OC/OL SUPPORT MECHANISM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00077R000100040010-5
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 9
• Document Creation Date: December 27, 2016
• Document Release Date: March 23, 2012
• Sequence Number: 10
• Publication Date: February 22, 1984
• Content Type: MEMO

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OCDN M84- OJ(0
2 2 FEB 1984
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MEMORANDUM FOR: OC/OL Study Committee
Chief, Domestic Networks Division, OC
SUBJECT: OC/OL Support Mechanism
REFERENCE: Memo, dated 2 February 1984; Same Subject
Attached are the Domestic Networks Division (DND) Facility
Groups' comments in response to the referenced questionnaire.
The DND focal point for any additional questions or follow-up
i S F__
Attachment:
As stated
UNCLASSIFIED WHEN DETACHED
FROM ATTACHMENT
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HEADQUAR'T'ERS FACILITY GROUP
Attachment to FFG-M84
A. (a) Support is often untimely, though this may be
attributed to understaffing within the division rather than to
decentralization.
(b) Strength is the closer working relationship with
component logistics personnel. Small/minor requirements can be
accomplished quickly on an informal basis.
(c) Weakness is the lack of communication between OC
logistics components. Determining availability of equipment,
materials, supplies, etc., is an arduous process. Duplication and
shortfall of major items frequent.
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C. Procurement usually slow. Streamline the procurement
process by reducing the number of actions/contact points each action
requires. Broaden the authority of component logistics personnel
for local purchase, etc.
D. Internal component (Group) requisition prepared for Division
logistics action. Division in turn processes form 88 with stops at
office level before reaching OL.
E. No! Additional slots and staffing requirements have been
submitted.
F. Modernization is essential to speed the procurement,
contracting, etc., processes performed by OL. One method would be
use of computer bases, at component level, of those available in OL.
G. OLI support in transportation, and some
lesser extent storage. inventory is inadequate. OL
made a conscious decision some years back to reduce inventory of
expendable material as cost cutting measure. Requests for such
material are processed, in most cases, via local purchase through
small purchase branch. Many times common items are not available
through local wholesalers causing delay.
CONFIDENTIAL
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H. ? No comment.
J. No. Believe better to remain decentralized with component
logistics staff. Streamline and improve efficiency to provide
quicker response times. See F
Y. Yes. It would allow better and closer contact between
customer/contracting officer and speed up the growing contractor
process.
L. Uncertain, but suspect the link is often weak.
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Chief, Headquarters Facilities Group, DND/OC
SUBJECT: OC/OL Support Mechanism
REFERENCE: Memo dated 2 February 84 (Same Subject)
1. The following information is offered as input to your study
committee on the subject of logistic support to the Office of
Communications. Our response is keyed to the specific questions
asked in the referenced memorandum.
Question A _. The decentralized logistic organization does
support the hIFG mission, but to a limited degree. We feel the
people assigned to DNi) are responsive but the logistic system
itself is cumbersome and outmoded. For the most part, much of
the _DNI) logistical process is still a manual system. In
today's computer age, it is difficult to understand why more of
the process cannot be automated.
Question 3 - The Logistic Services Division provides
support to HFG for space requirements. We have found their
support to be timely and efficient. Nothing but the highest
marks for LSD. Stock Management Division is also providing us
with excellent support, especially in the area of the Xerox
paper that is consumed by the Message Processing function
within HFG. The Supply Division does an adequate job,
considering the number of requests they must handle. However,
we do feel that their procedures are not modern or efficient,
and should be improved. Procurement Division presents a
problem for FIFG. We realize the difficulty in staffing,
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LDAI
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SUBJECT: OC/OL Support Mechanism
training, etc. for such a demanding service. However, the
constant rotation of personnel, long delays in processing
procurement actions and especially the lack of feedback from
the procurement officers makes the division appear
inefficient. A decentralized procurement services system would
appear to be more responsive to our needs.
Question C - As stated in earlier questions, we do not feel
the process is satisfactory and that streamlining the process
coupled with a more automated process (including a better
feedback mechanism) is required to better meet the HFG needs.
Question D - We use the assigned DND logistic staff to
process our paperwork for logistical services. Their internal
process can better be explained by the OL careerists assigned
to those positions.
Question E - I believe the staffing is inadequate for
today's needs. Increased secretarial support and a more
efficient automated process will increase their efficiency.
Question F - Yes, I have explained the key improvements in
earlier questions.
Question G - Generally support is satisfactory.
Emergencies are handled of iciently and other services are
reasonable.
Question H - The Logistic Services Division supports our
office space requirements. They provide excellent support.
Question 1 - Headquarters Engineering Division and Stock
Management Division are most responsive. Procurement Division
is least responsive.
Question J - Logistics should decentralize its support
structure and charge each 01- unit assigned to an OC component
with accountability for their efficiency and effectiveness.
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SUBJECT: OC/OL Support Mechanism
Question K - Yes, HFG feels that a decentralized OL
Contract Team is a valid requirement. We feel that the present
centralized system is not as responsive as a decentralized team.
between operating elements. The one exception is where
Procurement Division is involved. In this case it is often
difficult to keep up with the large turnover of personnel and
Question L - Yes, generally channels are well established
2. HFG offers the above comment in a constructive mode and
does not wish to be critical of OL ina negative way. We realize
the many problems that the DDA faces (i.e. staffing, budget
reductions, etc.) but HFG feels that improvements are essential if
the respective shifting of requirements/responsibilities.
tomorrow's needs are to be satisfied.
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Chief, Metropolitan Facilities Group, DND/OC
REFERENCE: Your Memorandum of Same Subject dated
13 February 1984
SUBJECT: OC/OL Logistical Survey
1. The following comments are keyed to the questions posed in
reference:
a. The decentralized logistics organization supports most
of our requirements in a timely manner. It works particularly
well for procurement of equipment and supplies. The logistics
officers assigned to OC have become familiar with the special
technical requirements (e.g. COMSEC) and are able to assist OC
equipment programmers in the selection of hardware to meet all
the technical, cost, and schedule considerations. The
decentralized logistics support staff is also highly successful
in arranging transportation of equipment to virtually any site.
The OC logistics support mechanism does not, however, provide
much assistance in procurement of services (as distinct from
material) or in arranging for building services. These
functions still require a considerable amount of contact with
the Central Office of Logistics personnel.
b. We continue to deal directly with Procurement Division,
Real Estate and Construction Division, and Logistics Services
Division for space, building renovations and contractual
services. No int..;raction with OL is required for procurement of
material.
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CONFIDENTIAL
SUBJECT: OC/OL Logistical Survey
c. The existing OC logistics support mechanism is working
satisfactorily but could possibly be improved. The methods used
for maintaining stock records could be automated to enhance the
ability of the logistics staffs to identify what material is
available from special allocations, lot storage, etc. Of major
benefit would be the assignment of a full-time contracting team
to OC to handle contracts for services, R&D, etc. Such teams
are assigned to other Offices such as OTS, OD$E, etc., and are
able to provide more timely support to their customers than is
available from OL/PD.
d. For material, an internal requisition (form 3211) is
prepared and sent to the DND logistics officer, who prepares the
Form 88 and forwards it to OL/SD. All follow-up action is
handled by DND logs. For contractual services, a form 2420 is
prepared ans sent to OL/PD. For building services, a form 2620
is prepared and sent to OL/LSD. All shipping actions are
handled by DND logs.
e. They are staffed adequately to perform a pure supply
function only. They are not able to maintain detailed records
of materials ordered, depletion rates, etc.
f. Increased automation would be helpful in maintaining
"MR" accounts, stock records, pricing information, and shipping
data. Since several OC components are ordering identical items
for their own requirements, a better method of tracking orders
with deliveries is needed (possibly separate "allocations" for
each organizational element) to preclude one component from
drawing from stock equipment placed there by another component.
g. DND uses a large amount of wire and cable and much of it
is in stock On the other hand, some high
volume long-lead items such as racks, patch panels, and
isolators are not in stock and must be ordered from the
manufacturers, resulting in delay. For supporting communication
requirements in the Metropolitan area and Headquarters Building,
can not always provide timely tr aisportation
service; consequently, certain items must be stored temporarily
in Headquarters Building to support current installations. A
larger staging area at Headquarters would greatly facilitate the
ability of DND to support local requirements on a timely basis.
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CONFIDENTIAL.
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h. Space requirements are generally handled directly
between DND and OL/LSD with occasional involvement of OC/EXA.
i. All of OL functional areas attempt to be responsive to
our needs but are occasionally hampered by resources. At times,
contracts take excessively long to establish, vehicles from the
motor pool are difficult to schedule, backlogs at P$PD are not
uncommon. Further decentralization would appear to be the most
attractive solution. As indicated previously, a contracting
team assigned to OC would be a positive step; a building
services officer might also be justified in view of the large
number of work orders initiated by OC for communications center
construction and modernization.
j. If OC were centralized in one location, a centralized OC
logistics element would be highly desirable. However, as long
as certain elements of OC remain at Headquarters, it would
probably be necessary to staff two logistics elements--one at
and one at Headquarters. 25X1
SUBJECT: OC/OL Logistical Survey
k. Yes. More timely support and attention to specialized
contracting requirements would be available with a dedicated
team.
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