Into the wild: interview with Brig. Gen. Kristin French
Brigadier General Kristin French may face the ultimate supply chain challenge: getting fuel, food, water, and ammo to every warfighter in Afghanistan—no matter how remote.
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.
You may not have given much thought to how military supplies get to remote corners of Afghanistan, but it's an all-consuming subject for Brig. Gen. Kristin French. As commanding general of the 3rd Sustainment Command (Expeditionary), which recently deployed to Afghanistan, she and her organization are responsible for seeing that any goods for U.S. and allied forces moving through that troubled country get to where they're needed on time and intact.
A 26-year Army veteran, French received her commission in 1986 after graduating from the U.S. Military Academy at West Point. She served in command positions at the company, battalion, and brigade levels prior to taking command of the 3rd ESC. She deployed to Croatia, Kuwait, and Iraq before this tour in Afghanistan.
Most recently, she served as the executive officer to the director, Defense Logistics Agency, and military adviser to the assistant secretary of defense for logistics and material readiness at the Department of Defense (DOD). She spoke to DC Velocity Editor at Large Steve Geary in June at her office on Kandahar Air Field in southern Afghanistan.
Q: The 3rd Sustainment Command (Expeditionary) provides "theater logistics command and control for the theater commander." What does that mean in layman's terms?
A: The 3rd Sustainment Command (Expeditionary) is a headquarters organization with several sustainment brigades assigned to it. It coordinates sustainment operations throughout the country. Once a truck or convoy delivering fuel, water, or other supplies crosses any border into Afghanistan, it becomes our responsibility to manage it and to get it to the warfighter. We provide all the food, ammo, and other supplies as well as the maintenance, transportation, and other requirements to sustain our forces.
Q: How many people are in your command? A: We have multiple supporting organizations that have both military and civilian personnel assigned to them—government civilians and also civilian contractors. We have up to 5,000 military soldiers working under the command, as well as thousands of civilians and contractors—up to 20,000 is a good round number for the civilians who fall under our control. So, about 25,000 people is a reasonable estimate for the 3rd ESC's logistics operation here in Afghanistan.
Q: How much freight are you moving on any given day? A: The day-to-day numbers vary due to the weather and the requirements, but what I can do is paint a picture. Right now, we have 91,000 service members serving in Afghanistan. Take that number and add on the contract support and the civilians who are here from the government plus the DOD civilians, and it's a big number.
If you do the math, it's about 200,000 personnel that we feed on a daily basis, three meals a day. That is a lot of food. We also provide them with all the fuel they need, all the ammunition they need, and again all the other supplies. Generally, in a day, we'll move over 2,000 personnel across the battlespace.
Q: So it's like a big city in difficult and challenging terrain? A: Absolutely. We like to say that we support a city about the size of Fayetteville, North Carolina, or Richmond, Virginia.
Q: You have been deployed since April. What has surprised you? A: Well, I had the opportunity to come into Afghanistan on several visits before I deployed my units here. I got to see a lot of the terrain with some senior DOD leaders, so I knew what to expect. I will tell you that I really wasn't surprised at the Afghanistan environment, but I am humbled at the challenges we have due to the terrain here.
We have the Hindu Kush mountains in the north. We have a lot of snow forming on the tops of the mountains even today in the middle of June. Then, you go down south and you have the prevailing winds that cause dust storms in the low terrain. You have high humidity up in the northern part of Afghanistan. On the border with Iran, you again have high humidity.
The terrain and the conditions are very difficult, very unaccommodating, but we still have to do our job.
Q: As we've previously noted in this magazine, there are only three basic ways in and out of Afghanistan on the ground. Last November, Pakistan abruptly closed its two border crossings. Yet the U.S. military, together with its commercial partners, hasn't missed a beat. How are you managing to support both sustainment and retrograde in the face of such a disruptive event? A: Several years ago, our strategic planners looked at ways to get supplies in and out of Afghanistan. They found multiple options and multiple courses of action if one of our sustainment routes was disrupted. They had the foresight to look at the northern distribution network and create an alternate way to get equipment and supplies into Afghanistan.
Lo and behold, as you mentioned, last November, Pakistan closed our two major borders into Afghanistan. The Torkham gate and the Chaman gate closed, where we were bringing through a good amount of our supplies for Afghanistan. We had to rely on alternate means. We ended up using the northern distribution network. [Editor's note: In July 2012, Pakistan reopened the Torkham and Chaman gates.]
Q: There has to be a lesson in there for private-sector logisticians. What can we learn from the military's readiness for an unanticipated event? A: Remain agile and flexible. The big thing is to pivot, to shift and change your current operations based on the constraint you are facing. The military is able to, even though we are a pretty big organization. We can't change overnight, but we can and do take a look at different courses of action and do our best to have multiple approaches to get at the same problem.
Q: What I heard you describe, though, is not just being flexible and agile, it is also finding the time and the resources to be looking over the horizon and try to see what might be coming and being prepared to respond. Is that fair? A: Yes. It is very important that we are all talking and that we understand what is coming up. Planning is not just the next day or the next week but the next month, the next three months, and possibly the next year. We have to look out. We can't just react to what happens today or tomorrow, or we will never succeed. With the closure of the Pakistan border, people thought it would devastate the military, but as you have seen, it didn't. You have to be prepared to shift and be flexible as different challenges come up.
Q: You've had the opportunity to serve directly under two respected senior leaders in the DOD (and previous DCV Thought Leaders), Vice Adm. Alan Thompson and Alan Estevez, when he was the assistant secretary of defense (logistics and materiel readiness). Are there any particular lessons you learned? A: I saw that you really can trust your instincts. They both had many years of experience and had been in different situations; that allowed them to think on their feet, and they drew on that every day.
You need to trust your instincts. If you see something that you know isn't going the right way or notice a good practice that you want to pick up for the rest of your command, you should grab it. Trust that your instincts will carry you through and help you succeed.
Another thing they both do very well is acquaint themselves with the capabilities of subordinate commands and units. They took the time to get out and learn about their subordinate organizations and their subordinate units' capabilities.
They also spent a lot of time listening to their subject matter experts. They both were willing to bring in the specialists and hear them out and have them help formulate ideas as part of the decision-making process. You can't know everything, no matter how much you have experienced in your career. You really need to use those specialists to help you make better decisions.
Q: Are there any additional thoughts you'd like to share with us? A: It is a great time to be a logistician in the Army. We train hard back in the United States and across the different military installations to tone our specialties, our crafts. When we get the call to deploy and help fight for another country's freedom and to show them how the military and the United States of America are able to assist them in gaining their goals—it is just an amazing opportunity. I couldn't have asked for a better way to serve my country, and to be the commander of the 3rd ESC here in Afghanistan has been an absolute honor for me.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”