DLAM 1445.9

CAHW

1 Jun 83

DLA CIVILIAN CAREER PROGRAM FOR TRANSPORTATION

June 1983

DEFENSE LOGISTICS AGENCY

HEADQUARTERS

CAMERON STATION

ALEXANDRIA, VIRGINIA 22314

FOREWORD

(Supplementation is prohibited.)

This career manual serves as a guide for management and the individual careerist in determining and understanding the variety of development opportunities available in the Transportation Career Program (hereafter referred to as the Program). This manual, if properly utilized, will provide supervisors with an excellent managerial tool, and the careerist with a template for systematic career planning and progression. DLA offers excellent career opportunities to individuals in the Transportation field with specialization in the supply or contract administration functions. However, careerists should be aware of several factors which can materially influence their career development and which should be considered carefully in deciding individual goals or career plans. These factors include mobility, variety of experience, related training, and self-development. Career development is a dual responsibility of management and the individual. While management is expected to plan for the development of each career employee by providing on-the-job and off-the-job training and arranging rotational job assignments, the ultimate value to be realized from a career development program is determined by the careerist participating in the program. There are several significant changes in this manual, mostly updating of recommended courses and the addition of mandatory courses for Defense Contract Administration Services (DCAS) personnel. Users of this DLAM are encouraged to submit recommended changes and comments to improve the publication, through channels, to HQ DLA, ATTN: DLA-KW.

BY ORDER OF THE DIRECTOR

R. F. McCORMACK

Colonel, USA

Staff Director, Administration

DISTRIBUTION

3

COORDINATION: DLA-A, DLA-O, DLA-KS

This DLAM supersedes DLAM 1445.9, 3 Sep 71.

TABLE OF CONTENTS

Foreword	i
Table of Contents	iii
A. General Provisions	1
B. Recruitment and Selection System	2
C. Individual Development Plan	4
D. Responsibilities	5
E. Transportation Career Patterns	5
F. Training and Development	8
G. Sample Training Plan	11
H. Master Training and Development Plan	13
I. Occupational Knowledge, Skills, and Abilities (KSAs) of the Transportation Career Field	15
J. Knowledge/Skills/Abilities of the Transportation Career Field	16
K. Training Resources for Acquiring Occupational	21

THE TRANSPORTATION CAREER FIELD

A. GENERAL PROVISIONS

1. OBJECTIVES. The DLA Civilian Career Program for Transportation is designed to attract, develop, and retain individuals of the highest caliber to accomplish DLA's diverse transportation mission in the most effective manner. The objectives of this Program are to:

a. Encourage DLA employees to pursue a progressively challenging and rewarding career in DLA.

b. Provide such employees with maximum opportunities for improving their capabilities in the chosen occupational field and their specialty in that field, i.e., supply, or contract administration.

c. Facilitate recruitment in the DLA Transportation career field which will assure a continual flow of personnel, qualified to meet the specific supply and contract administration requirements in transportation skills.

d. Provide a competent and productive work force reflective of the nation's diversity. Accordingly, the Program is structured to provide basic care, training, and the unique training required to enable staffing of the transportation specialties in supply and contract administration.

2. SCOPE. The provisions of this manual apply to all DLA civilian employees, grade GS-5 and above, engaged in transportation functions. Occupational series included are as follows:

TITLE OFFICE OF PERSONNEL MANAGEMENT

(OPM) JOB SERIES

PRIMARY SERIES

General Transportation GS-2101-0

Traffic Management Series GS-2130-0

ANCILLARY SERIES

Freight Rate Series GS-2131-0

Travel Series GS-2132-0

Passenger Rate Series GS-2133-0

Shipment Clerical Series GS-2134-0

Transportation Loss and Damage

Claims Examining Series GS-2135-0

Transportation Assistant GS-2102-0

Cargo Scheduling Series GS-2144-0

Transportation Operations Series GS-2150-0

Dispatching Series GS-2151-0

In addition, the Program encourages rotational assignments between the above occupations and other interface occupational fields, particularly between those fields most closely associated with the distinctly diverse DLA Transportation mission requirements. For example, a permanent assignment to a transportation office having a supply mission may entail a rotational assignment to management analysis, financial management, data processing systems, acquisition, supply management, warehousing, preservation, packing and packaging and transportation economics. A permanent assignment to a transportation office having a contract administration mission may entail rotational assignment to management analysis, financial management, data processing systems, acquisition, preservation, packing and packaging and transportation economics, but may also entail assignment to production, quality assurance, and contract administration in lieu of supply management and warehousing. Career employees engaged in these occupations in a transportation oriented organization may also elect to follow the transportation career field when qualified by experience and training or to pursue other established occupational career programs.

B. RECRUITMENT AND SELECTION SYSTEM

1. GENERAL. The planned recruitment of highly qualified personnel into the Program is essential to the development and maintenance of an effective organization. Recruitment shall be related to replacement needs projected on the basis of expected career field losses, planned expansions, and technological advances. Although primary emphasis is placed on entrance at the junior level, recruitment of quality individuals from various sources at the intermediate and senior levels will also be accomplished.

2. RECRUITMENT SOURCES

a. Recruitment and selection practices will follow the principle of getting the best qualified available candidate for the position to be filled. Recruitment brochures or literature, advertising, or other appropriate, authorized publicity measures may be employed, as necessary to support career intake recruitment. College and university relations and recruitment programs, as well as visits to vocational schools and community colleges, should be used as a means for identifying and attracting promising students. Aggressive recruiting efforts should be undertaken at institutions known to have a large minority group or female enrollment to ensure that minorities and women are adequately represented in all transportation functions. Further, a positive program for the upward mobility of lower graded employees to career positions will be pursued.

b. The procedures of DLAR 1404.4, Merit Promotion Program, and appropriate labor agreements will apply in considering candidates who are current Federal employees and currently working within the DLA Transportation functions.

3. ELIGIBILITY REQUIREMENTS FOR INITIAL APPOINTMENT INTO THE FEDERAL SERVICE (In Conjunction with Office of Personnel Management (OPM) Handbook X-118)

GS-5 through GS-8	Individuals who attain eligibility in one of the following: a. Appropriate noncompetitive appointment authority for professional and administrative career(PAC) positions. b. Office of Personnel Management Competitive Examination specifically designed for recruitment in the Transportation career field.
GS-9 through GS-12	Individuals who attain eligibility in one of the following: a. Office of Personnel Management Examination in Mid-Level Positions in Administrative Staff, and Technical Service (MAST). b. Office of Personnel Management Examination specifically designed for recruitment in the Transportation career field.
GS-13 and above	Individuals who attain eligibility in one of the following: a. Office of Personnel Management Examination for Senior Level Positions (Announcement 408). b. Office of Personnel Management Examination specifically designed for recruitment in the Transportation career field.
All grades	Noncompetitive Appointments. Federal employees who meet all pertinent provisions of OPM Handbook X-118 and regulatory requirements of DoD and DLA.

C. INDIVIDUAL DEVELOPMENT PLAN

1. An Individual Development Plan (IDP) is designed to record specific developmental objectives which are needed to enhance the careerist's current performance as well as prepare him/her for positions of greater responsibility in the future. The process provides a rationale and framework for meeting developmental needs in terms of the skills and knowledges required for a position, the organization's manpower needs, and the individual's career development goals.

2. IDPs can be of great assistance in preventing a career management program from becoming a mere collection of activities with little relevance to each other or to the goals and objectives of the organization, the supervisor, and the careerist. Also, the IDP process forms a sound basis for a career management program at its most critical point; the day-to-day relationship between the careerist and the supervisor. Combined with high-level organizational commitment, effective job rotation plans, training resource utilization, and program evaluation, it forms the foundation for ensuring that DLA has a sufficient number of top quality people to meet its present and future staffing needs.

3. The development and implementation of a realistic career plan will benefit both the organization concerned with maximum human resource utilization, and the individual aspiring to higher level responsibilities.

4. DLA Form 1473, Individual Development Plan, or other similar documentation, will be used to record the employee's career plan on an annual basis.

D. RESPONSIBILITIES

1. The Executive Director, Supply Operations, DLA (DLA-O) will have responsibility for the supply portion of the Program and the Executive Director, Contract Management, DLA (DLA-A), will have responsibility for the direction of the contract administration portion of the Program. The Staff Director, Personnel, DLA (DLA-K), will provide overall staff guidance.

2. The Heads of the DLA activities employing Transportation careerists will have:

a. Operational responsibility for the administration of this career Program. This responsibility includes local administration and implementation, including planning career input requirements, budgeting, and providing funds and manpower spaces. It also entails making employees, under their supervision available for training, and taking action to assure that careerists possess, or are provided opportunities to obtain required knowledge and skills.

b. Responsibility for the recruitment, selection, and promotion of candidates to fill vacancies in the Transportation career field. Responsibility includes managing the Program so as to contribute to the accomplishment of the fundamental Equal Employment Opportunity (EEO) objective: to fully integrate the Transportation career field, in all occupational categories at all grade levels, and in all activities with respect to both minority and female employees.

3. All supervisors have an inherent responsibility for the total career management of their employees. This includes identifying employees with potential and providing opportunities for developmental experiences commensurate with their ability, aspirations and the needs of management. Supervisors also share in the responsibility for achieving a fully integrated work force.

4. Each careerist is responsible for assisting management in establishing his/her personal career plan and must provide the interest, enthusiasm, and initiative required to achieve the stated objectives. The careerist who wishes to take full advantage of the Program is expected to accept assignments for cross-training for developmental purposes.

E. TRANSPORTATION CAREER PATTERNS

1. The nature of skills, knowledge, and techniques employed in each of the areas of specialization depicted in the Transportation career pattern, is defined and provides the key to career planning and development of individuals. DLA employees in lower grade, noncareer positions may be bridged into the Program.

2. The career pattern shown in figure 1 visualizes the progressive development of career employees along generally predictable lines, so that they may be able to perform increasingly higher level assignments. While career patterns are generally designed for upward progression in terms of assumption of responsibilities, lateral movement is sometimes desirable to gain additional experience. Careerists may move from one specialization to another at the same or higher grade level when OPM qualification requirements are met.

3. The Transportation career field provides for lateral movement between functional specialties and upward progression under merit promotion programs. Because of the increasing degrees of specialization at each higher level, these lateral moves become more difficult as one progresses in a given specialization. However, senior executive levels, proven managerial and administrative abilities are the prime considerations for lateral moves. It is therefore important that careerists be encouraged to participate in training in other than their primary functional areas since this training will increase potential for lateral assignments and professional growth.

Figure 1 PRIMARY SERIES

(a) Career pattern denotes a schematic grade strucuture for illustrative purposes only. Position titles, series, and grades are established by authorized positions in accordance with Office of Personnel Management (OPM) position classification standards.

(b) While the chart indicates lateral movement between occupational field and upward progression within an occupational field, movement one occupational field to a higher grade in another occupational field is possible when career employees meet the qualifying prerequisites established by the OPM.

F. TRAINING AND DEVELOPMENT

1. The training plan is flexible in response to the diverse and collective requirements of the broad range of DLA activities and is designed to improve the technical knowledge and skills of career employees in the Transportation field. The plan provides the opportunity for the career employee to receive the type of diversified training and experience required for advancement with the DoD. Employees enter the Program at various levels with varying degrees of preparation, capability, and potential for growth. Careerists who demonstrate their ability to effectively handle increasingly complex assignments are usually rewarded by opportunities for development and advancement. Training cannot start too early in an employee's career.

2. A training program must provide the opportunity for every employee to advance to the highest level of his/her capability. Thus the objective must be to provide additional knowledge and improved technical skills at all levels and to provide consciously for the advancement of capable personnel to positions of greater complexity. The most effective training and development activity for civilian career employees will be that resulting from an appraisal/counseling interview which identifies training needs, is systematically planned and scheduled; and takes greatest advantage of work situations and operating problems for development purposes.

3. Junior Level Training: At the entrance level, grades GS-5 to GS-7, the new employee has a modest amount of technical training, knowledge, and skill. At this stage, emphasis will be placed on training in basic transportation techniques and is designed to develop professional competence. After general orientation and broad familiarization with the procedural aspects of the positions, the trainee or junior level employee begins to broaden and improve in technical knowledge and skill. Typical assignments at the junior level include, but are not limited to, serving as a trainee on the maintenance of tariff and tender files; initially observing and later participating in the classification of freight. At this stage, training includes progressively responsible assignments, self-development activities, technical courses, advice given by qualified personnel, vendor communications and courses of study at Government and civilian educational institutions.

4. Intermediate Level Training: At the GS-9 through 11 level, the primary intent is to increase the technical knowledge and skill of the employee. Emphasis will be placed on management and human relations including training off-the-job for personnel selected to fill supervisory positions. Work assignments are selected because they add depth and breadth of technical competence. Typical assignments at the intermediate level include review of freight and passenger movements for efficiency and effectiveness; performing research on freight and passenger rate structures; participating in loss and damage prevention programs, quality control of traffic operations; and formulating traffic management procedures. At this stage, self-development activities are accelerated and training is on a more selective basis. Personnel will continue to receive progressively responsible assignments and will exert some supervisory responsibility.

5. Senior Level Training: At the GS-12 through GS-15 stage, the individual is expected to be competent in management concepts and specialized areas related to transportation. To ensure that the individual is aware of new concepts and changes in the various areas of transportation, additional training and development will be required. Since practically all senior level positions require a broad managerial knowledge and skill, the training activity will place special emphasis on management and human relations. Attendance at seminars, conferences, and courses in executive development will accomplish the basic training requirements in this area. Graduate study, speaking and writing activities, temporary duty assignments, rotation of assignments, and participation in professional group activities will be considered and encouraged.

6. General Training Plans: To assure that some degree of uniformity is maintained in the background qualifications of transportation personnel, on a DLA-wide basis, a Master Training and Development Plan has been developed outlining the courses recommended for successful performance at successive responsibility levels. The plan consists of courses that cover the basic subject material essential to the careerist at each level of development. The courses are listed under the junior, intermediate and senior level to which they are appropriate. Areas of skill may span several phases and the individual careerist's plans should be made accordingly.

7. The junior level employees will normally participate in a formalized training program. A suggested training plan for the junior level has been developed and is provided (figure 2). This plan is for illustrative purposes in that it should be adjusted to meet specific needs of the activities and the trainee. On the other hand, training and development assignments for employees at the intermediate and senior levels are more flexible. Training requirements will be determined during the career appraisal and counseling sessions conducted by the supervisor with the objective of ensuring satisfactory performance at the present level, as well as qualification for advancement to the next level.

8. Specific skills and training may be necessary to prepare for advancement to positions at the next higher level. When the careerist is proficient in the aspects of work covered by a given course, the course need not be taken; however, courses prefixed by one asterisk (*) in the following Master Training and Development Plan indicate they are mandatory training or for DCAS personnel within each level. They must be completed within each level or equivalent experience must be gained within each level before promotion to the next higher level. They are considered the minimum necessary to achieving satisfactory performance within the level and essential to consideration for promotion to advanced levels. Courses prefixed by two asterisks (**) in the following Master Training and Development Plan are mandatory for DCAS personnel without regard to prior experience, and developmental or promotion potential. In particular, the hazardous materials courses and continuing refresher courses so designated in the plan are safety and performance oriented and are mandatory for DCAS personnel without regard to prior experience, and developmental or promotional potential when any person performs work, however minimal, in some phase of hazardous materials/wastes transportation. These phases may include, but are not limited to, any functions performed in shipment planning, equipment selection and inspection, loading - blocking - bracing, shipment receiving or release, documentation, marking, placarding, preservation, packaging, packing, packaging inspection/design/testing/evaluation, or any other aspect of traffic management. Within DCAS such work is prohibited until appropriate hazardous materials training, directly related to the aspects of work performed is completed. Untrained persons working with hazardous materials and/or supervisors directing or permitting such untrained persons to work with hazardous materials violate Title 49, Code of Federal Regulation (CFR) and are directly and personally subject to civil and criminal penalties prescribed for violation of CFR 49 regulations. Some training covers those areas recognized as important and highly recommended, but not essential for the careerist to develop in the technical and managerial career fields. When an individual is considered to be the best qualified candidate for a position, assignment should not be withheld due to lack of a specific training course or skill. However, the individual should be scheduled for the specific course within 1 year. An exception to the above statement is taken when a candidate is competing for a Transportation Officer's position within the DCAS. Each candidate must have taken the mandatory hazardous materials courses prior to the competition and have current refresher course standing at time of competition for a position or the individual will not be considered qualified for the position.

9. Master Training and Development Plan: The Master Training and Development Plan will serve as the primary source of reference in the preparation of individual training plans and activity training plan for transportation. This training is described in the Training and Development Course curriculum. In addition, in-house facilities, Government facilities and/or colleges and universities may be utilized for equivalent courses of study. Responsible supervisors will periodically review the training needs of their personnel. In proposing training for personnel, consideration will be given to workload requirements, needs of individuals for training and their readiness for it, and the relative priorities of the training to be given.

10. In the interest of economy, maximum utilization will be made of formal "onsite" training and correspondence courses. Group enrollment and tutelage by a qualified instructor is encouraged for correspondence courses. Implementation of the plan also imposes an obligation on employees who participate in the training. It is to the individual's best interest to conscientiously participate in the training provided and to satisfactorily complete any course in which he/she is enrolled. This responsibility is particularly pertinent to self-study opportunities which require that the employee devote his/her own time to the training.

11. Updating the Training Plan: The dynamic nature of the DLA transportation functions and career program and the changes that occur in the techniques of transportation, supervision, and management will require that the training plan be updated periodically. The Executive Director, Supply Operations, DLA and the Executive Director, Contract Management, DLA will review the Master Training and Development Plan annually to ensure that requirements specified are appropriate to cover their distinct mission responsibilities in the transportation area. Recommendations for changes to the plan may be submitted at any time.

G. SAMPLE TRAINING PLAN

Traffic Management Specialist Development Program (24 Months)

Target Position: Traffic Management Specialist GS-2130

DEVELOPMENTAL NEEDS	FIRST YEAR FORMAL OJT	SECOND YEAR FORMAL OJT
A. Primary Level Field Activity (PLFA) Orientation	40
B. Orientation To The Directorate	40
C. Varied Staff Assignments
1. DCAS:
a. Programs & Systems Division	340	200
b. Contract Administration Division	260	200
c. Production Division	260	200
d. Quality Assurance Division	260	260
e. Transportation Packaging Division	760	1000
f. Defense Contract Administration Services Management Area	280	300
or
2. Depots:
a. Transportation Office	760	1000
b. Inventory Control Office	80	300
c. Warehousing Division	240	200
d. Receiving Division	160	200
or
3. Support Centers:
a. Traffic Management Division	760	1000
b. Export Division	340	300
c. Domestic Division		200
d. Passenger Division		200
D. Formal Training
1. Traffic Management Introduction (A8C-0010)	80
2. Routing & Documentation of Freight (C) TR0724	30
3. Effective Writing (Local)	40
4. Management of Defense Acquisitions Contracts Basic (C) ECI Course #6606	40
5. Traffic Management in Procurement (C) TR0738	30
6. Defense Advanced Traffic Management (8C-F3)	120
7. Introduction to Supervision (Local)	40
8. Traffic Management Advanced (A8C-0012)	80
9. Introduction to Computer Technology (Local)	40
10. Contract Administration PPM-152 AFIT	120

On the job training (OJT) is to be programmed and scheduled by the activities. Time and specific office/division may vary depending on the needs at PLFA.

Formal training should be adjusted to needs of trainee and mission of DLA activities.

(C)=Correspondence Course

H. MASTER TRAINING AND DEVELOPMENT PLAN

Transportation Career Program

CROSS REF.	MARKS	COURSE		COURSE NUMBER	SCHOOL
JUNIOR GS-5-- GS-8	A		General Orientation		DLA Local
	B		Reading Skill Improvement		DLA Local
	C		Introduction to Supervision		DLA Local
	D		Basic Management Techniques		DLA Local
	E	*	Traffic Management Introduction	A8C-0010	NSTM
	F	*	Management of Defense Acquisition Contracts (Basic)	8D-4320	ALMC
	G		Conference Leadership		DLA Local
	H		Defense Packing and Unitization	8B-F2	JMPTC
	I		Writing Effective Letters		DLA Local
	J		Defense Vehicle Processing for Shipment or Storage	8B-F6	JMPTC
	K	*	MILSTRIP	Included in A8C-0010	NSTM
	L	*	MILSTAMP	8C-F9	USAT
			or...
		*	MILSTAMP and Over, Short and Damage Procedures	A8C-0025	NSTM
	M	*	Defense Basic Preservation and Packing	822-F13	JMPTC
	N	*	Defense Marking for Shipment and Storage	8B-F32	JMPTC
	O	**	General Transportation of Hazardous Materials	DACS AMMO MTMC-1	DAC, Sav., IL
	P		Technical Transportation of Hazardous Materials	DACS AMMO MTMC-2	DAC, Sav., IL
	Q	**	Refresher Hazardous Materials Courses	8B-F35 J3AZR 6000-003 A-8C-0023	JMPTC Sheppard AFB, TX NSTM
INTER- MEDIATE GS-9-- GS-1	R		Defense Advanced Preservation and Packaging	8B-F3	JMPTC
	S	*	Contract Administration	PPM 152	AFIT
	T		Automatic Data Processing Orientation Seminar	7E-F7	AMETA
	U	**	Defense Advanced Traffic Management	8C-F3	USATS
				or...
				A8C-0012	NSTM
	V		Defense Packaging for Logistics Manager	8B-F4	JMPTC
	W	*	Management of Defense Acquisition Contracts (ADV)	8D-F12	ALMC
	X		Rotational Assignment		DLA Local
	Y		Management Development Seminar	7A-F37	AMETA
	AA		Work Planning and Control	7A-F21	AMETA
	BB		Transportation Management	A8C-0017	NSTM
	CC		Defense Packaging of Hazardous Materials for Transportation	8B-F7	JMPTC
	DD		Basic Management Statistics	AMETA-54	AMETA
SENIOR GS-12 and above	EE		Executive Seminar Center Courses	Various	Various
	FF		Logistics Management Development Program	8A-F16	ALMC
	GG		Management of Managers Course	7A-F38	AMETA
	HH		Personnel Management for Executives	--	DA OCP Regional Offices
	II		Industrial College of the Armed Forces	Optional ICAF
	JJ		Rotational Assignment	--	DLA Local
	KK		Organization Planning	7A-F8	AMETA

* Mandatory Courses or Equivalent Experience for DCAS Personnel

** Mandatory Courses (no equivalency accepted) for DCAS Personnel

NOTE: Provisions for certain executive development courses are covered in DLAR 1430.2, DLA Executive Development Program. Consult this DLAR for complete program information.

I. OCCUPATIONAL KNOWLEDGE, SKILLS, AND ABILITIES (KSAs) OF THE TRANSPORTATION CAREER FIELD

1. Transportation is a challenging career field because of the vast variety of services which must be provided and the fact that every move is different from another. There are endless combinations of modes, routings, classifications, quantities, and other related elements. In order to perform the many transportation functions, individuals must possess a proper balance of technical knowledge and practical experience.

2. The desirable prerequisites for effective career appraisal in the Transportation career field have been formalized in the following chart which is designed to emphasize in detail the specific skills and attributes required for career development. These charts are confined to the two Primary Series (2101 - 2130) and are directly related to the DLA and its varied organizational and traffic management support in three main disciplinaries; acquisition, supply, and contract administration.

3. Those positions which are directly related to the monitorship of the overall traffic program are in the Traffic Management Series GS-2101-0 and GS-2130-0. Finally, those support tasks related to the Transportation and Traffic Management Program are incorporated in the Shipment Clerical Series GS-2134-0. These latter positions may not require technical knowledge of transportation in the same degree as the other two series, but do require an understanding of those essential procedures which are a part of and in support of the transportation functions.

4. The nature and level of Knowledge, Skills and Abilities (KSAs) are defined as follows and identified by the code A, B, or C on the following chart to indicate the level expected at the career levels shown:

"A" - Extensive: Having comprehensive KSA of a particular subject and related fields including the ability to recognize the need for and apply acquired knowledges to situations encountered.

"B" - Working KSA to utilize acquired knowledge in practical application. Professional standards in subject area have been attained by the employee.

"C" - General: A common and general KSA obtained by study and limited practical application. Professional standards in subject area are known, but not fully acquired by the employee.

J. KNOWLEDGE/SKILLS/ABILITIES OF THE TRANSPORTATION CAREER FIELD

K/S/A	2130			2131
	JR	INT	SR	JR	INT	SR
1. Knowledge of geographic area in which traffic is regularly moved, types of traffic managed, modes of transportation.	B	A	A	B	A	A
2. Knowledge of U.S. commercial and military transportation systems.	B	A	A	C	B	B
3. Knowledge of program planning, scope of operations, and evaluation.	C	B	A	C	B	B
4. Knowledge of all modes of transportation to enable optimal selection of land, air, and water transportation services.	C	B	B	B	A	A
5. Knowledge of procurement functions and their relation- ship to transportation costs.	B	A	A	C	C	B
6. Knowledge of accounting or statistical activity in a transportation organization.	C	B	B	C	B	B
7. Knowledge of carriers' operating procedures.	B	A	A	B	A	A
8. Knowledge of providing common carrier services to shippers.	B	B	A	B	A	A
9. Knowledge of rules of regulatory bodies and carriers.	C	B	A	B	A	A
10. Knowledge of assigning commodity classification to items of freight.	C	B	B	B	A	A
11. Abilities to determine applicable rates for shipments to obtain the best service for the lowest cost.	C	B	B	B	A	A
12. Knowledge of transportation documentation.	B	A	A	B	A	A
13. Knowledge of loss and damage and disposition procedures.	C	B	A	C	B	A
14. Knowledge of Joint Regulations.	C	B	B	C	B	B
15. Knowledge of Defense Acquisition.	C	B	A	C	B	A
16. Knowledge of transportation and traffic management regulations pertaining separately to acquisition, supply and contract administration.	B	A	A	B	A	A
17. Ability to plan, supervise, and coordinate the work of others.	C	B	A	C	B	A
18. Good judgment in making recommendations.	C	B	A	C	B	A
19. Ability to write normal correspondence.	B	A	A	C	B	A
20. Ability to develop, write or modify procedures.	C	B	A	C	B	B
21. Ability to plan, develop, or modify operating programs.	C	B	A	C	B	A
22. Ability to make oral presentations.	C	B	A	C	C	B
23. Ability to prepare written reports.	C	B	A	C	B	A
24. Ability to conduct technical studies and develop sound recommendations.	C	B	A	C	B	A
25. Ability to establish and maintain good work relationships with operating officials and representatives of other Government or Industrial organizations.	C	B	A	C	B	A
26. Ability to review and evaluate the shipping procedures in a contractor's plant.	C	B	A	C	B	A
27. Knowledge of statistical analysis theories, methods, and techniques.	C	B	A	C	B	B
28. Attention to detail and accuracy.	B	A	A	A	A	A
29. Ability to plan and schedule short and long range projects.	C	B	A	C	B	A
30. Ability to develop policy, procedures, and regulations.	C	B	A	C	B	A
31. Ability and willingness to assume responsibility.	B	A	A	B	A	A
32. Ability to plan, organize, direct, coordinate, and control.	C	B	A	C	B	A
33. Ability to work harmoniously with others and deal tactfully and effectively with others.	B	A	A	B	A	A
34. Ability to obtain results from others.	C	B	A	C	B	A
35. Ability to exercise leadership qualities.	C	B	A	C	B	A
36. Ability to accomplish staff and research projects.	C	B	A	C	B	A
37. Ability to work under stress.	B	A	A	B	A	A
38. Ability to adjust to new or changing situations.	B	A	A	B	A	A
39. Ability to lead and conduct conferences.	C	B	A	C	B	B
40. Ability to write and speak effectively and communicate concepts and goals.	C	B	A	C	B	A
41. Ability to demonstrate originality in new situations and to relate new work situations to precedents.	C	B	A	C	B	A
42. Ability to provide staff level advice on technical matters.	C	B	A	C	B	A
43. Knowledge of Automatic Data Processing (ADP) processes employed in conjunction with transportation and traffic management activities.	C	B	A	C	B	A
44. Knowledge of commonly used methods of preservation and packaging for military equipment, supplies, and material.	C	B	A	C	C	B
45. Knowledge of military packaging, handling, carrier vehicle loading, blocking, bracing, palletization, unitization, and containerization.	C	C	B	C	C	C
46. Knowledge of carrier rules and regulations pertaining to packaging and packing.	C	C	B	C	C	C
47. Knowledge of special packaging and marking requirements for dangerous and hazardous items.	C	C	B	C	C
48. Knowledge of special packing and marking requirements for freight moving by military aircraft.	C	C	B	C	C	C
49. Knowledge of preservation techniques for shipment or storage.	C	C	C	C	C	C
50. Ability to understand and interpret contractual clauses and language.	C	B	A	C	A
51. Knowledge of Military Standard Transportation and Movement Procedures (MILSTAMP).	C	B	A	C	B	A

K. TRAINING RESOURCES FOR ACQUIRING OCCUPATIONAL SKILLS

PAGE

OCCUPATIONAL SKILL	TRAINING RESOURCES	SCHOOL	CROSS REF.	COURSE NUMBER
1. Knowledge of geographic area in which traffic is regularly moved, types of traffic managed, modes of transportation.	On-the-job training	---	A	---
2. Knowledge of U.S. commercial and military transportation systems.	Transport. Manage. Introduction Transportation and Traffic Management Agencies in CONUS	NSTM	E	A8C-0010
3. Knowledge of program planning, scope of operations, and evaluation.	Work Planning and and Control System	AMETA	AA	7A-F21
	Basic Management Techniques	DLA Activities
	Defense Advanced Traffic/Transportation Management	USATS	U	F8C-F3 or
		NSTM		A8C-0012
4. Knowledge of all modes of transportation to enable selection of land, air, and water transportation services.	Transportation Management	NSTM	BB	A8C-0017
5. Knowledge of procurement functions and their relationship to transportation costs.	Management of Defense Acquisition Contracts (Basic)	ALMC	F	8D-4320
6. Knowledge of accounting or statistical activity in a transportation organization.	Transportation Management Introduction	NSTM	E	A8C-0010
	Transportation Management-- Introduction	NSTM	U	A8C-0012
7. Knowledge of carrier's operating Procedures	Defense Advanced Traffic Management	USATS	U	8C-F3
	Transportation Management--Introduction
8. Knowledge of providing common carrier services to shippers.	Defense Advanced Traffic Management	USATS	U	8C-F3
	Transportation Management--Introduction	NSTM	E	A8C-0010
9. Knowledge of rules of regulatory bodies and carriers.	Transportation Management--Introduction	NSTM	E	A8C-0010
	Defense Advanced Traffic Management	USATS	U	8C-F3
10. Knowledge of assigning commodity classifications to items of freight.	Defense Advanced Traffic Management	USATS	U	8C-F3
	Transportation Management--Introduction	NSTM	E	A8C-0010
11. Ability to determine applicable rates for shipments to obtain the best service for the lowest costs.	Defense Advanced Traffic Management	USATS	U	8C-F3
	Transportation Management--Introduction	NSTM	E	A8C-0010
12. Knowledge of transportation documentation.	Defense Advanced Traffic Management	USATS	U	8C-F3
	Transportation Management--Introduction	NSTM	E	A8C-0010
13. Knowledge of loss and damage and disposition procedures.	Defense Advanced Traffic Management	USATS	U	8C-F3
	Transportation Management--Introduction	NSTM	E	A8C-0010
14. Knowledge of Joint Travel Regulations (JTR).	Transportation Management--Introduction	NSTM	E	A8C-0010
15. Knowledge of Defense Acquisition Regulation (DAR).	Management of Defense Acquisition (Basic)	ALMC	F	8D-4320
	Management of Defense Acquisition Contracts (ADV)	ALMC	W	8D-F12
16. Knowledge of DLA transportation and traffic management regulations pertaining separately to acquisition, supply and contract administration.	-	-	-	-
17. Ability to plan, supervise, and co- ordinate the work of others.	Supervisory Development	DLA Activities	____	____
	EEO for Supervisors	DLA Activities	____	____
	Introduction to Supervision	DLA Activities	____	____
	Middle Manager Workshop	DLA Activities	____	____
	Effective Staff Communications	DLA Activities	____	____
18. Good judgment in making recommendations.	Supervisory Development	DLA Activities	____	____
	Introduction to Supervision	DLA Activities	____	____
	EEO for Supervisors	DLA Activities	____	____
19. Ability to write normal correspond ence.	Effective Writing	DLA Activities	____	____
20. Ability to plan, develop or modify procedures.	Effective Staff Communications	DLA Activities	____	____
	Supervisory Development	DLA Activities	____	____
	Basic Management Techniques	DLA Activities	____	____
21. Ability to plan, develop or modify operating programs.	Supervisory Development	DLA Activities	____	____
	Instructions to Supervision	DLA Activities	____	____
	Basic Management Techniques	DLA Activities	____	____
	Middle Manager Workshop	DLA Activities	____	____
22. Ability to make oral presentations.	Effective Staff Communications	DLA Activities	____	____
	Effective Speaking	DLA Activities	____	____
	Conference Leadership	DLA Activities	____	____
23. Ability to prepare written reports.	Effective Staff Communications	DLA Activities	____	____
	Reading Skill Improvement	DLA Activities	____	____
24. Ability to conduct technical studies and develop sound recommendations.	On-the-job training	---	____	____
25. Ability to establish and maintain good work relationships with operating officials and representatives of other Government or industrial organizations.	Effective Speaking	DLA Activities ____ ____
	Basic Management Techniques	DLA Activities	____	____
	Management and Group Performance	DLA Activities	____	____
26. Ability to review and evaluate the shipping procedures in a contractor's plant.	On-the-job training	---	____	____
27. Knowledge of statistical analysis theories, methods, and techniques.	Basic Management	AMETA	DD	AME
	Statistics			TA-54
28. Attention to detail and accuracy.	On-the-job training	---	____ ____
29. Ability to plan and schedule short and long-term projects.	Work Planning and Control Systems	AMETA	AA	7A-F21
	Management Development Seminar	AMETA	Z	7A-F37
30. Ability to develop policy, procedures, and regulations. Organization Planning	AMETA	KK	7A-
31. Ability and willingness to assume responsibility.	Introduction to Supervision	DLA Activities	____