Mail from home means the world to troops stationed in far-away, often dangerous places. A special unit of the services goes to great lengths to make sure the mail gets through, whatever the obstacles.
Steve Geary is adjunct faculty at the University of Tennessee's Haaslam College of Business and is a lecturer at The Gordon Institute at Tufts University. He is the President of the Supply Chain Visions family of companies, consultancies that work across the government sector. Steve is a contributing editor at DC Velocity, and editor-at-large for CSCMP's Supply Chain Quarterly.
At the moment, the United States has hundreds of thousands of men and women in uniform deployed around the world, many in harm's way and often in remote locations. Some serve in the Army, some in the Navy, the Air Force, or the Marines. Some are stationed in Fallujah, some in Berlin. Some are colonels, some are privates. But they have at least one thing in common: they all look forward to mail call.
Even in a digital age, mail matters. And the military is well aware of that. "Few things impact a unit's morale more than mail," says Maj. Gen. Sean Byrne, commander of the Army Human Resources Command. "Letters are not left behind on a nightstand or on a cot when soldiers go into battle. They are taken along and read over and over. A small piece of correspondence from home means the world to these brave young men and women."
It has become an unshakeable tenet of the U.S. military that the mail must always get through. That's no small challenge. Consider the difficulties of delivering to someone who's constantly on the move, the way a unit in combat might be. Or think of the issues associated with moving mail in a conflict zone. And yet, with a first class stamp, families and friends back home can get a letter to somebody stationed at Camp Lemonier in Djibouti, Victory Base Camp in Baghdad, Forward Operating Base Salerno in Afghanistan, or a thousand other out-of-the-way places, many of them pretty dangerous, often in less than two weeks.
The agency responsible for making sure the military mail gets through is the Military Postal Service Agency (MPSA). As an extension of the U.S. Postal Service (USPS) run by the Department of Defense, the MPSA provides mail services to Defense Department personnel and their family members as well as other authorized users around the world.
Before the agency was created in 1980, each branch of the military service managed its own mail program. Today, the MPSA is the single military mail manager, operating from a jointly staffed headquarters in the Washington,D.C., area. It is the overall coordinator for military mail, relying on the manpower and capabilities of the Armed Services themselves to get the job done overseas.
There are 423 full-service military post offices around the world and 636 satellite locations.Most USPS special services, such as Express Mail, Certified Mail, and Registered Mail, are available at most military post office locations. Retired U.S. military personnel living overseas may also have limited access to the military postal service, depending on their country of residence. Even U.S. citizens not associated with the U.S. Forces may use military post offices to send absentee ballots.
Dear John ...
Of course, there is always the downside to effective military mail ... the "Dear John" letter. There's a story that has made the rounds about a young Marine stationed in Al Anbar, a dangerous and desolate province in western Iraq.
One day, after mail call, the young Marine was in a funk. He'd received a "Dear John" letter.
His sergeant talked to the kid, found out what happened, and disappeared. A short time later, he returned with a manila envelope full of pictures—photos of the wives, sisters, and girlfriends of just about everybody in the unit. He then ceremoniously added a photo of the now ex-girlfriend to the collection and wrote a note for the young Marine to sign:
Dear Jane,
I've forgotten what you look like. Can you pick your photo out of this collection and mail it back, so I can remember who I need to forget?
All my love,
John
Military mail can boost morale in unexpected ways.
Destination anywhere
Military mail is collected alongside regular domestic mail by the Postal Service, which sorts it by destination and delivers it to one of five gateways. The gateways are located in the New York City area, Miami, Chicago, San Francisco, and Seattle.
As you might expect, the heaviest volume of mail from the United States today flows to the U.S. Central Command, or CENTCOM, which includes Southwest Asia, the Middle East, and East Africa. For the typical CENTCOM-bound letter or package, the process works as follows:
The U.S. Postal Service delivers the letters to the International Service Center at John F. Kennedy Airport in New York. Parcels, however, are delivered to the Mail Terminal Services Operation and Bulk Mail Center in New Jersey.
The letters and parcels are sorted, packaged, and placed into containers. Packages and parcels are loaded onto dedicated aircraft at Newark's Liberty Airport, while letters are loaded as freight onto passenger aircraft at Kennedy airport. A typical day requires a 747 to move the parcels and packages, but the highest-volume day, this past December, saw the movement of 792,000 pounds, requiring six 747 aircraft.
All letters, parcels, and packages are delivered to the international airport in Bahrain. In Bahrain, mail for service members is sorted and cross-docked. DHL opened a separate Military Distribution Center (MDC) in July 2005 exclusively for handling military mail.
Mail is loaded onto smaller cargo planes, operated by contractors. Those are flown to the 10 "Air Stops" around Southwest Asia. Baghdad and Balad, Iraq, receive daily service, as does Camp Arifjahn in Kuwait. Bahgram, Afghanistan, and Al Taqadum in Iraq receive service six times per week. Al Assad and Mosul in Iraq receive service deliveries five times per week, while Tikrit and Kirkuk have deliveries four times per week. The Air Stop at Kandahar in Afghanistan also receives a plane four times per week.
Once the mail arrives in Iraq, the individual military services (Army,Navy, Air Force, Marines) pick up their own mail at the Air Stop and move it to the military post office, generally via surface convoy.
Individual units arrange for the delivery of their mail from the military post office to the Forward Operating Bases and from there onward to the service member.
The last step: "Mail Call!"
Serious business
Up to the Air Stop, the mechanics of the operation are very similar to those of a commercial network. But at that point, things take on a distinctly different flavor. Movement from the Air Stop usually takes place via armed and escorted military convoys, and occasionally via helicopter. That's how seriously the military takes the mail.
The way the military assigns accountability for the mail is another indicator that it regards mail as a special case worthy of special attention. It doesn't hand responsibility for the mail to the logistics function, as you might expect. Responsibility for mail resides with the manpower and personnel directorates.
The deputy director of MPSA is Col. Dave Ernst. Though he shows a hint of a smile when he is called a mail carrier, it's clear that he knows that military mail isn't about moving things; it's about lifting morale and it's serious work. In fact, Col. Ernst probably is where he is today not because he understands military mail (which he does), but because he understands what it is like to be out there, far from home and family. On his ACUs (short for Army Combat Uniform, what the Army calls fatigues these days), the colonel has a Ranger Tab, an Expert Infantryman Badge, Airborne Badge, and an Air Assault Badge.
The commitment to getting the mail to the troops echoes through the ranks of those who have the responsibility. "Even in the tremendous heat, we work hard to make sure every piece of mail is sorted. One thing you don't mess with is a soldier's mail," says Staff Sgt. Leland Jones from Camp Lemonier in Djibouti. "I am a former Marine and am a soldier now, and there has never been a time during my military career where getting a letter from someone didn't help ... every one of these letters and boxes that go to soldiers, sailors, Marines, and airmen will literally change their day."
Hard copy
The importance of mail has not diminished in the age of worldwide connectivity. "Mail remains the primary means of communication between military members and their families," says Bahrain Regional Supply Officer, Cmdr. Ivan Stamegna. "Most would presume that postal mail volumes would decrease with the technological advances in communication such as the Internet, e-mail, instant messaging, and online video conferencing," he adds. "Nothing could be further from the truth. Military mail volumes have actually increased."
There are a number of reasons for that: Troops don't always have access to e-mail or phones. And even in places where they do, printing can be problematic. Plus, you can't send a dozen of Mom's home-made brownies down a fiber optic cable. Whatever the reason, the result is an enormous volume of mail. That creates challenges, particularly in combat environments, and the military mail system is often forced to get creative. "You have to push the envelope," says Ernst, without intending the pun.
The U.S. military actually has a long tradition of finding ways to reduce mail volume without cutting off access. In World War II, it created the Victory Mail program, sending microfilmed copies of letters to overseas sites where the images could be developed and delivered. (For more on Victory Mail, see the sidebar titled "before there was e-mail ... .")
The modern day equivalent of Victory Mail is a Marine Corps program called Moto-Mail that combines the advantages of electronics with the personal touch of paper. Senders can access a Web site from anywhere in the world and compose a message. The message is printed at the military post office closest to the recipient, and the letter then moves into the regular flow. Moto-Mail saves on freight, speeds up delivery, and still gets a physical letter into the recipient's hands.
Not all of the MPSA's current initiatives involve ways to digitize mail, however. For example, with the election coming up, the military postal service is busy rolling out a promotional campaign at every military post office in the world. It has already established recommended federal election mailing dates, by destination state, and has distributed the information worldwide. At the same time, it has begun gearing up for a possible last-minute surge in volume. Says Faye Johnson, the operations division chief for MPSA, "We've done the worst-case scenario math. My job is to move your ballot."
before there was e-mail ...
E-mail may be the best-known method of sending compressed messages from one part of the world to another, but it wasn't the first. Before there was email, there was V-mail. V-mail, or Victory Mail, was a program launched by the military during World War II that used photographic technology to conserve valuable cargo space.
V-mail letters, as explained on the National Postal Museum's Web site, were written on standard pre-printed 3- by 4-inch forms that folded to form their own envelope. A V-mail letter had room for 100 to 300 words, depending on the author's handwriting. V-mail was collected by the postal service at processing centers, much the way military mail is collected at gateway locations today. Each letter was photographed and converted to a postage-stamp-sized image on microfilm by high-speed equipment at a rate of 2,000 per hour. Letters that ordinarily would have required 37 mail bags to carry could be handled in one. At the far end of the network, the images were developed, printed on lightweight photographic paper, placed in an envelope, and delivered.
V-mail wasn't just about logistics, however. It also eliminated the threat of spies using microdots or invisible ink to send reports. Any microdots on the paper would not be photographed with enough resolution to be read. The use of standardized forms also simplified the censorship task and made it more difficult for the enemy to intercept the mail.
Despite a publicity campaign in the United States promoting V-mail as the patriotic choice, its acceptance was slow at first. In June 1942, only 35,000 letters were sent via V-mail. But one year later, in June 1943, several million letters were sent by V-mail. Between June 15, 1942, and April 1, 1945, 556 million pieces of V-mail were sent from the United States to military post offices and over 510 million pieces were received in the United States from military personnel abroad.
In spite of the appeals to their patriotism, however, most people decided to stick with what they knew. In 1944, for instance, Navy personnel received 38 million pieces of V-mail, but over 272 million pieces of regular first class mail.
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."