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.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.