OFFICE OF LOGISTICS MANAGEMENT AND CONTROL OF THE PROPERTY PROCUREMENT ALLOTMENT (PPA)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP93-00229R000100060008-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 23
• Document Creation Date: December 14, 2016
• Document Release Date: April 7, 2003
• Sequence Number: 8
• Publication Date: January 15, 1973
• Content Type: REPORT

'Till
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ISSUE NO. 5
Is PRA/PAPA still the best property funding system for the
Agency?
RESPONSE
This problem was studied in some depth commencing in
1972. Alternatives to the PPA/PRA system of financial property
accounting were examined. They were:
a. Modified PPA/MPA
b. Revolving Fund Concept
c, Direct Funding
In reverse order, Direct Funding contemplated that opera-
ting components would be assigned budget responsibility for
direct procurement requirements, while designated offices would
be assigned budget responsibility for stock procurement, i.e.,
Communications Equipment - OC; Audio-visual Equipment - OTS;
General Supplies - OL; etc.
Under the Revolving Fund concept, using components would
budget for all property requirements. Existing inventories
.would be capitalized and all sales credited to such capitalized
funds.
A third alternative was a Modified PPA/PRA which stipulated
that PRA would only be utilized for stock issues with obligations
for direct procurement recorded as such by the requisitioning
office.
For quite some time, "Direct Funding" got quite a play
(six years); however, in 1978, the DDA eliminated it as a viable
alternative stating that such a system would cause increases in
the DDA budget which were unacceptable.
From a systems point of view and were we to depart from
our present FPA procedure, the capitalized Stock Fund concept is
the only viable materiel management system worth considering.
The basic reason for rejection in the past was the unaccept-
ability of congressional oversight in the establishment of
capitalized limits. Of course, this is no longer true.
One last comment. We must be mindful that any change in
our FPA procedures would have profound effect on the present
General Accounting System. Therefore, any contemplation of
such departure could only be considered as a long-range program.
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Office of Logistics
Management and Control of the Property Procurement Allotment (PPA)
1. INTRODUCTION
This paper is informational only and is designed to provide a collective summary
of the steps of development, management, and control of the Office of Logistics (OL)
Property Procurement Allotment (PPA). An earlier publication written by OL, and
entitled "Funding of Agency Property, " deals with the general and basic principles
of property funding. This paper supplements that publication by going into the details
of OL responsibilities and methods of managing and controlling the PPA.
2. MATERIEL BUDGETING
a. Each operating component of the Agency is responsible for budget submission
and justification of the total materiel requirements in support of its programs. OL
does not program nor budget funds for property procurement except for those supplies
and equipments needed to support OL as a using component. The role of OL is limited,
for the most part, to the management and control of those funds allotted by the Office
of Planning, Programming, and Budgeting (OPPB) for Agency-wide property procurement.
b. Upon receipt of their operating allowances at the beginning of each fiscal year,
operating components estimate the types and value of materiel which they expect to
requisition through OL and from its depots. Each component then requests OPPB to
issue Property Requisitioning Authority (PRA) in that amount. The amount of PRA
issued might or might not equate to the component's total materiel budget since most
overseas stations locally procure many of their materiel requirements in which case
those expenditures are handled as direct charges to funds and do not require PRA.
25X1
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c. Concurrently with the issuance of PRA to the operating components, OPPB
allots an equal amount to OL in the form of PPA. This allotment is supported by a
listing which shows the amount of funds contributed by each operating component and
the distribution of that amount among the various materiel categories. The nine
materiel categories are also represented in the Agency's budget subobject clas-
sifications within object classes 2600 (Supplies and Materials) and 3100 (Equipment).
d. Upon receipt of the PPA, OL simultaneously assumes a liability to honor all
customer requisitions which have been approved and which have been certified as to
the availability of PRA. This liability continues whether the materiel requested is
available within the Agency supply system, or whether action is required to obtain it
from other sources.
e. The PPA provides obligation authority for procurement from commercial
or Government sources of:
(1) Items requisitioned which are not carried as stock in the Agency
supply system (e.g., the earth satellite terminals procured on behalf of the
Office of Communications). This type of action is identified as "direct procure-
ment. "
(2) Materiel to periodically replenish inventory levels of stock items which
have been reduced as the result of issues to requisitioners. This type of action
is identified as "stock procurement. "
(3) In addition to the procurement of end items, the PPA is also used for the
contract repair, modification, or fabrication of stock items when economy or
practicality dictates.
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f. Although PRA is the primary source of funds for PPA, there are additional
sources available to OPPB for this purpose. Among these are the proceeds derived
from the sale of materiel to other U. S. Government agencies and foreign governments
or instrumentalities (accommodation procurement), and proceeds from property
disposal sales (e.g., motor vehicles). These funds become available to the
appropriation for replacement of like or similar items. PPA funds can also be made
available, without being immediately supported by PRA, when a new item is introduced
into the supply system which will be budgeted for and requisitioned by operating com-
ponents in the future (e.g., the new items introduced into the inventory system by
Technical Services Division).
g. The funds in the PPA are made available from the Agency's appropriation and
are subject to the limitations of that appropriation., Unlike the stock funds of the
military establishment, PPA is not a revolving fund; therefore, unobligated balances
at the end of a fiscal year cannot be carried over for use in the next fiscal year.
h. Obligations against the PPA are not identified as such in the "Past Year"
column of the Agency's budget submission to the Office of Management and Budget (OMB)
and to Congress. OPPB does, however, distribute the obligations among the various
operating components, generally equating such distributions to the PRA encumbrances
reported by those components. The obligation distributions constitute the budget year
amounts against which the operating components estimate and justify materiel require-
ments in support of their programs for the current and budget years.
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3. OL TECHNIQUES FOR MANAGEMENT AND CONTROL OF THE PPA
a. The first step in effective management of funds allotted for property procure -
ment is to review available information regarding materiel requirements which must
be met during the allotment year. OL has several sources of information on which it
bases its anticipated financial requirements for materiel:
(1) Information provided by OPPB with the initial issue, or subsequent
amendment, of the PPA. This information provides the dollar amounts of
PRA approved for each operating component by materiel category.
(2) Past and current financial and materiel line item experience factors.
(3) Logistical annexes to project outlines.
(4) Monthly information provided by Office of Finance (OF) concerning
encumbrances against PRA reported by each operating component.
(5) Procurement Plans resulting from a program initiated by the
Executive Director-Comptroller in fiscal year 1973.
(6) Continuous informal contacts between OL components (e.g., Supply
Division and Budget and Fiscal Branch) and operating components concerning the
latter's current and future materiel plans, requirements, and encumbrances.
b. The second step is to determine the proper suballocation of PPA between
the amount reserved for direct procurement requirements, and the amount to be sub-
allocated to Chief, Supply Division (C/SD), for stock procurement. The role of OL
differs between the two types of transactions. In the case of direct procurement,
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it is one of reaction since OL has no direct control over timing, kinds of items, or
quantities of items which are dictated by the operating components. On the other
hand, the role of OL in stock procurement is one of action since it is the responsibility
of OL to maintain an inventory of common-use and/or Agency-peculiar materiel. Con-
sequently, OL can determine the procurement timing, kinds of items, and the quantities
to be procured. Based upon obligation experience over the past three fiscal years,
OPPB plans that during the current fiscal year 64 percent of the PPA will be obligated
for direct procurement and 36 percent for stock procurement. While both portions
are subject to strict financial management, the stock procurement portion carries the
additional responsibility for careful materiel management.
c. Stock procurement funds are suballocated to C/SD for management and
control and are redistributed to the following five elements having inventory manage-
ment responsibilities:
(1)
Supply Management Branch,
25X1
is responsible 25X1
Supply Division, Office of Logistics,
SMB/ SD/ OL).
for the replenishment of stocks of administrative general use, and general use
items to support technically cognizant major end items, currently in the depot
inventory system; and for the introduction of new general items into the
inventory. The introduction of new technical end items is accomplished at the
request of the technical component concerned and funded out of the share of PPA
redistributed to that component.
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ponents concerning major projects, Agency objectives in the paramilitary
field, and analysis of materiel issues.
009 (3) Building Services Branch, Logistics Services Division, Office of
Logistics, (BSB/LSD/OL). BSB uses its share of the PPA for administrative
and housekeeping supplies which are not carried in Agency inventory. That
materiel is for the administrative support of components in the Headquarters
area. Such requirements are relatively stable, consequently PPA for this pur-
pose can be programmed in a very orderly manner.
(4) Support Branch, Staff Communications Division, Office of Com-
munications, (SUB/SCD-OC), and
(5)
Division,
Supply Management Branch,
Support Staff, Technical Services
SS/TSD). SUB ~re responsible for developing the
requirements for Office of Communications and Technical Services Division
cognizant materiel, respectively. Those requirements are known to C/SD at
the time the suballocation of stock procurement funds is made to him so, after
making the appropriate distribution of PPA shares to SUB
is responsible 25X1
the primary 25X1
managerial responsibility of C/SD is to monitor the rate of expenditure and
insure that items procured are properly within the cognizance of the offices
concerned.
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(2)
Supply Division, Office of Logistics,
SMB/SD/OL).
for item management and control, and replenishment, of ordnance1a n6airborne
AdAIAX materiel. Actions are based upon information received from operating com-
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d. While the requirements for a major portion of stock procurement funds have
been developed by cognizant offices, operating components or, in the case of BSB,
on the basis of reasonably stable experience factors, the development of funding
requirements
becomes a more complex exercise. First, a preliminary
forecast of PPA requirements is made based upon a review of commitments made
during previous years and then categorized by materiel category. Secondly, there
are known or forecastable requirements for items in the high dollar category such as
the orderly updating of administrative equipment, and the introduction of new items of
major equipment (e.g., improved safe file cabinets) or such items that are affected
by state of the art. Thirdly, and as a supplement to the issue experience factors,
~lso uses the information developed by OPPB which shows the approved
estimated requirements for supplies and equipment by dollar value and materiel
category. Because the latter are gross dollar figures, however, it still remains
necessary to obtain an identification of the line items within materiel categories in
order to make the estimates meaningful.
e. There are a variety of techniques applied in the conversion of generic require-
ments into specific line items and quantities. Through the use of computerized property
transaction data, it is possible to produce periodic information which reflects mean-
ingful indicators of supply and demand for those items carried in the Agency inventory
system. A computer-produced shortage report is received semi-monthly and lists all
of those stock items for which the balance on hand has dropped below the established
reorder point. This shortage report is used as a replenishment guideline by all of the
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inventory management elements. Quantities ordered for replenishment then become
subject to Economic Order Quantity tables which consider such things as acquisition
lead time, annual dollar value consumption of the item, and unit cost.
f. While the PPA funds suballocated to C/SD are to be used for stock procure-
ment, direct procurements are a concern in the management of Agency inventory.
In general, the inventory system will not carry such things as high-cost/limited-
use items, or items which are readily available from other Government sources.
Gi'-eLr,-.,. a
Such items are usually treated as direct procurements. However, ?a -monthly -
computer -produced listing of direct procured cataloged items is received for manage-
ment review. When it is discovered that there has been a frequent and recurring
direct procurement of an item, that item is reviewed as a possible candidate for
inclusion in the Agency inventory system. Similar reviews are made of slow-moving
and non-moving stock items to be purged from the system in order that the system
will be as effective and as responsive as possible. is also the element within 25X1
SD which monitors and maintains the dollar statistics on the total stock procurement
portion of the PPA as funds are committed by the five inventory management elements.
g. In addition to reaching decisions regarding the suballocation of funds for
direct procurement and for stock procurement, OL continually reviews total funds
made available in the PPA against amounts required for procurement of materiel.
The Agency's funding of the property procurement system is predicated on the
assumption that materiel requirements of the operating components equate to obligation
authority for such requirements. This is not always the case, however, and OL is
obligated to return any PPA funds which are surplus. For example, the Far East
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Division's budget in fiscal year 1972 provided approximately
and in turn PPA, for materiel support to
of the materiel requirements, however, led OL to declare a surplus of
25X1
Million 25X1
in PPA which would not be required for replacement of ordnance and related items
issued to Far East Division during the year. These funds were returned to OPPB
to be used for other Agency requirements.
h. OL also maintains financial records on the use of the PPA. One of those
records concerns itself with commitments. A commitment represents a requisition
levied on OL which requires procurement action but which has not yet taken the form
of a procurement document and a legal obligation. The time lag between receipt of a
requisition and the incurring of an obligation varies from the almost immediate
issuance of a purchase order on a local vendor, to a period of several weeks for
negotiation of a complex production contract. To insure that information regarding
commitments and obligations is timely and valid, a follow-up procedure is maintained
on commitments outstanding for a period of time. Generally, commitments are
allowed to age 3 months before follow-up, so that, beginning in late September and
monthly thereafter, follow-up notices are sent to the procurement component concerned
with the requisition. In June, however, two follow-up cycles are performed which
question the status of all commitments outstanding, regardless of age. Follow-up
becomes increasingly critical toward the end of the fiscal year to assure that either a
legal obligation has been, or will be, incurred by the end of June, or that the recorded
commitment is cancelled, thereby increasing the availability of funds in the PPA.
million in PRA, 25X1
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i. Records are also maintained on obligations. These records show the
amounts of purchase orders, contracts, letter orders, work orders, Military Standard
Requisitioning and Issue Procedures (MILSTRIP) orders, and Federal Standard
Requisitioning and Issue Procedures (FEDSTRIP) orders which evidence the legal
obligation of PPA funds.
j. In addition to the normal financial reports made available through the Agency's
financial reporting mechanism, OL maintains a supplementary reporting system
geared to meet specific control needs. The two primary and scheduled reports are:
(1) Analysis of Property Procurement Allotment by Materiel Group. This
report on the status of the PPA is produced monthly for distribution to OPPB, to
the Deputy Director for Support (DD/S), and to the appropriate OL components.
The report includes the OPPB Planning Figure, which is the OPPB distribution of
PPA by materiel category; and the amounts actually committed and obligated
by materiel category. The OPPB percentage distribution between direct procure -
ment and stock procurement is based on the average experience of the preceding
three fiscal years. The OL percentage distribution of commitments and obli-
gations between direct and stock, on the other hand, are the distributions resulting
from actual requisitioning during the current year.
(2) Status of Property Requisitioning Authorization and Amount of Funds
Available for Allotment to OL. This monthly report is based upon information
provided by OPPB and OF. It is distributed to OPPB, DD/S and to the appropriate
OL components. The report shows the PRA issued by OPPB to each Agency
operating component and the encumbrances to date of each operating component
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against that approved PRA. It also shows the percentage or rate of encumbrance
as compared to the expected normal rate of encumbrance for that portion of
the current fiscal year completed. Sample copies of each of the two reports
are included as Attachments A and B, respectively.
4. CONCLUSIONS
a. The policies and procedures for management and control of PPA are described
above as they exist today. There are shortcomings in the total system, but they do
not seriously affect the effectiveness and efficiency of our management and control
of the PPA. For example, PPA is issued to OL according to materiel category,
but the subsequent obligation of that PPA might not follow the same category pattern.
Requirements of operating components change as their programs change so that a
shift in emphasis from one category of materiel to another is a common occurrence.
However, we must, and do, respect and comply to the maximum extent with the
budget and materiel requirement estimates of the operating components since those
estimates have been reviewed and approved at the appropriate levels of command.
b. While our current methods of management and control of the PPA have proven
effective, we do expect that enhanced computer systems will provide tools for more
detailed analyses of the property system in the future and, with more frequent updates
of data, provide more timely information.
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D.1 DESCRIPTION MPA/PRA
The MPA/PRA system is the method whereby the Agency main-
tains and controls it's materiel.
The Materiel Procurement Allotment (MPA) is made up of,
the total Property Requisitioning Authority (PRA) of all the
user components, plus the allotments. for cognizant offices
such as OTS and OSO, plus the allotment for reimbursements
for accomodation procurements.
PRA is only an authority to requisition and is not an al-
lotment of funds. It is supported by budgeted funds in the
form of MPA.
Each office, at the time of budget preparation, deter-
mines their requirements for supplies and equipment. When
the appropriation is received, the office of Comtroller is-
sues funds allotments to each office based on their budget
requests. Each office, in turn, gives back a. portion of
their funds and, in exchange, is given PRA. This is like a
checking account against which. they can draw down property.
The office of the Comptroller issues a Form 716 "Blue
Chip" to the office of Logistics in the amount of the sum of
all the offices PRA. In effect, the relinguished funds are
given to the office of Logistics for the express purpose of
procuring materiel for the Agency. This allotment is known
as M?A.
Some offices such as OTS and OSO have materiel peculiar
to their needs. Because of the technical nature- of these
offices, they budget for and control the inventory. of their
materiel. For this reason, they are known as cognizant off-
ices. The office of Comptroller issues a "Blue Chip" to
Logistics in the amount of the Cognizant offices allocation.
These offices issue their own replenishment requisitions
(Form 1245) to restore their inventory levels. OL/B & F
uses the Cognizant account allocation in the FAN. i.e. OTS,
allocation 61, would be MPA FA4 88-1610.
The Assistant Director for Liaison, OF requests the Off-
ice of Comptroller to issue a "Blue Chip" for the estimated
receipts for reimbursement for accomodation procurements.
When requisitions are processed for Accomodation procure-
me_nts OL/B & F uses the FAN 88-9999 for .1PA. If it is a
reimburseable sale to another Government Agency, the FAN
88-9998 is used.
Supply `fanagenient Branch (5ME) issues replenishment re-
quisitions to restore inventory levels for allocation under
their jur;sdictirn. When these requisitions are processed
. _s s a _--;N whic:'. embodies the materiel
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category. i.e. replenishment of ordance materiel would be
FAN 88-1001.
None of the above 'examples, replenishment of stock or
cognizant materiel and accomodation procurements affect PRA,
they only affect MPA.
PRA is not effected until the materiel is issued to a
user component. As mentioned earlier, MPA is the authority
by which logistics purchases supplies and equipment. It is
an allotment of funds for that purpose. PRA is the author-
ity by which customers can draw down supplies and equipment.
It is analagous to a credit card with a dollar limitation.
When a requesting office isssues a requisition (Form 88)
for supplies and equipment, it is charged to their PRA, us-
ing the customer's FAN. i.e, A cemmo requisition may use the
FAN 79-1200. IF the materiel has to be procured, the requi-
sition may go to Procurement Division (PD), to be purchased
commercially or to the Interdepartmental Support Branch
(IDSB) to be obtained from another government- agency. If
Procurement Division, a purchase order or contract is pre-
pared. If IDSB, it may result in a FEDSTRIP/MILSTRIP or
MIPR. Regardless of the type of purchase instrument, OL/B &
F obligates it against MPA,, using a FAN that enbodies the
requesting office. i.e. in the Commo example, a FAN 88-0079
would be used.
In the above example, Cormo's PRA was charged for the re-
quisition and the resultant purchase instrument was charged
to MPA. Had the materiel been issued from stock rather than
purchased, only the PRA would have been affected and the MPA
would not have been involved.
Requests for materiel result in encumbrances against PRA
and, when issued from stock, the issue clears the encum-
brance. The control is the Document Control Number (DCN).
The purchase of materiel results in an obligation against
the MPA. When the materie]. is paid for, the resultant ex-
pense clears the obligation. The control is the Obligation
Reference Number (ORN).
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S E C R E T
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S E C R E T
D.2
REQUISITION IN ?IPA/PRA
1.
Requesting Component
a.
Prepares rE!.quisiton (Form 88)
2.,
Component B & F
a.
Checks status of PRA. Certifies PRA
availability
3.
OL/SD/SMB
a. Reviews requisition. Determines
source of materiel.
b. Enter requisition data into ICS
(unless ::source is SPB). This
creates an encumbrance against the
PRA. Requesting office FAN is .used
for PRA.
4. OL/PD or
a. IF materiel not available from
stock, requisition goes to PD or
IDSB to be procured or obtained
from other Government Agencies. If
procurement, results in purchase
order or contract. If IDSB, results
in FEDSTRI.?/MILSTRIP or MIFR.
5. OL/B & F
a. Prepares obligation against MPA to
obligate the purchase order, con-
tract, FEDSTRIP/MILSTRIP or MIPR.
The 'IPA FAN is used for this obli-
gation. The composition of the MPA
-FAN is as follows:
88 - the office portion of
the FAN is always 88, the
last four digits are the
requesting office code pro-
ceded by two zeroes. i.e.
An. ?IPA FAN on a Commo re-
quisition would appear as
88-0079.
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TECHNICALLY COGNIZANT REPLENISHMENT IN MPA
1. Technically Cognizant Office (OTS,I letc.)
2. OL/SD/SMB
a. Prepares- replenishment requisiton
(Form 1243)
a. Processes requisition and deter-
mines source of materiel.
3. OL/PD or OL/SD/IDSB
4. OL/B & F
a. IF PD, results in contract or pur-
chase order. IF IDSB, results in
FEDSTRIP/MILSTRIP or MIPR.
a. Prepares obligation against 51PA to
obligate the purchase order, con-
tract, FEDSTRIP/MILSTRIP or MIPR.
i. The FAN is as follows 88 -
the office portion is al-
ways 88.
ii. The last four digits re-
flect the cognizant off-
ices' allocation. i.e. OTS
would appear as follow:
88-1610. (OTS is allocation
61).
25X1
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 S E C R E T
D.4
STOCK REPLENISHMENT IN MPA
1.
OL/SD/SMB
a. Prepares replenishment requisition
(Form 1245) for allocation under
their jurisdiction.
2.
OL/PD or OL/SD/IDSB
3.
OL/B & F
a.- Determines source of procurement.
IF PD, results in Purchase order or
Contract. IF IDSB, results in
FEDSTRIP/MILSTRIP or MIPR.
a. Prepares obligation against MPA to
obligate. the purchase order, con-
tract*, FEDSTRIP/MILSTRIP or MIPR.
i. The FAN is as follows: 88 -
the office portion is al-
ways 88. The last four di-
gits are the materiel-cate-
gory. i.e. ordance materiel
would appear as 88-1001.
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S E C R E T
D.5 ACCO"IODATION PROCUREMENT IN MPA
1. Requesting Office
2. OL/SD/SMB
a, Prepares requisition (Form 88) re-
questing an, accomodation Procure-
ment
a. Reviews requisition. to determine
source of materiel.
b. Enters requisition data in ICS.
TAC ; U is used to generate entry to
GL. 1922. This transaction does not
result in an encumbrance to PRA.
3. OL/PD or OL/SD/IDSB
4. OL/B & F
a. If PD, a ccntract or purchase order
is made.. If IDSB, results is
FEDSTRIP/Ml:LSTRIP or MIPR.
a. Prepares obligation against MPA to
obligate pt:.rchase order, contract,
FEDSTRIP/MILSTRIP or MIPR.
i. The FAN is as follows: .88
- t:he office portion is al-
ways 88. The last four di-
git:s reflect whether it is
an accomodation procurement
or accomodation sale to
OGZI,. If accomodation pro-
curement, 9999 is used
i.e., 88-9999. If accomo-
dat:.ion sale, 9998 is used.
_e::., 88-9998. Accounts
division clears general
ledger 1922 and prepares
Transfer of Account (TA)
upon receipt of a shipping
document.
ii. Re~.mburseable Sale OF/ADL
bills OGA.
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