To win the supply chain war, just call in the cavalry
On Veterans Day, you may be compelled to thank a vet you know for their service, but rather than offering platitudes, true gratitude could be shown by making an extra effort to pick one up who needs a hand. At some point, we veterans all have needed it, and more often than not, have received a kick to the gut.
There’s a reason for all those opioid overdoses and suicides common among veterans, and while a major factor is the actual trauma suffered in some foreign conflict, coming home and not finding a new place to feel valuable and respected certainly exacerbates the feeling of PTSD.
Speaking from experience, the only place that would hire me after four years as a sonar technician on a nuclear submarine was Old Navy. And this was less than six months after 9/11, when the only thing people agreed on was supporting the troops. I could have probably held out for a few months for something better, but at the time I was too proud to go on unemployment and my self-esteem sunk deeper than my boat ever did after not being able to get an entry-level security job at a giant insurance provider.
I really thought guarding a billion-dollar nuclear-powered warship in port and being responsible for it not crashing into things at sea would be enough experience to watch over an office building in the suburbs, too. The worst part was my sister worked there and gave me a referral. They would not hire me several more times over years.
The problem was I couldn’t exactly tell anyone what I actually did, and the technical parts were too esoteric for some human resources drone to understand. For me, the plan was always to use the G.I. Bill, go to college, and get a job writing about something. Mission accomplished there.
But I never saw the horrors of war, or was injured during a mission. For those men and women, they might be feeling unwelcome and unwanted, despite being more than qualified. And when it comes to the transportation industry, that is often the case, making it more critical for every company in the industry to do more than wave a flag on appropriate holidays, but actively seek veterans the way they look for that elusive repair part.
It could go a long way in fixing many of the labor shortages the industry faces, and help solve many of the current logistical issues.
A few places to check out are the U.S. Chamber of Commerce Hiring Our Heroes program and its technology arm FASTPORT. The Federal Motor Carrier Safety Administration (FMCSA) also has the Military Skills Test Waiver program that allows veterans to obtain a commercial driver's license without taking the physical driving test, based on their military experience. FMCSA said "40,000 veterans have benefited from this program."
Supported by intel
No hiring decision should be based on emotion, but the data also point to veterans thriving in the industry. According to the U.S. Bureau of Labor Statistics, more than 10% of the U.S. veteran population work in the transportation sector. For non-vets, it’s 6.2%. And that makes sense, as many of the intangibles that make a good driver, fleet manager, router, logistician, or maintenance technicians—such as attention to detail, tenacity, and grace under pressure—take root in boot camp and continue to grow over the course of their service.
The Department of Transportation does a pretty good job advocating for vets in the sector, with some resources available on the website. The site was last updated in January of 2015, which is concerning, considering the emphasis on the supply chain since the pandemic.
Transportation Secretary Pete Buttigieg was a Navy Reserve intelligence officer did a seven-month deployment in Kabul in 2014, and did reinstate an Obama-era pilot program to hire veterans, along with minorities and disadvantaged people, for public works projects. That was in May 2021.
It would perhaps also be intelligent to put an emphasis on hiring vets in general. The $1.2 trillion infrastructure bill would have been a good place to start, but instead $18 billion to renovate VA hospitals was removed from the bill.
Special consideration is not needed though. Employers should be the ones seeking out vets. Specific military jobs, of course, directly train people suited for a career in the industry, such as driving a heavy-duty truck to resupply a forward-deployed base, or figure out how many supplies the soldiers need, or how many repair parts a ship should take on a six-month cruise. Many are often required to perform routine preventive maintenance on gear, following instructions to the letter, and troubleshoot when something’s not working correctly.
Drawing from my own experience, some of the best lessons were not specifically how to use an oscilloscope to find an issue in my sub’s sonar gear, as more seasoned sonar techs led the effort, but how to remain patient and methodical and able to learn despite being dead tired and about to go on watch again very soon.
The unofficial slogan of the Armed Forces—“Hurry up and wait”—also prepares veterans for a similar cadence as a driver or diesel tech, stuck in detention waiting for an offload or in the bay waiting on a part to come.
So that’s my take, and having not worked directly for a fleet, (though one time I had to drive a moving truck to Pennsylvania for Old Navy for some reason), my word carries less weight than an actual transportation professional. Lucky for me, when a vet needs a favor, other vets respond without hesitation.
Here are several more opinions on why making the hiring of vets a big part of your recruiting strategy isn’t just a nice thing to do, it’s the smart thing to do.
[All interviews conducted via email.]
Willie Reeves, Paccar leasing director of franchise maintenance
What did you do in the service?
I was a squad leader for infantry platoons, weapons sergeant and combat arms instructor.
Why did you join?
I got my first taste of the trucking industry when I started my career as a diesel technician for a major leasing company in 2000. But, I had an interest in serving our country and decided to enlist in the Army in 2001. It was a great decision. After six years of service, I re-entered civilian life and worked my way up through the ranks from there.
What skills from there help you in your current job?
Through my career, I’ve worked with several Fortune 500 companies in commercial transportation, holding various positions—Shop Foreman, Lead Technician, Fleet Maintenance Supervisor, General Manager, Branch Manager, Project and Program Manager. My current position is with PacLease, working with maintenance managers from our network of more than 500 locations throughout North America to ensure best-in-class maintenance practices.
The ability of knowing your audience—relating to them—and being able to talk with anyone as well as being approachable. The military gave me the skills to be able to develop people, while looking out for the best interest of the task. It also taught me the the need to take care of your support team. Teamwork is everything.
Most memorable/proud moment while serving?
When I was a young private first class, I was named soldier of the month.
What are some general skills service members have that would help current logistic issues in the industry?
Many service members are very organized and prepared for just about any encounter that may come up. They adjust, adapt, prioritize, resolve, and complete tasks oftentimes with minimal supervision. We’re taught to be problem solvers.
How do you think the industry performs at attracting veterans and how can it improve?
The industry has many ways to attract veterans as far as advertising, but there is always room for improvement. I think our industry should get more involved and make a presence at military out-processing centers.
What’s more, the age of military candidates who could join our industry really varies—based on their time served. So, experience can really range. In addition, keep in mind that a veteran needs time to decompress—often the question of 'what do I do next' doesn’t come until 60 days out from a veteran’s final day of service. A lot transpires in that time. Getting involved and/or informing the veterans of the opportunities that are out there is a great start.
Scott Bolt | Noregon Systems vice president of product management
What did you do in the service?
I served in the Submarine Service for the U.S. Naval Nuclear Power Program. As a machinist mate first class, I stood watch at various stations on the submarine and monitored the equipment at each station. Eventually, I was awarded the position of engineering watch supervisor, where I monitored all engineering watch stations in engineering.
What skills from there help you in your current job?
Many people who never served do not realize how hectic each day on a submarine is. To be successful, you must have top notch organizational skills and be able to prioritize issues. After prioritizing issues, you must delegate tasks. Perfecting these skills molds people into leaders. This can be difficult for newer service members but is an important skill in the service and carries over into a business executive role. By the time I became an Engineering Watch Supervisor, it was second nature to delegate tasks and trust that the job will be done correctly because you have a well-trained staff reporting to you.
How did your experience on a nuclear sub help you relate to the maintenance technicians who use Noregon tools?
I can absolutely relate my service days to mechanics working their way up the ranks within their shop or organization. Whether in the service or training to be a diesel mechanic, you won’t learn everything at once and must master skills or stations before moving onto the next. Many shops have specialized people who work on certain components, such as brakes or tires. This person won’t be rebuilding an engine, the same way a master mechanic won’t be doing wheel alignments. Once you perfect certain skills, you move onto the next one and become well-rounded, such as becoming an Engineering Watch Supervisor on a submarine, or a master lead mechanic in a shop.
Most memorable/proud moment while serving?
My proudest moment was earning my promotion to Engineering Watch Supervisor as an E-5. Though I did eventually earn an E-6 rating, I was one of only two individuals in the Navy at that time to have earned the title of Engineering Watch Supervisors as an E-5. The accomplishment was so unique that I was awarded a medal of accommodation for it from the Rear Admiral of the Pacific Fleet.
What are some general skills service members have that would help current logistic issues in the industry?
I can’t speak for all enlisted members, but the only way to make it through nuclear power school is to be a strategic thinker who is organized and works hard. Whenever I see a resume from someone who served in the nuclear power program, I instantly know they have many of the skills it takes to be successful in this industry.
The United States Military is very process oriented. You learn why the process is the way it is and you learn to follow it. Having processes start at the top and be adopted throughout the chain of command helps create clearly defined processes, something the commercial trucking industry could learn from. When every organization member is buying into the same goals and following defined processes to meet those goals, fewer mistakes occur and operations run much more smoothly.
How do you think the industry performs at attracting veterans and how can it improve?
Our industry attracts veterans organically because so much of it revolves around keeping machines healthy and involves a heavy dose of logistics. Although we passively attract service veterans, the industry could do a better job of actively pursuing these men and women. It’s no coincidence that some of the brightest minds in trucking served in the military, we just have to find better ways of convincing these people to join us when they leave the service and show that we have a myriad of options available to them.
Michael Kruger | Hot Seat Services recruiting manager
What did you do in the service?
U.S. Marine Corps, gunnery sergeant (infantry, weapons instructor and career recruiter)
What skills from there help you in your current job recruiting drivers and technicians?
The leadership skills and the ability to have thick skin have helped me in overall recruiting. The other advantages, I believe, that help my skill set are the professional selling skills I have gained from the years of recruiting duty. As well as being a recruiter, I also help train newer recruiters and believe that the leadership principles I gained while serving have helped in this.
Most memorable/proud moment while serving?
I was able to be the weapons instructor for Paula Zahn when she came to do a story about female marines back in the ’90s. I was on TV and also in People Magazine with her.
What are some general skills service members have that would help current logistic issues in the industry?
The skillset that veterans are bringing to any community is the ability to overcome and adapt quickly, having foresight to see challenges and take them on is also a very important aspect to think about. All veteran—at least the majority—have had to think outside the box and come up with creative ways to engage the enemy or even just perform with lack luster equipment.
How do you think the industry performs at attracting veterans and how can it improve?
Personally, I believe every industry can do better. Within trucking and mechanics, being so regulated and needing certain certifications hinders veterans from trying to get into the industry. Easy skillsets like leadership are there inside the veteran; however, it is when they need the finite skills that leads to challenges.
Jason Williams | Transflo Agile Manager
What did you do in the service?
U.S. Navy hospital corpsman petty officer first class (E-6); Medical Services Officer (MSO)
Leadership, time management, global logistics, and shipping.
Most memorable/proud moment while serving?
While deployed to Iraq in 2008 with the 1st Battalion 9th Marines, I was the most senior medical provider in the city of Ramadi and was called to check on a young girl who was very ill. I was able to get her seen and diagnosed with Cardiomegaly, which could have been terminal without open heart surgery. The family could not afford this procedure, nor where they able to get to Baghdad to the heart surgeon. I worked with the UAE and the Red Cross to obtain $9,000, and we coordinated their safe passage on one of our convoys. Prior to the end of my tour, the little girl was recovering and expected to live a long and healthy life.
What are some general skills service members have that would help current logistic issues in the industry?
Discipline, time management, leadership, and the ability to see complex problems and work through them to complete the mission.
How do you think the industry performs at attracting veterans and how can it improve?
Overall, the industry does a great job attracting veterans. One area of improvement would be to take part in local area job fairs that are veteran focused to ensure that the audience is captured and has a better understanding of how crucial this field is to our nation.
Devon McNamara | Transflo regional sales manager
What did you do in the service?
U.S. Marine Corps Reserve (current). I entered the Marine Corps November 2008.
My MOS (Military Occupational Specialty) is 1391 Bulk Fuel Specialist. Our primary role is to establish FARPs (Forward, Arming and Refueling Points) for rotary wing aircraft (helicopters). I have learned work ethic, self-discipline, attention to detail, adaptability, and being task oriented.
Most memorable/proud moment while serving?
Between 2011-2012, I was deployed to Helmand Province, Afghanistan. I was part of a security element that was responsible for escorting motor transport/logistical vehicles that were resupplying (COPs) Combat Out Posts and (FOBs) Forward Operating Bases throughout Helmand Province.
What are some general skills service members have that could help with current logistic issues in the industry?
Work ethic, professionalism, attention to detail, understanding of technology, adaptability, situational awareness, self-discipline, dependability, mission focused, decisiveness, and loyalty.
How do you think the industry performs at attracting veterans and how can it improve?
I believe they have done a great job in the past and have continued to appeal to the new generation of veterans (Global War on Terrorism). When it comes to attracting veterans, a few things come to mind:
- First, use social media and make it known that you’re looking to hire veterans. This generation of veterans is tech savvy.
- Companies can also recruit on military installations and bases. There are also military job fairs and local organizations that provide resources to veterans. Get involved.
- Be direct. Connect the skills they possess to how they can excel within the position, company, or industry.
- Finally, make sure recruiting or HR departments understand the candidate’s potential and current skill sets. Veteran resumes are going to be different from a civilian’s and will not always be a keyword matching exercise.
