Change is constant, and
embracing change starts
here! The Army is transitioning,
and we must understand
the Army’s vision and operating
concept for the next 5 to 10 to
15 years and ensure that we are
prepared to support it. This begins
with a systemic professional
dialog and constant assessment
so that when we “entrust” the
continual adaptation and transformation
of the Transportation
Corps to the leaders of today and
tomorrow, it perseveres.
Change is clearly a core
competency for us, and the clock
of change is turning fast. Yet,
based on what I’ve seen to date
and the talented professionals we
have on our team, we have every
reason to look forward with
strength, confidence, and optimism!
This bodes well for us, because in times of great challenges,
change, and turmoil come great opportunities, and
that is what I see before us now. Although we are in a period
defined by tough budget constraints and force cuts, we
cannot allow the current climate to dampen our spirits or,
more importantly, restrict our creativity and imagination.
Now, more than ever, we need to out-think our challenges
and use this time to start envisioning the future and, in
some cases, reinvent, modernize, and transform ourselves
to help shape that future.
Logistics is about movement and velocity, and distribution
is an operational process of synchronizing all elements
of the logistics system to deliver the right things to
the right place at the right time. It can only be achieved if
enterprise services for sustaining the force are integrated
and expanded under a single network and linked in a way
that delivers, governs, and tracks materiel and people and
provides proper visibility and information.
Effective distribution means knowing how to connect the
dots. As we develop future transportation and movement
capabilities, personnel, and doctrine to support contingencies,
we are uniquely suited to enhance and integrate sustainment
activities in the process and to enable the operational
environment with improved flexibility, transparent
support, and a connected network of sustainment.
Transportation Corps Vision
Our Transportation Corps Vision is:
|To be a bastion of transportation innovation, adaptive
training, and expertise producing people and materiel
that permeate all facets of military logistics and operations
with relevant vigor and spearheads logistics into
the future = Integrators of Deployment and
We are partners in Sustainment Excellence—the Spearhead
of Logistics!!—A Transportation Corps transformed
into an agile, adaptive institution that serves as an integrator
of deployment and distribution functions within the
Sustainment Warfighting Function (SWfF) in support of
Combatant Commanders and other Army requirements. We
work effectively with other mission partners and are strategically
responsive and reliable, delivering certainty and
trust across all spectrums of operations at all levels of war.
To achieve this vision, establishing collaborative partnerships
within well developed networks of influence between
the Transportation Corps and our mission partners will be
key. Our vision requires an inclusive and integrated strategic
The first edition (2.0) of the Transportation Corps
Strategic Blueprint is the long-term outlook for the corps
through 2020 and aligns with the Army Capstone Concept
and the Functional Concept for Sustainment. This blueprint
is organized to be evolving across lines of effort that
intersect with the Army Enterprise Infrastructure and the
factors of doctrine, organization, training, materiel, leadership
and education, personnel, and facilities (DOTMLPF).
Our blueprint will be promulgated using the assess, dialog,
and transform construct: Think–envision–shape–set conditions–integrate–repeat.
The Chief of Transportation’s Intent
As the Chief of Transportation (COT), my intent is to
connect, integrate, and deliver the transportation capabilities
and capacity for movement and distribution excellence
on all fronts and at all levels and to produce transporterlogisticians
who are functional experts and savvy supply
chain integrators. The intent is to—
- Breed transporter-logisticians of character. They will
have an imaginative and entrepreneurial spirit. They
will be pioneers (pioneering the “art of the possible”).
They will be inquisitive and curious while maintaining
honor, integrity, and readiness. They will be integrators,
warriors, diplomats, and team players. They will have
the right attitude, emphasizing mindsets over skill sets.
- Deliver trained, innovative, adaptive, and professional
transporters who understand logistics.
- Develop modern solutions that meet Soldier, combatant
commander, and Army requirements.
- Enable sustainment operations through the application
of functional expertise (in deployment and distribution)
in order to meet combatant commander and Army
- Assist the Army and the joint, interagency, intergovernmental,
and multinational (JIIM) community, along
with our mission partners, to have an integrated movement
and distribution network enabled by an interdependent
Our goal is for this to be an adaptive blueprint providing
a roadmap to:
- Develop leaders and develop the individual as a leader.
- Enable deployment and distribution.
- Connect the dots while executing decentralized operations.
- Do it jointly in a JIIM context.
This blueprint provides a strategic vision of how we can
engage with our mission partners to achieve not only our
objectives but also the objectives and tasks directed by
the Army Training and Doctrine Command (TRADOC)
toward 2020. We will remain the Spearhead of Logistics
(Distribution) by air, land, sea, and rail for the Army and
the Joint Force through active collaboration with our mission partners. These are exciting times for our sustainment
community, and now more than ever our expertise at distribution
nodes requires us to share and integrate the action
as we plan for the future.
The Transportation Corps Mantra
We are the maneuver element of the Logistics Corps! The Transportation Corps enables movement, deployment,
and distribution in support of the combatant commander
and other Army requirements. Our focus is to deliver a full
range of transportation capabilities in order to move critical
resources rapidly (under positive control) through an
integrated transportation-based global distribution system
from the source to the end user.
The Transportation Corps operates under conditions of
uncertainty and complexity, leveraging military, industrial,
and host-nation capabilities and emerging technologies.
We provide movement control and in-transit visibility
and guide delivery to deployed forces across the full
spectrum of operations. Our Soldiers and civilians are
key to movement distribution. We are the Transportation
Corps—partners in sustainment excellence! We are Warfighters, supporting Warfighting and the Warfight.
Transportation Corps: What We Do
In conjunction with our mission partners, the Transportation
Corps provides transportation capabilities to rapidly
deploy and distribute forces, equipment, and materiel to
Army and Joint Forces operating across the full spectrum
of operations anytime, anywhere in support of the National
The Transportation Corps also trains Soldiers and civilians
and develops concepts and doctrine to perform transportation
services and support functions for forces across
the operational spectrum in a JIIM environment.
Our Mission Partners
We base our planning and transformation on the requirements
and priorities of our mission partners. Our partners
include, but are not limited to, the Army Combined Arms
Support Command (CASCOM); tactical, operational, and
strategic sustainment headquarters; and senior sustainment
leaders across the Army. In order to meet requirements, we
will deliver capabilities that enable freedom of movement
and end-to-end distribution across the spectrum of conflict.
Our collective goal with our mission partners is to enable
a distribution and deployment network that meets the
requirements of the combatant commander and other Army
necessities. We will work with our partners to advocate
and deliver agile resource and investment requirements for
the enterprise through the planning, programming, budgeting,
and execution process.
The 4 Ds
Develop leaders and Develop as a leader. The Campaign
of Learning is a vision launched by TRADOC in
an effort to develop leaders across the force. As a part of
achieving that vision, the Transportation Corps and School,
with our mission partners, provides trained, innovative,
adaptive, and professional leaders skilled in deployment
Developing junior leaders with the skills to critically
think and develop the situation at the lowest levels is our
charge. We will do this in two ways: first, by establishing a competitive learning environment that prepares our
Soldiers for today’s operating environment, and second,
through active dialog and collaboration. This support plan
charges us as a corps to know who we are and what we
need to be. In this increasingly complex operating environment,
we need to know, understand, and be precise when
moving toward our vision.
Distribution and Deployment (Shape it). The Army
Operating Concept is clear in defining sustainment
through 2026. It will require deploying the force, providing
decentralized sustainment operations, and utilizing a
Joint Deployment and Distribution Enterprise (JDDE). The
mission and capabilities of the Transportation Corps are
tightly woven into this vision.
Distribution and sustainment are cornerstones for the
Sustainment Center of Excellence, and distribution is
the cornerstone of the Transportation Corps. Essentially,
distribution and sustainment are synonymous. The Transportation
Corps, with our mission partners, will strive to
produce the people and materiel that enable an integrated
deployment and distribution network. This will involve
conducting systemic and systematic assessments to expose
and foresee gaps in the distribution and deployment process
while seeking modern solutions to bridge gaps and
meet end users’ requirements, with a focus on enabling an
integrated distribution network that facilitates sustainment.
Decentralized Operations (Enable it). In a complex
operating environment, with a dizzying pace of technological
change and a hybrid of threats, there is an increasing
need for execution at the lowest levels. Future projections
indicate that our Transportation Corps professionals must
be even more skilled at decentralized operations.
To enable sustainment in decentralized operations, the
Transportation Corps needs to produce personnel, doctrine,
and materiel that inherently integrate movement activities,
nodes, and different agencies and organizations in the
process; the objective is to achieve unity of effort without
unity of command and to maintain precision, reliability,
and velocity. This requires optimizing networks and structures
at the brigade combat team and below and connecting
capabilities through the process to integrate and simplify
Do It Jointly in a JIIM context. Joint Vision 2020 specifies
transportation as the key to improving deployment, distribution, and sustainment. Advanced systems will
increase speed, capacity, and efficiency. Improved operational
effectiveness and efficiency, combined with increasing
warfighter confidence in new capabilities, will reduce
sustainment requirements and vulnerabilities. Mutual trust,
reliance, and interdependence of the services and outside
agencies not only achieve this goal but improve interoperability
across all warfighting functions and all levels of war.
We need the capabilities to rapidly deploy and distribute
forces, equipment, and materiel to Army and Joint Forces
operating across the full spectrum of operations anytime,
anywhere in support of the National Military Strategy and
in coordination with our mission partners. To achieve these
capabilities, we must transform into an agile, adaptive
institution that serves as the main effort and key integrator
for the Army’s development of a unified distribution network
operating in a JIIM environment. By leveraging business
intelligence, digital technology, and social-networking
tools in all we do, the Transportation Corps will work with
our mission partners at CASCOM, across our Army, and
across the joint formation. We are inherently a joint operation—nothing happens until something moves!
To promulgate our corps into the future across the lines
of effort portrayed in our Strategic Blueprint (see first chart above), the COT Focus Areas shown in the second chart above make up our main thrusts of activity. Many
initiatives are embedded as sub-bullets to these broad focus
areas. The third chart above amplifies those initiatives that
are either completed or significantly in motion over the
past year. All told, this is a participatory world we live in.
We need your engagement and participation to help us