC Puget Sound. photos by Mass Communication Specialist 2nd Class Wyatt L. Anthony Capt. Phillipe Grandjean, outgoing commander, renders a salute as he walks through the side boys during the change of command ceremony. Capt. Bernard Knox, incoming commander, NAVSUP FLC Puget Sound, gives his remarks during the ceremony. Capt. Phillipe Grandjean gives his farewell remarks during the ceremony.

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56 Navy Supply Corps School Holds Change of Command Supply Corps School Capt. Nick Rapley relieved Capt. Doug Noble as Commanding Island. Rear Adm. Michelle Skubic, Commander, NAVSUP and Chief of Supply Corps, and Capt. Jonathan Haynes, Commanding Rear Adm. Michelle Skubic praised Nobles tenure as com"Under Capt. Nobles leadership, the schoolhouse completed an impressive 231 course convenes with a staff who performed more than 24,000 hours of instruction. Their efforts resulted in the Thank you, Doug, for your innovative thinking and your exemplary leadership as you and your staff initiated our newest Supply Corps Noble assumed command of the NSCS on July 15, 2016. NSCS is responsible for the initial training of all newly commissioned department heads, and other technical courses. Noble deferred the credit for his successes to staff members, past and present. Thank you for your commitment to the future of our commu nity, said Noble on his last day in command at NSCS. Your tireless efforts are crucial to our students success and are a critical Noble was selected to the rank of Rear Admiral during his tenure, and his next assignment is as the special assistant for Audit Management and Comptroller in Washington, D.C. Noble welcomed Capt. Rapley and praised his career in logistics and his leadership. Rapley, a native of Southern California, previously served as "I am honored to take command today from a phenomenal leader who Ive known for the better part of my career and who remarked. Captain Noble, you set the groundwork for my success. I am honored to follow in your footsteps and wish your family the Pentagon. To the men and women of the Navy Supply Corps School, I am truly humbled to serve as your commander and thank you for the warm welcome."

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57 Clockwise from far left: (From Right to Left) Rear Adm. Michelle Skubic, Capt. Jonathan Captain Nick Rapley salute the National Ensign during the change of command ceremony held at the Wheeler Center August 24th, 2018. the Legion of Merit by Rear Adm. Michelle Skubic and Capt. Jonathan Haynes. Nick Rapley transfer command at the Wheeler Center in Newport, Rhode Island. remarks to the crowd during the change of command ceremony. Capt. Nick Rapley departs new Commander of Newport, Rhode Island. -photos by Lt. Adam Johnson

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58 CDR. ALEXANDER S. MAITRE 25 years June 1, 2018 CDR. MARK J. PEACE LCDR. RUDOLPH W. COOK 20 years May 1, 2018 LCDR. CLAYTON L ROBERSON 20 years June 1, 2018 LT. EMIN A. DILEK 20 years May 1, 2018 LT. JAIME OCHOA 20 years June 1, 2018 LT. KEVIN M. RAAD 20 years June 1, 2018Ret. Capt. Franklin D. Smith, SC, USN Defense, Washington, DC. He received his bachelors degree from the U.S. Naval Academy in 1956 and his masters degree from Harvard in 1968. His duty assignments Pearl Harbor, Hawaii; and Naval Material Command Headquarters, Washington, DC.Ret. Capt. Jeffrey D. Biel, SC, USN Retired Capt. Jeffrey D. Biel, SC, USN, 74, passed away on May 26, 2018. Biel retired University of Notre Dame and his masters degree from Cornell University. His duty Retired Capt. Robert R. Bechtelheimer, SC, USN, 86, passed away on June 2, 2018. Bechtelheimer retired in January 1983 while serving as Director, Naval Audit Service Western Region, San Diego, California. He received his bachelors degree from Southern Arkansas University. His duty assignments include: USS Kearsarge (CVA Supply Agency, Alexandria, Virginia; and Director, Naval Audit Service, Southeast Region, Norfolk, Virginia.

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59 Ret. Capt. Dan M. Carpenter, SC, USNRetired Capt. Dan M. Carpenter, SC, USN, 91, passed away on June 2, 2018. Carpenter retired in November 1977 after 29 years Naval Shipyard, Bremerton, Washington. He was commissioned in the U.S. Navy in June 1948. He received his bachelors degree from Pomona College in 1948. Duty assignments include: USS Naval Attach, Taipei, Taiwan; Naval Ordnance Test Station, Ret. Capt. Jerry D. Moum, SC, USNRetired Capt. Jerry D. Moum, SC, USN, 79, passed away on June 22, 2018. Moum retired in October 1986 while serving at He received his bachelors degree from the University of Missouri and his masters degree from Indiana University. His duty assignments include: Naval Supply Systems Command, DC; Ships Parts Control Center, Mechanicsburg, Pennsylvania; Naval War College, Newport, Rhode Island; USS Chicago (CG Ret. Capt. William D. Rhodes, Jr., SC, USNRetired Capt. William D. Rhodes, Jr., SC, USN, 78, passed away on July 3, 2018. Rhodes retired in November 1984 while serving at Naval Air Station, Norfolk, Virginia. He received his bachelors degree from Tufts University and his Master of Business Administration from Harvard University. Duty assignments include: Staff, COMNAVAIRLANT Norfolk, Systems Command, Washington, DC; ASO Philadelphia, Supply Depot, Subic Bay, Philippines. Ret. Capt. Glen H. Lathrop, Jr., SC, USNRetired Capt. Glen H. Lathrop, Jr., SC, USN, 95, passed away on July 13, 2017. Lathrop, Jr. graduated from San Marino High School in Pasadena, California, and went on to receive a law degree from Princeton University, graduating with the class of 1943 and becoming a member of the California Bar. He proudly served his country as a Navy pilot in World War II, the Korean War, and Vietnam.Ret. Capt. Paul J. Hulette, SC, USNRetired Capt. Paul J. Hulette, SC, USN, 80, passed away on July 13, 2017. Hulette retired after serving 26 years. He was a graduate from Oklahoma Central University in Edmond Oklahoma. Ret. Capt. James Alexander Fleming Jr., SC, USN 24 years. He entered the United States Naval Academy in the summer of 1958. He spent two years with the 24th Company and graduated from the Sixth Company in 1962. Upon graduation from Annapolis, he entered the Supply Corps and attended the Navy Supply Corps School in Athens, Georgia. He received a masters degree from the Naval Postgraduate School. He completed several tours at sea, including one on the USS California. He served in Vietnam and received numerous commendations and service medals during his time there.Ret. Lt. Cmdr. Ronald E. Otto, SC, USNRetired Lt. Cmdr. Ronald E. Otto, SC, USN, 82, passed away on July 11, 2016. Otto served in the Supply Corps aboard the USS and taught at the DoD Computer Institute, later becoming an analyst for CACI, Metters, and Booz-Allen-Hamilton.

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