DLA Distribution leadership discusses organizational health, transformation

Army Brig. Gen. Kevin Cotman, commanding general, Defense Logistics Agency Distribution, and Joe Faris, acting deputy commander, discussed the results from the command's 2025 Defense Organizational Climate Survey during a town hall meeting in New Cumberland, April 29.

The leadership team reviewed how data is being used to drive a new baseline for employee empowerment and technological modernization across its global network, providing a critical look at the organization's "360-degree view" during a period of intense transformation. The brief, for DLA Distribution headquarters employees, mirrored those held across the command by leaders at the command's global 24 Distribution Centers.

The 2025 DEOCS saw participation jump to 31%, providing leadership with a clearer cross-section of the workforce's perspective compared to previous years. Cotman noted that despite a high-tempo operational environment -- including eight major transitions in just seven months -- employee engagement remains a cornerstone of the agency's success.

"To me, 87% engagement means you understand the vision," Cotman said. "You are committed to the mission. When it comes to DLA Distribution, you know your purpose that is supporting the warfighter and making sure they have what they need, each and every day."

While mission commitment remains high, leadership is moving to address "risk factors" identified in the survey, specifically workplace stress, which trended at 37%. This stress is largely attributed to the friction of implementation of the new Warehouse Management System while maintaining "100 miles an hour" real-world mission support. As DLA Distribution transitions from system implementation to system maturation, it's expected to relieve some of that pressure. The goal is to reach a "new norm" where technology acts as a force multiplier for the workforce rather than a source of frustration, according to Cotman.

"We're pushing toward Artificial Intelligence taking on some tasks. It's like another coworker is helping you out," Cotman said, noting that automation and digitization are primary tools for reducing employee stress. By automating routine administrative tasks, the agency aims to free up personnel to focus on the complex, critical problem-solving required to support the joint force.

Cotman and Faris also laid out the path forward for DLA Distribution, built on four primary action pillars:

• Supportive, transformational leadership: Increasing direct engagement and "knocking down barriers" for employees at all levels. Returning to consistent town halls and daily stand-ups to ensure clarity of purpose.
• Workplace culture: Expand on-site training to establish a fundamental baseline for professional interaction to eliminate friction points and
• Workload, staffing and resources: Modernize training, blending on the job training and micro-modules aligned to WMS and engaging with leaders and teams to improve operations.
• Talent management: Refining formal and informal reviews to ensure fairness in how the agency recruits, rewards, and retains its best talent.

"The most important thing we do in this command is get that box out the door with the right part in it at the right speed," Faris said, reiterating that people remain the agency's most vital resource in achieving that goal. "While the sign on the door says DLA Distribution, it should also say 'wicked problem solver' because of the hard work you all do to mitigate issues and fulfill our core mission."

Cotman closed the session by challenging the team to strive for a "1% better each day" mindset and maintained his commitment to an open-door culture.

"If there's something on your mind, talk to me," he said. "I will make time to have a conversation. I guarantee that."