Military tests unmanned helicopters to reduce supply risks
Roadside bombs and anti-aircraft fire have made supply missions into Afghanistan a perilous venture. But the Marines think they have found a better way.
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.
For as long as there's been war, there's been the challenge of military supply—making sure that the men and women on the front lines, the people in harm's way, have what they need when they need it. The art and science of logistics grew up around that problem, and the work to develop faster, better, safer methods continues to this day.
In recent years, escalating threats to supply lines in Southwest Asia have lent urgency to that mission. Concerns about enemy attacks have led the U.S. military to step up efforts to reduce the risks that come with moving cargo across often hostile and unforgiving territory. Those efforts have yielded a number of innovative tactics and technologies aimed at protecting lives. They include a robotic lift truck designed for use in high-risk environments (see "Military, academic researchers successfully test robotic lift truck") and initiatives to conserve water and fuel at operating bases in Afghanistan in order to reduce the need for supply convoys (see "For U.S. Marines, going green can save lives," May 2010 www.dcvelocity.com).
But there's more to come. Within the next year, the military expects to put its latest technological breakthrough into action: unmanned helicopters capable of carrying pallet-loads of supplies to posts in remote locations.
Infrastructure "almost nonexistent"
To understand what's driving this initiative, it helps to know a little about the supply challenges the military faces in Afghanistan. One of the biggest difficulties is the country's limited infrastructure. In most parts of the world, getting food, munitions, and so forth out to the troops is a simple matter of throwing supplies in the back of a truck and hitting the road. But in Afghanistan, roads aren't always a viable option, largely for reasons of safety. To put it bluntly, Afghanistan's roads are a very dangerous place—roughly 60 percent of all military casualties are from Improvised Explosive Devices, commonly known as IEDs. In fact, IEDs are the number one killer of troops, security forces, and civilians.
Even if the safety threats could be eliminated, Afghanistan's road network leaves something to be desired. The roads themselves are rudimentary, and they don't always go to the sorts of places the U.S. military wants to go. As Alan Estevez, acting assistant secretary of defense for logistics and materiel readiness, puts it, "Infrastructure in Afghanistan is almost nonexistent."
Adding to the problem is a lack of alternatives to over-the-road moves. The landlocked country has no seaports, no railroads, and no navigable rivers. That leaves air as the only other option, and there are a number of difficulties with regard to conventional air resupply. Afghanistan has just 16 airports with paved runways, and only four of those can accommodate international cargo shipments. Building more runways or even small landing zones would be impractical because of the country's mountainous terrain.
Other options are also problematical. In some remote locations, the military uses guided parachutes that can follow a radio beacon to a target. But these parachutes are vulnerable to wind currents, and in mountainous Afghanistan, wind is a near constant.
Manned cargo helicopters can carry loads slung under their bellies, but cargo helicopters are vulnerable to attack. Even small arms fire can put pilots and their crews at risk.
Testing under way
That last obstacle is one the Navy thinks it can overcome. The answer, it says, is an unmanned helicopter, which it calls "a vertical lift Cargo UAS [Unmanned Aerial System]." In a draft document issued by the Naval Air Systems Command this past summer, the Navy laid out its requirements for this "aerial system": It has to be able to reach an altitude of 14,000 feet while carrying 750 pounds of cargo loaded on a standard wood pallet. In addition, the helicopter must have a roundtrip range of 125 miles, including a 20-minute fuel reserve.
This is no whiteboard exercise. Prototypes have already been built, and testing is under way. Earlier this year, the Marines conducted successful tests of two different unmanned cargo helicopters at the U.S. Army's Dugway Proving Ground in Utah, using sling loads to accomplish resupply. (Dugway was chosen for its similarity to Afghanistan with respect to terrain, weather, and altitude conditions.) One of the helicopters was the K-MAX BURRO, an unmanned helicopter developed by Lockheed Martin Corp. and Kaman Aerospace. The other was Boeing's A160T Hummingbird.
Both vehicles met or exceeded requirements. According to documents provided by one of the participants, tests of the unmanned cargo helicopters showed they could hover at 12,000 feet with a 1,500-pound sling load, deliver 3,000 pounds of cargo within six hours to a forward operating base more than 75 miles from the supply point, and fly under remote control in both day- and nighttime conditions.
The test results were good enough that the Department of the Navy has gone ahead with the next step. It has begun work on a request for proposals to deliver and deploy the equipment next year.
The Marines (which are part of the Navy Department) expect to award a contract around the end of 2010 for combat-ready unmanned cargo helicopters. These aircraft are expected to see action in Afghanistan by the summer of 2011.
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.