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.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
Supply chains are poised for accelerated adoption of mobile robots and drones as those technologies mature and companies focus on implementing artificial intelligence (AI) and automation across their logistics operations.
That’s according to data from Gartner’s Hype Cycle for Mobile Robots and Drones, released this week. The report shows that several mobile robotics technologies will mature over the next two to five years, and also identifies breakthrough and rising technologies set to have an impact further out.
Gartner’s Hype Cycle is a graphical depiction of a common pattern that arises with each new technology or innovation through five phases of maturity and adoption. Chief supply chain officers can use the research to find robotic solutions that meet their needs, according to Gartner.
Gartner, Inc.
The mobile robotic technologies set to mature over the next two to five years are: collaborative in-aisle picking robots, light-cargo delivery robots, autonomous mobile robots (AMRs) for transport, mobile robotic goods-to-person systems, and robotic cube storage systems.
“As organizations look to further improve logistic operations, support automation and augment humans in various jobs, supply chain leaders have turned to mobile robots to support their strategy,” Dwight Klappich, VP analyst and Gartner fellow with the Gartner Supply Chain practice, said in a statement announcing the findings. “Mobile robots are continuing to evolve, becoming more powerful and practical, thus paving the way for continued technology innovation.”
Technologies that are on the rise include autonomous data collection and inspection technologies, which are expected to deliver benefits over the next five to 10 years. These include solutions like indoor-flying drones, which utilize AI-enabled vision or RFID to help with time-consuming inventory management, inspection, and surveillance tasks. The technology can also alleviate safety concerns that arise in warehouses, such as workers counting inventory in hard-to-reach places.
“Automating labor-intensive tasks can provide notable benefits,” Klappich said. “With AI capabilities increasingly embedded in mobile robots and drones, the potential to function unaided and adapt to environments will make it possible to support a growing number of use cases.”
Humanoid robots—which resemble the human body in shape—are among the technologies in the breakthrough stage, meaning that they are expected to have a transformational effect on supply chains, but their mainstream adoption could take 10 years or more.
“For supply chains with high-volume and predictable processes, humanoid robots have the potential to enhance or supplement the supply chain workforce,” Klappich also said. “However, while the pace of innovation is encouraging, the industry is years away from general-purpose humanoid robots being used in more complex retail and industrial environments.”
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”