THE SUPPORT SERVICES HISTORICAL SERIES THE OFFICE OF LOGISTICS -- AN OVERVIEW 1945-70

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP93-00939R000100120001-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 109
• Document Creation Date: December 16, 2016
• Document Release Date: July 28, 2005
• Sequence Number: 1
• Publication Date: July 1, 1972
• Content Type: REPORT

Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3 IA41W
Secret
CIA Internal Use Only
Access Controlled by DDS
The Support Services
Historical Series
THE OFFICE OF LOGISTICS -- AN OVERVIEW
1945-70
Secret
OL-14
July 1972
Copy 1 of 3
MORI/CDF
Approved For Release 2005/08/03 CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
WARNING
This document contains information affecting the national
defense of the United States, within the meaning of Title
18, sections 793 and 794, of the US Code, as amended.
Its transmission or revelation of its contents to or re-
ceipt by an unauthorized person is prohibited by law.
Exempt from general
declassification schedule of E.O. 11652
exemption category 5B(1), (2), (3), (4)
classified by signer
declassified only on approval of
the Director of Central Intelligence
WARNING NOTICE
SENSITIVE INTELLIGENCE SOURCES
AND METHODS INVOLVED
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/ R(RAfRDP93-00939R000100120001-3
CIA Internal Use Only
Access Controlled by DDS
THE SUPPORT SERVICES HISTORICAL SERIES
THE OFFICE OF LOGISTICS -- AN OVERVIEW
1945-70
by
July 1972
tor of Logistics
HISTORICAL STAFF
CENTRAL INTELLIGENCE AGENCY
Approved For Release 2005 URIBX-RDP93-00939R000100120001-3
 Approved For Release 2005/0/EQ~RJ--RDP93-00939R000100120001-3
This history is a summary of the growth and development
of the logistics function in the Central Intelligence Agency. It is
designed to pull together and place in perspective the wide variety
of responsibilities and activities described in detail in the separate
histories of the line divisions of the Office of Logistics (OL). For
a complete list of historical studies of OL components, see Appen-
dix C.
- 111 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 1
Approved For Release 2005/0WR j If-RDP93-00939R000100120001-3
Page
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . .
1. Introduction . . . . . . . . . . . . . . . . . . . . . . 1
II. The Formative Years, 1945-53 . . . . . . . . . . . . 3
A. Period of Transition: SSU to CIG to CIA . . . . 4
B. CIA's Logistic System . . . . . . . . . . . . . 10
1. Organization of Logistics Support . . . . 12
2. Support for Operations . . . . . . . . . . 25
C. Facilities . . . . . . . . . . . . . . . . . . . . 33
D. Acquisition of Supplies and Equipment . . . . . 38
III. The Office of Logistics -- Coming of Age . . . . . . 46a
A. Organization and Mission . . . . . . . . . . . . 46a
B. Activities and Accomplishments . . . . . . . . 63
1. Personnel and Staffing . . . . . . . . . . 63
2. Management Decisions . . . . . . . . . . 69
3. Support Operations . . . . . . . . . . . . 76
4. The Role of Technology . . . . . . . . . 88
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/fi~~I-DP93-00939R000100120001-3
Page
IV. In Retrospect . . . . . . . . . . . . . . . . . . . . . . 92
Appendixes
A. Chronology . . . . . . . . . . . . . . . . . . . . . . . 94
B. Source References . . . . . . . . . . . . . . . . . . . 101
C. Histories of the Activities and Components of OL . . 108
D. Office of Logistics Chronology of Key Personnel . . . 111
E. Personnel Statistics 1952-1970 . . . . . . . . . . . . . 117
F. Obligations for Agency Property Procurement Account
FY 1954-70 . . . . . . . . . . . . . . . . . . . . . 118
G. DEFENSE-CIA LOGISTICAL RESPONSIBILITIES
11 October 1957 . . . . . . . . . . . . . . . . . . . 119
H. CIA Support Agreements . . 126
I . Index . . . . . . . . . . . . . . . . . . 129
Figures
1. Organizational Chart Strategic Services Unit --
Procurement and Supply Branch, October 1945 . . . 6
2. Organizational Chart Central Intelligence Group,
November 1946 . . . . . . . . . . . . . . . . . . . 8
3. Organization of Services Office, January 1949 .
4. Organization of Overt and Covert Support Staffs,
October 1949 . . . . . . . . . . . . . . . . . . . . . 15
25X
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 25X1A
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
Page
5. Organization of Administrative and Special Support
Staff, October 1949 . . . . . . . . . . . . . . . . .
17
6. Organization of Administrative Services and
Procurement Offices, December 1950 . . . . . . .
22
7. Organization of the Logistics Office, March 1953 . .
47
8. Organization of the Office of Logistics, July 1954 . .
52
9. Organization of the Office of Logistics,
31 December 1970 . . . . . . . . . . . . . . . . . .
64
1. Space Facilities Required by CIA, 1948-53 . . . . .
36
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
The Office of Logistics -- An Overview
I
1
1. Introduction
This history covers some 25 years and carries events
within the Office of Logistics (OL) through 1970. This period,
which includes the brief lifespans of the Strategic Services Unit
(SSU) and the Central Intelligence Group (CIG), encompasses
virtually the entire existence of the Central Intelligence Agency
(CIA) and, in some instances, may be too recent to be truly
considered as history. It is possible, however, to obtain a
certain perspective into the birth and growth of the logistical
activities of the Agency, which makes the effort of telling this
history worthwhile.
Viewing the events of the past 25 years, a pattern soon
becomes evident. During the first 8 years (1945-53) there was
tremendous growth, with its attendant confusion both within the
Agency and within its logistical support mechanisms. Procedures
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08kO2CRC;RDP93-00939R000100120001-3
were loosely defined or nonexistent, and responsibilities were
fragmented between the dominant components -- the Office of
Special Operations (OSO) and the Office of Policy Coordination
(OPC). By 1953, efforts at consolidation had succeeded -- again
within the Agency through the melding of OPC and OSO under the
umbrella of the Clandestine Services (CS) and through the estab-
lishment of the Logistics Office having sole responsibility for
supplying all components of CIA.
The 17 or so years that followed the consolidation of the
CS and the logistics function were marked initially by a high
degree of centralization followed by a gradual trend towards
decentralization -- a pendulum effect that can be exemplified by
the method of accounting for property. Initially, nonexpendable
property was defined as nonconsumable property costing $10 or
more per item. By 1970, nonexpendable property, while still
considered nonconsumable, had to cost $200 or more to be
included in this category. The reader will discern other exam-
ples of the loosening of controls initially installed in the early
1950's -- the obvious conclusion is that the Agency logistics
element had attained a balance, a long-sought maturity.
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08~VCRC; RDP93-009398000100120001-3
II. The Formative Years, 1945-53
From September 1945 to September 1947, the national
intelligence community was in a state of flux. With the cessation
of World War II, the dismantlement of the military forces, in-
cluding the Office of Strategic Services (OSS), commenced,
impelled by the fervor of a war-weary populace. Before all the
assets of OSS were liquidated, President Truman issued an
Executive Order -- effective 10 October 1945 -- establishing the
Strategic Services Unit (SSU) and transferring all elements of
OSS except those absorbed by the Departments of Army, Navy,
and State - - to the new organization. I/* Barely 4 months later,
on 22 January 1946, a new Presidential Directive created the
National Intelligence Authority (NIA) and vested in that body the
authority to establish the Central Intelligence Group (CIG). 2/
By 1 November 1946, SSU property assets had been absorbed by
CIG. 3/ A problem common to both these organizations was their
forced reliance upon other Government agencies, primarily the
*For serially numbered source references, see Appendix B.
-3-
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/083C1A-RDP93-00939R000100120001-3
SERE
Departments of War, Navy, and, to a lesser degree, State for
operating funds and personnel. Neither SSU nor CIG was
independently funded by Congress. * It was the opinion of CIG's
General Counsel that CIG had no official power "to take personnel
action, to certify payrolls, to authorize travel and to procure
supplies. "4/ Supplies and equipment were obtained in two
primary ways: either directly from existing War Department
stocks or with confidential funds made available to the CIG by
other Government agencies.
The organizational confusion was resolved with the
phaseout of the CIG and the establishment of the Central Intelli-
gence Agency (CIA). The 80th Congress, in Public Law 253
(National Security Act), signed on 26 July 1947, established the
CIA. The National Security Act became effective on 18 Septem-
ber 1947.
While the outline presented above tends to indicate
*This situation was not completely rectified until the enabling
legislation, commonly referred to as the CIA Act of 1949,
became law on 20 June 1949.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08hO2dRC.1~-RDP93-00939R000100120001-3
turmoil, the logistics functions actually remained relatively
stable. The Procurement and Supply Branch (P&S)* (see Figure 1)
functioned as the SSU logistics element. The broken lines on
Figure 1 indicate those elements whose existence was deemed
temporary. On 1 October 1945 P&S had a personnel strength of
0
a figure that steadily declined. A year later, under CIG
the number of personnel performing logistics functions had
dropped
with the phaseout of the temporary elements of
P&S. 5/ During its short lifespan P&S processed some 2, 698
procurement requests with a dollar value of $160, 324. The
Surplus Property Section disposed of $3 million worth of surplus
equipment, and the Contract Termination Section terminated 69
contracts and obtained favorable settlement of 67 others. **6/
When the logistics structure of SSU was absorbed by
CIG in October 1946, the organization and mission remained
*Page 6
**Precise statistical data for this period are not easily obtain-
able, and the reliability of those available is questionable.
Statistics presented in this paragraph are cited as examples of
activity and do not necessarily indicate the total activity of the
element.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 _ = _ prVW Fo j&eas&05/J : C'DPJW93jW010JW00j&
Organizational Chart
Strategic Services Unit -- Procurement and Supply Branch
October 1945
Contract
Unit
Purchase
and
Supply Section
L
Office of the
Chief
Real Estate
and Utilities
Section
Maintenance
and
Repairs Unit
------------------
liquidating Contract Termination Section ~
Office
Services
Section
Telephone
Switchboard
Unit
Supply
Purchase and Central
Unit Warehouse Unit Mail Unit
Special
Procurement
Unit
I
cn
m
C]
29V A
---------------
- j Surplus Property Section
---------------
Courier
Unit
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
4 Contract
 Approved For Release 2005/08RDP93-00939R000100120001-3
unchanged, with the exception that the Contract Termination and
Surplus Property Sections were eliminated. The primary func-
tions of the unit included procurement, supply and warehousing,
maintenance of buildings, operation of a telephone section, a
central mail room, and a central courier office. On 22 November
1946 the Personnel and Administration Branch was established. 7/
A subordinate element of this branch was the Services Division,
which took over the personnel and the functions of the defunct P&S
Branch. The Services Division retained the P&S Branch missions
and added to these the responsibilities for printing, reproduction,
and the translation of foreign language documents to meet the
requirements of CIG. *8/ Figure 2** shows the organizational
structure of the Services Division.
On 18 June 1947 the Personnel and Administration Branch
*The printing and reproduction functions are understandable
support missions, but how the responsibility for translating
foreign documents came to be placed under this division is some-
thing of a mystery. To muddy the water even further, the orga-
nizational chart available for the period reflects the Translation
Section, but the corresponding Table of Organization (T/O) does
not reflect a personnel strength for this section. Efforts to vali-
date the existence and/or rationale for the Translation Section
have come to a dead end in every instance.
"Page 8
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 pprbW Fo jeas"05/Ij : ("DP)931010"00jj-j@
Figure 2
Organizational Chart
Central Intelligence Group
November 1946
Supply Sect.
Procurement
Storage & Issue
T Real Estate
Reproduction Sect.
[Printing
H Photographic
Map
Transport Sect.
Foreign
H- Cargo
Property Sect.
Property Records
Survey & Inspection
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08WCRDP93-00939R000100120001-3
I
was renamed the Executive for Administration and Management --
to become effective 1 July -- and the Services Division -- now to
be the Services Branch -- along with other support elements,
became a part of this newly created office. 9/ In CIG parlance,
a division was subordinate to a branch, so this change in nomen-
clature was indicative of the growing importance of the logistical
function. Concurrently, the Translation Section disappeared and
a new division was added -- Central Records -- which was re-
sponsible for records management, top secret control, adminis-
trative files, and mail and courier service.
Heretofore the logistical effort had been concentrated in
the metropolitan area -- supplying the demands of the headquar-
ters elements. It now became clear that to truly support CIG a
reorientation was necessary. Support -- in terms of supplies and
equipment -- was required on a global basis. To gain a perspec-
tive into the activities of the period, it must be remembered that
the Office of Special Operations (OSO) was the major operating
component within CIG. Operations were primarily of the Foreign
Intelligence (FI) type, and the days of large-scale paramilitary
(PM) activity were still in the future. National policy was often
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08 d RDP93-00939R000100120001-3
t
25X1A
unsettled, and the lack of direction was reflected in the operations
of CIG. In the field, case officers had great latitude in adminis-
tration. They rented safehouses as required, often purchased
required supplies and equipment with cash, and were able, on an
individual basis, to obtain support from local representatives of
At this point in time, the final reorganization -- in a
national sense -- occurred. The National Security Act of 1947
was implemented, and CIG became CIA on 18 September 1947.
The logistics structure was essentially untouched by this change
except that the Services Branch lost its Central Records Division.
The branch had grown in personnel to
0
-- with a T/O ofF--]--
and consisted of the Office of the Chief, and Supply, Property,
Reproduction, Travel, and Transportation Sections. 10/
B. CIA's Logistic System
The next few years were marked by numerous internal
organizational changes. At its birth CIA was a relatively small
organization consisting of less than
people, and it had an
*This paragraph is a summary of the impressions received during
discussions with those who had been on board during this early era.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X9
25X9
25X
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
I
25X1A
operating budget of some
A constant search for the
1
25X1A
correct balance between the operational elements and the support
elements began late in 1948. The major share of the logistics
function was being performed by the Services Branch, but it is
important to note that OSO also contained a logistics support unit
in the form of its Project Support Branch -- later called the
Transportation and Supply Division. The catalyst, both for the
Agency and its support elements, was the creation of the Office
of Policy Coordination (OP C) on 1 September 1948. 11/ Vested
with the mission of countering Communism by the use of "dirty
tricks, " OPC was originally autonomous and merely attached to
CIA for administrative purposes. 12/ With both OSO and OPC in
operation there was duplication and diffusion of the logistics
effort throughout the Agency, to say nothing of the divergence of
opinion over how the support function should be organized.
Generally the operational elements felt strongly that to
be fully responsive OPC and OSO each required an organic sup-
port element and further that support elements should be
*The exact figures, while available, are still classified TS (as
of May 1972). Precise figures may be found in "Report of Survey"
by Messrs. 110 May 1955. HS/HC 526 (TS)
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/0830; RDP93-009398000100120001-3
I
25X1A
compartmented into covert and overt functions. With the creation
of OPC the Agency was about to embark on operations on a much
more grandiose scale than many had anticipated. In the first 4
years of its existence the Agency grew from a relatively small
organization to one having more than
l and an
operating budget well in excess of I f - for
FY 1953 some 71 percent of this money was for OPC operations. *
1. Organization of Logistics. Support
While the operational components were plumping
for organic support units, Agency management, in its first major
organizational effort, placed the responsibility for support under
the CIA Executive. 14/ The reorganization, decreed on 14 Septem-
ber 1948 by General Order
provided that effective 1 Decem-
ber the Executive for Administration and Management (A&M) was
to be abolished, together with its Personnel, Services, Budget
and Finance, and Management Branches. Implementation of the
*Again, imprecise figures are used because of the TS classifica-
tion of the source. Personnel figures are taken from the source
quoted in the footnote on p. 11 above. Budgetary figures are avail-
able in the Office of Comptroller, "Historical Notes re: Budget
and Finance Activities--CIA and Predecessor Organizations, "
20 September 1945 through 23 January 1952, (TS) HS/HC 36, Item 2.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X9
25X1A
 Approved For Release 2005/08S 3 : CIA RDP93-00939R000100120001-3
1
reorganization was delayed, but on 31 December 1948 abolition of
the Executive for A&M was confirmed along with abolition of its
branches. The former branch chiefs now became functional
officers. Thus the Chief of the Services Branch of A&M became
the Services Officer under the CIA Executive. 15 / At the same
time that this change occurred OSO lost its own logistics support
element -- the Transportation and Supply Division -- which was
replaced by covert counterparts in the new Services Office. 16/
(See Figure 3.*)
The organization, as outlined in Figure 3, lasted barely
10 months when it was superseded by another change. On 1 Octo-
ber 1949. the Services Office per se was abolished, and the overt
and covert functions were made separate staffs -- still responsi-
ble to the CIA Executive. 17/ (See Figure 4. * *)
The Services Division of each staff was a self-contained
logistical support group. On 5 October 1949, only 4 days after it
was scheduled to become effective, the Overt Support Staff was
renamed the Administrative Staff, and the Covert Support Staff
*Page 14
"Page Page 15
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 M M M M jMjpprfM FolfteasM05/(: C'DPt93!010 jW001j&j _
Figure 3
Organization of Services Office
January 1949
L
Transportation
Reproduction
Supply
Property Control
Transportation
Supply
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 MApproo Folleas"05/ : CMWDPj)93a010JW00jft
Figure 4
Organization of Overt and
Covert Support Staffs
October 1949
Overt Support Staff
Personnel I I Fiscal I I Services
Division Division Division
CIA Executive
Covert Support Staff
Personnel
Division
Fiscal
Division
Services
Division
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08RDP93-00939R000100120001-3
25X1A
became the Special Support Staff. 18/ Each staff inherited the
divisions from its predecessors, and in addition the Adminis-
trative Staff picked up the Medical Division (see Figure 5*).
Figures 4 and 5 provide ample evidence that the philo-
sophy concerning compartmentation was being observed. The
operational components, however, were disturbed by the organi-
zation because the support elements were reporting to the CIA
Executive -- the number-three man in the Agency hierarchy. In
a history of the period,
The Chief of the Special Support Staff
reported directly to the Executive, CIA.
Thus while recognizing the need for separate
facilities for the covert offices, General
Order No.Flplaced command of these covert
facilities in the Executive, CIA, leaving the
covert offices, and especially OPC, without
any direct control over the resources upon
which it was dependent for its existence and
operations. The policy guidance as to scale
and magnitude of operations given OPC by the
Departments of State and Defense, to which
OPC attempted to respond, was not recognized
by the CIA Special Support Staff elements.
Thus, the office [OPC] was in the position of
receiving its mission on a large scale from
one source and its means on a limited scale
from another unrelated and uncoordinated
source. 19/
*Page 17
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 M M NdpprUW FolfteasE05/( : C DPJW93~010W001jft M M = M
Figure 5
Organization of Administrative and
Special Support Staff
October 1949
I Administrative Support Staff
Personnel I I Medical) I Fiscal
Div. Div. Div.
Services
Div.
Special Support Staff
Employees
Div.
Finance
Div.
Procurement &
Supply Div.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : ClA RDP93-00939R000100120001-3
SECRET
OPC did, however, have a quasi-logistics system of its
own. Staff III of OPC was an administrative unit, and among its
other functions it was charged with providing for "OPC Headquar-
ters services and supply needs; develops and implements policies
and procedures related thereto. "20/ Staff II of OPC contained a
Materiel Branch whose mission was:
Advises and assists in the development
and formulation of OPC materiel (services,
supplies, and equipment, exclusive of ammu-
nitions and equipment and special devices)
requirements and the acquisition of materiel*
necessary to the implementation of plans and
projects in locations other than Headquarters. 21/
The OPC unit grew, and by 1951 it was called the Administration
and Logistics (A&L) Staff with a T/O of
assigned to the Logistics Division andF-Ito the General Services
Division. 22/ That there was a division of responsibilities
between the Special Support Staff and OPC's own support elements
is evident; but to make matters worse, this division of responsi-
bility, always confusing and often inefficient, led finally to
friction between the two elements. The primary bone of conten-
tion seems to have been which element should properly deal with
*Emphasis added.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
DOD and the Armed Services. OPC, because of its quasi-military
type mission and the large number of military officers assigned
to the office, acquired extensive contacts among the services.
This dispute surfaced in 1950 when Andrew E. Van Esso, then
Chief of the Procurement Office -- a later reorganization of the
Special Support Staff -- attempted to consolidate sole responsi-
bility for all acquisition of supplies and equipment in the Procure-
ment Office. In a memorandum to the ADPC, his Special Support
Assistant (SSA), Colonel
25X1A
position:
Van Esso reiterated his request that
OPC stop dealing with JSPD on matters of
supply and that OPC recognize his office as
the sole point of contact with the military
services and others for the procurement of
materiel. 23/
reformed Van Esso that OPC would be happy to
25X1A
submit requests for supplies that it would normally expect to
receive through CIA channels to his office but that OPC would
expect that requirements that arose as a result of joint planning
with the various military staffs must be worked out as best suited
25X1A
do its best to prevent duplication of requirements that might
- 19 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08&CRC;RDP93-00939R000100120001-3
25X1A
arise as a result of OPC work with the military services on war
planning. * 24/ One day later
dum to the ADP C,
on the same subject.
had seen a memorandum proposed by Van Esso for the DCI's
signature that would require all Agency requirements for materiel
requested from the military to pass through a central point --
Van Esso's Procurement Office. Noting that the DCI had recently
complimented the US Air Force (USAF) as having
contributed materially to the accomplish-
ment by this Agency of certain of its
objectives. The high priority which you
are according such support is greatly ap-
preciated. 25/
25X1A
1
I Irejoinder was:
The "high-priority" referred to in
this paragraph is the priority afforded to
OPC because of its peculiar relationship
to the Air Force and is not the priority
accorded to CIA as such. To have OPC
priority placed in the same category with
agency-wide priority would mean in effect
substantial lessening of the support which
OPC now enjoys. 26/
Problems such as the one described above were not finally
*OPC was responsible for all war planning, running the gamut
from guerrilla to "hot war. "
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1A
25X1A
 Approved For Release 2005/083C1,A.-RDP93-00939R000100120001-3
1
resolved until the formation of the CS in 1952 and the subsequent
centralization of all logistics functions in 1954. Another unfor-
tunate result of such maneuverings was the lack of confidence
many of the operational elements had in the Agency logistics
system as it then existed.
On 1 December 1950, the CIA Executive became the
Deputy Director for Administration (DDA). As part of this
reorganization, the Administrative and Special Support Staffs
were replaced by the Administrative Services Office and the
Procurement Office -- on equal levels. 27/ (See Figure 6. *)
As Figure 6 shows, the logistics functions remained
divided between two independent offices. The division of responsi-
bilities was based on putting purely administrative support under
one office and planning, procurement, and supply into another
separate office. Two more realignments were to occur, but the
concept of division of responsibilities was to be retained. A year
later, in December 1951, a high-level reorganization occurred,
and a new command level was activated -- the Office of General
Services. This office had two major components: Administrative
*Page 22
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Jppr jW Fo jea%A05/ : C'DPJW93WW010WW001
Figure 6
Organization of Administrative Services
and Procurement Offices
December 1950
Deputy Director for Administration
CrJ 1
Transportation Branch
Reproduction Branch
Building Maintenance & Utilities Branch
Requirements Branch
Supply Branch
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08~CRT,- RDP93-009398000100120001-3
I
Services (formerly the Administrative Services Office) and
Organization and Methods Services (formerly the Office of
Management Analysis). The Procurement Office remained stable
during this reorganization, but on 21 February 1952, 3 months
later, another shuffle occurred. The Procurement Office was
renamed the Procurement and Supply (P&S) Office, and the
governing regulation assigned as its mission:
The Chief of Procurement and Supply is
responsible for the procurement, storage,
issue, and Agency accountability of all Agency
equipment and supplies except as departure
therefrom is properly authorized, and for
coordination and compilation of requirements
of materials required for logistical support. 28/
By August of 1952 P&S began to assume greater responsi-
bilities. On 5 August the transportation function was transferred
from the Office of General Services to P&S, exclusive of the motor
pool and the trucking function. During that same month a portion
of the Real Estate and Construction Division responsibilities,
such as engineering support, was transferred to P&S. A chain
reaction had been triggered, for in September 1952 the logisti-
cians assigned to OPC's A&L Staff were transferred to P&S.
These changes were precursors of those yet to come; and on
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08A(?3:RT~-RDP93-00939R000100120001-3
20 March 1953 the Logistics Office was activated, assuming the
mantle from P&S. 29/
Before the Logistics Office came into being, however,
there was a protracted struggle among the operational elements
to retain their various autonomies -- from each other and from
the rest of the Agency. From the creation of OPC in September
1948 until General Smith's decree of 1 August 1952 effecting a
merger of OSO and OPC under the Deputy Director for Plans (DDP),
logistics and other support activities were dispersed, duplicated,
and decentralized at the whim of the operational managers. The
development of an effective centralized support program would,
in fact, be a continuing point of friction between the Deputy
Director for Administration (DDA*) and the Clandestine Services
until well into the 1960's, ** and the history of logistics develop-
ments was one of the principal features of that story.
*Established 1 December 1950, this Directorate became the
Deputy Directorate for Support (DDS) on 3 February 1955.
**As noted later in this paper, the question of centralization vs
decentralization of support functions was less of an "either-or"
proposition by the end of the 1960's than it had been in earlier
years. Pragmatists, bearing the results of cost-effectiveness
studies, demonstrated the need for flexibility in support --
including logistics support -- for operations.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08 03 : CIA-RDP93-00939R000100120001-3
ECRE
2. Support for Operations
It is difficult to ferret out examples of operational
support during the SSU-CIG era. As far as can be ascertained,
operations were on a small scale and consisted of FI activities,
which do not usually require large-scale logistical support. As
mentioned previously, the creation of OPC in September 1948 was
a catalyst that spurred the growth of both CIA and its logistical
elements. The major projects of this era were triggered by the
Chinese Communist takeover on the mainland and the Korean War.
Two major projects born during the early 1950's had much to do
with the decision to develop the
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25X1
 25X1C Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08 P-RDP93-00939R000100120001-3
1
25X1A
25X1
While it is true that neither of these projects ever
actually achieved much from an operational standpoint, both had
a tremendous impact on the logistical elements. Instead of
requiring a few typewriters and other miscellaneous equipment,
these projects put the logistical function in the big time as evi-
denced by a memorandum to the Comptroller from Colonel
pointed
out that the Project Review Committee (PRC)*** had authorized
I 25X1A I or FE/OPC activities. Of this amount,
25X1A
25X1A
*It is also interesting to note that as essentially
an OPC project while as sponsored by OSO.
***The PRC was responsible for approving projects conceptually
as well as for approving funds.
25X1
25X1
25X1
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 25X1C Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Next 1 Page(s) In Document Exempt
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/088Q dRC A RDP93-00939R000100120001-3
His trip report
summarized his findings:
It is the opinion of the undersigned that the
present system of procurement is functioning
with exceptional efficiency, and barring unfore-
seen security breaks, it is recommended that
the present procedure continue to the extent
required by operational needs. 39/
25X1A
Changes were made, nevertheless, and it was at this time that
a staff employee from the Office of Scientific
Intelligence of the Deputy Directorate for Intelligence (DDI), was
- 30 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 25X1C Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Next 3 Page(s) In Document Exempt
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/OTRR 9! -RDP93-00939R000100120001-3
i
1
25X1A
throughout the period of this history the major Agency support
base in the FE area; and in terms of size, activity, and longevity
it exceeded any base ever developed by the Agency overseas. *
Neither) Masted long as support and opera-
Within CONUS the problem of facilities was somewhat
different. In the metropolitan Washington area -- in the early
days it was termed the "departmental" area -- the emphasis was
in obtaining office space and storage facilities. ***
From the outset the answer appeared to be to obtain one
large facility to house all Agency operations, and on 31 March
*As this is written (1972), the has orders to
disengage from support activity, an by u y 2 only a residual
force will remain.
***See Table 1, page 36.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25X1
25
25X1
 Approved For Release 2005/08A(~RT~-RDP93-00939R000100120001-3
Space Facilities Required by CIA
1948-53 46/
I
Year Space Occupied a/
Number of Buildings
a. Net square feet.
1947 the DCI, Lieutenant General Hoyt S. Vandenberg, requested
of the Public Buildings Service (PBS) "that CIG be assigned a
single, permanent, fireproof building having a minimum capacity
frequently over the years without success until Congress on
15 July 1955 -- Public Law 161, 84th Congress -- authorized $46
million for a CIA building.
In addition to finding space for people, the logistical
support elements had to have warehouse space. Until 1953 the
"47/ Such requests were repeated
headquarters logistical functions were conducted out of
0
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25
 25X1A Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Next 1 Page(s) In Document Exempt
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/IAC 1RDP93-00939R000100120001-3
As mentioned earlier the most vital legislation affecting
the Agency was the CIA Act of 1949 -- Public Law 110, 81st
Congress, 20 June 1949 -- for it gave the Agency a budgetary and
fiscal stability that had hitherto been lacking. Before the passage
of PL 110 the lack of specific enabling legislation had necessitated
that the DCI depend on delegations from the Secretaries of State,
Defense, and Navy and on verbal and somewhat tenuous under-
standings with the General Accounting Office (GAO) and the
Congress and other Government agencies as to the purposes for
which available funds could legally and properly be expended.
There were, of course, many aspects to this act, but analyzed
from the standpoint of its impact upon the logistical elements, the
act provided the following authorities:
1. Extended to CIA certain authority in
the Armed Services Procurement Act of 1947
relating to negotiation of purchases and con-
tracts for supply without advertising* under
certain conditions;
2. Exempted the CIA from certain stat-
utory restrictions on the amount that can be
paid for rent of quarters and the amount that
can be expended for alterations;
*Emphasis added.
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/gi(~RIIRDP93-00939R000100120001-3
3. Provided broad authority for transfers
between the CIA and other Government depart-
ments and agencies of such sums as may be
approved by the Bureau of the Budget (BOB); *
4. Provided authority for exchange of
funds without regard to Section 3651 of the
Revised Statutes (31 USC 543);**
5. Provided for the expenditure of funds
for certain purposes without regard to require-
ments of existing law or Comptroller General
decisions which specify that such expenditures
are not permissible unless authorized by law;
and for the expenditure of certain funds solely
on the certification of the DCI. * * *
The authorities provided in the act thus gave the Agency a latitude,
especially in the field of procurement, that it sorely needed.
Parallel actions that were to complement the authorities
provided by the CIA Act of 1949 were the support agreements
reached with other Government agencies. One of the earliest
recorded agreements was concluded in 1949 between the DCI and
This particular agreement appears
*Now (1972) termed the Office of Management and Budget (OMB).
**This exemption allows CIA to convert US dollars, gold, and
silver into foreign currencies and the use of such currencies for
payment in kind.
* * * Emphases added.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 25X1C Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Next 1 Page(s) In Document Exempt
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 1
25X1 C
in CIA and the apparent internal jurisdictional
conflict in CIA concerning procurement respon-
sibility and authority resulted in undesirable
liaison with excessive numbers of people, con-
flicting claims to CIA procurement authority,
and conflicting correspondence channels.
(6) Priority ratings, planning of
requirements, and the security of han ng
shipments were jeopardized by the generally
chaotic situation.
(1) CIA should place its house in order
by firmly placing procurement responsibility
and authority in a single office and by desig-
nating specific liaison points and communi-
cations channels.
(2) The present dual authorities under
which CIA is receiving logistics support from
hould be replaced with a single new
aut oty /
n 3
It is interesting to note that both recommendations made
25X1
25X
end the creation of an independent
25X1 C
Approved For Release 2005/08/giCR DP93-00939R000100120001-3
Logistics Office in that same year provided the single point of
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 25X1C Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/yj M- DP93-00939R000100120001-3
25X1A
when needed to effect the transport of Agency supplies and
equipment; and GSA directs and coordinates the design, engineer-
ing, construction, maintenance, and repair requirements of
Agency properties within the Washington metropolitan area,
The techniques used in the acquisition of supplies and
equipment were refined during this early period. Interagency
support agreements were formalized, and the method of procure-
ment and funding also underwent a change. From 1946 to 1952
25
25X1
That logisticians were routinely excluded from the planning
-45-
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08%CILQ DP93-00939R000100120001-3
phase of operations is demonstrated by the following excerpt
OPC welcomes all possible assistance
from the Support Staff but is fearful to accept
this assistance unless assurance can be given
that operational details will not be passed
through the entire administrative hierarchy.
Through the use of these Logistics Sup-
port Officers, it is believed that we will be
able to use the CIA Support Staff personnel
much more effectively. We further believe
that due to the extremely sensitive nature of
our operations, this is the most effective way
of "cutting-in" [Chief, Special
Support Staff] and far preferable to their attempt-
ing to participate in regular planning conferences. 55/
1
25X1A
Over the years, the attitude expressed in the quotation
above gradually diminished as faith in the Agency's support
system grew. One technique that was developed was the use of
The implementation of this and other
refinements allowed the Agency to procure more items openly or
through GSA, and by 1953 only those procurements in which the
interest of the USG had to be concealed were part of the covert
procurement program. 56/
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001r3
 Approved For Release 2005/08/Spa-kA RRDP93-00939R000100120001-3
III. The Office of Logistics -- Coming of Age
A. Organization and Mission
The publication of CIA Regulation No.
1953 was the turning point in the history of Logistics. The mis-
sion paragraph of this Regulation stated:
The Chief of Logistics is responsible for the
procurement, distribution, and accountability
of Agency equipment and supplies, for trans-
portation of personnel, equipment, and supplies;
for meeting real estate and construction needs,
except for securing space assignments through
the General Services Administration in the
metropolitan area of Washington, D. C.; and
for the coordination and compilation of fore-
casts of requirements for Agency logistical
support.
Although some overlap of logistical functions between the new
Logistics Office and OGS continued to exist, it was short lived. *
A totality had been created and the problems faced by the new
office were many. (See Figure 7 -- Organization. **)
Standard procedures for property accountability were
*The OGS was dissolved on 15 February 1954.
**Page 47.
25X1
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 MipprUM Fo1WeasWW5/(: C"DPJW93~010W00lift M
Figure 7
Chief, Logistics
Special Staff
Organization of the Logistics Office
March 1953
Inspection &
Review Staff
Procurement
Division
Supply
Division
Administrative
Staff
Transportation
Division
Coordination &
Requirements Staff
Real Estate &
Construction Division
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/aR,RDP93-00939R000100120001-3
25X1A
nonexistent, stock control was being performed manually, finan-
cial accountability procedures had to be developed in conjunction
with the Comptroller, and logistics procedures had not been
formally promulgated -- these were the major problems faced
by the newly created office. 57/ Careful analysis of the mission
statement contained in Regulation No.
25X1
important function -- that of forecasting requirements for Agency
logistical support. It must be realized that virtually all expertise
in logistics functions had been stripped from the Area Divisions
and Staffs of the DDP when the A&L Staff of OPC was liquidated.
It was of paramount importance to both logistics and the opera-
tions personnel that the planning functions continue to be per-
formed by the Coordination and Requirements Staff but by July
1954 the need for this Staff had diminished. The prime reason
for this was the fact that the Logistics Career Board* had intro-
duced trained logistics personnel into the staffs of the operational
elements of the Agency, and these individuals provided the point
*The Logistics Career Board was established by CIA Regulation
No. 0 25 May 1953. The Board was charged with the career
planning, development, promotion, and assignment of Logistics
career designees throughout the Agency.
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 1
25X1A
Approved For Release 2005/08/RRCPM- DP93-00939R000100120001-3
of contact between the operational element they represented and
"Main Log. "
The other problems enumerated above were resolutely
attacked and solutions found. By early 1953 the Supply Division
was operating three warehouse facilities
and the manual stock record system simply could not cope with
the volume. In October 1952 the conversion of stock records to
machine language had begun in order to utilize electronic account-
ing machines, commonly referred to as an EAM system. This
conversion was completed in February 1953. The Financial
Analysis Number (FAN) was adopted to interface with the Comp-
troller's Office, and this became the basis of the Agency's system
of financial accounting for property (FPA). These changes in
turn led to the initiation of an Agency cataloging system of pro-
fessional quality using the Federal Classification system as the
basis for its own program. Thus when fiscal year 1954 rolled
around, the Logistics Office was able to place monetary values
on Agency assets and be reasonably certain that the figures were
inclusive and correct -- the dollar value of assets on hand as of
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 - C RDP93-009398000100120001-3
SECRET
I 25X1A
1 July 1953 totaled more than
58/* The final problem,
that of formally promulgating logistics procedures, took some-
what longer to solve. Over a two-year period from about mid-
1953 to mid-1955, however, some 51 Headquarters regu-
lations were published and distributed covering all facets of the
logistical operations of the Agency. In addition to the regulatory
issuances, a series of handbooks was written and published. Four
basic handbooks were developed for use as procedural guides for
personnel requesting or requiring logistical support. ** As can
be seen, the Agency and its logistics element were coming of
age -- and becoming a bureaucracy in the process.
Minor adjustments continued to be made in the structure
of the Logistics Office -- most coming from the transfer of func-
tions from the OGS. In December 1953 the motor pool function,
*This is a very general treatment of a tremendously complicated
subject. Interested readers are referred to source 42 and source
57 for a complete explanation.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25X
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
I 25X9 with positions, was transferred to the Transportation Divi-
' sion. 59/ In February 1954 the OGS was dissolved and its remain-
ing logistical functions transferred to the Logistics Office; the
elements transferred were Printing and Reproduction, Mail Con-
trol, and Space, Maintenance, and Facilities. This final consoli-
dation added one new division, Printing and Reproduction, to the
Table of Organization (T/O) of the Logistics Office. 60/ The rapid
assimilation of these functions ballooned the personnel strength to
25X9 an on-duty figure
operating under a T/O of
Mr. James A. Garrison, Chief of Logistics, was apprehensive
lest the sudden influx create inefficiencies and ineffectiveness in
the distribution of duties and personnel, and he requested a
management survey of the Logistics Office. 61/ As a result of this
management survey, the Logistics Office was retitled the Office of
Logistics (OL) on 21 July 1954 and organized as shown in Figure 8. **
At the same time, the T/O was reduced to positions, and the
on-duty strength fell slightly to a total of
James Garrison
*See Appendix E for a statistical comparison of the personnel
status of the logistics element.
**Page 52.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 M M M Nnipproo FoNWeaMM05/ : ('DP )93jW01( 00IMft -
Figure 8
Organization of the Office of Logistics
July 1954
Director of Logistics
Security
Staff
Technical Review
& Policy Staff
Administrative
Staff
Procurement supply Transportation
Division Division Division
Real Estate &
Construction Division
Planning
Staff
Printing &
Reproduction Division
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/pii R DP93-00939R000100120001-3
was the driving force behind these efforts to create a strong,
effective OL. He joined the Agency on October 1951 as the Acting
25X1 the Chief, P&S in 1952
Chief of Logistics in March 1953. Garrison continued as the
Director of Logistics (D/L) until his retirement in September 1964.
For more than a dozen years he was, in effect, "Mr. Logistics"
and most of the organizational and procedural changes that were
effected within OL were conceived in Garrison's fertile mind and
implemented by the force of his personality.
Fluctuations in the organizational structure continued to
occur, dictated primarily by mission requirements and refine-
ments in management techniques. The Printing and Reproduction
Division was renamed the Printing Services Division (PSD) on
13 June 1955. Also in 1955 the planning for the new Headquarters
building had become such a burden on the Real Estate and Con-
struction Division (RECD) that it became necessary to form a
separate staff whose sole responsibility was to coordinate all
planning for the Langley building. The Building Planning Staff was
created in December 1955 and, once its work was completed,
25
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
I 25X9
dissolved on 29 June 1962. *
Two organizational changes were made in 1956 -- the
addition of an Executive Officer to the chain of command and the
creation of the Aircraft Maintenance Support Division. The
formation of the Aircraft Maintenance Support Division was
authorized by General Cabell on 14 June 1956. 64/ Its mission was
The lifespan of this Division as an element of OL was relatively
short. The Division and its personnel were transferred to the
Development Projects Division of the DDP on 6 March 1959. The
other addition, the creation of the position of Executive Officer,
*Interestingly enough, such a staff, once presumed dead, was
resurrected; and a new Building Planning Staff was given birth on
2 April 1969 to develop a "Master Plan" for the Langley site. 63/
The new staff, although personally approved by the Executive
Director-Comptroller, Colonel White, was created with the stipu-
lation that no personnel slots or money would be provided. The
staff was formed by detailing personnel to it from other OL and
Agency offices. Dr. a DDP careerist, was
named Chairman of the Staff in June 1969 and continued in that
capacity until his retirement on 4 February 1972. He is the source
of the information contained herein.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1A
25X9
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
was more permanent. 65/* It was created to provide a means of
reducing the workload of the Director and Deputy Director, and
the Executive Officer was especially charged with providing
administrative support and coordinating the efforts of the independ-
ent staffs. With these changes OL had six divisions -- the Air-
craft Maintenance Support Division, the Procurement Division, the
Real Estate and Construction Division, the Transportation Divi-
sion, the Supply Division, and the Printing Services Division --
and four staffs -- Security, Building Planning, Administrative,
and Planning.
Except for the loss of the Aircraft Maintenance Support
Division in 1959, the organization of the OL underwent only minor
internal shiftings until 1962. Two events combined to result in
the formation of the Logistics Services Division. One of these
was the completion of the Headquarters Building at Langley.
President Eisenhower laid the cornerstone for the building on
3 November 1959, and on the evening of 18 September 1961 Phase
One of the move into the new CIA quarters commenced. 66/
*This position was effective on 24 October 1956 and continues in
existence to date (1972).
- 55 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
- - i
 Approved For Release 2005/08/1 CR ,RDP93-00939R000100120001-3
25X1A
Occupation of this building placed a service requirement upon the
OL which, to this date (1972), remains a major function -- often
a frustrating and burdensome function. Although GSA was respon-
sible for maintaining the building, that agency often did not or
could not respond quickly enough to suit the tenents, and the OL
was called upon to accomplish the mission -- telephone service,
pneumatic tube, building supply, disposal of classified waste, or
trimming the DCI's hedges! Concurrently an Inspector General
(IG) Survey of June 1961 recommended a regrouping of units and
functions to separate the pure line logistics responsibilities from
services such as vehicle maintenance and courier service. 67/
Based on these recommendations and the obvious need to have a
responsive unit located in the new building, Colonel White, then
the DDS, * approved the formation of the Logistics Services Divi-
sion on 5 September 1962. The Division was formally brought into
existence on 23 October 1962 with a staff of_ersonnel and an 25X9
*CIA Notic~ 3 Feb 55, formally established the Deputy
Director for Support (DDS) and abolished the DDA and the Chief of
Administration (COA), DDP. At this time, the DDS had under its
control the Offices of Communications, Comptroller, Logistics,
Personnel, Security, Training, Audit, General Counsel, Manage-
ment, and Medical Services.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/gi RM- DP93-00939R000100120001-3
25X1A
The ensuing years brought further changes to the orga-
nization of the OL, but the turbulent years had passed and forth-
coming changes were more deliberate and studied. On 1 March
1965 the Administrative Staff was liquidated, an exercise that was
directly related to a reduction in the authorized personnel ceiling
of the OL. 69/ The separate elements of the Staff were placed
under the direct supervision of the Director of Logistics and his
staff, and the command structure of the Administrative Staff
ceased to exist. Its Personnel Branch was redesignated the Per-
sonnel and Training Staff and reported directly to the D/L. The
Budget and Fiscal Branch and the Records and Services Branch were
made answerable to the Executive Officer.
The major organizational change of this period occurred
on 16 March 1966 when the Transportation Division was dissolved. *
Transportation had continued in existence as a branch, section, or
division since the beginning of the Agency, including the days of
annual operating budget o~
*The dissolution of this division is interesting because although
OL files contain staff studies and proposed Headquarters
announcing the transfer of division functions, no Agency
or OL publication was ever issued announcing the demise of the
division.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25X1
 Approved For Release 2005/08/03 -J RDP93-00939R000100120001-3
the SSU and the CIG. The contributions made by this element over
the years are too numerous to list in detail, but in addition to the
mundane business of supporting the Headquarters administrative
transportation requirements, the Transportation Division initiated
shipping arrangements with
ted a fleet of trucks between depots and ports of embarkation, and
developed the first Agency program to monitor the acquisition and
control of all Agency vehicles. 70/* The initiation of the TVA
program is an excellent example of implementing a management
control unquestionably needed and having it turn into a bureau-
cratic burden. At its inception the program was credited with
reducing the vehicular requirements of the Agency by =vehicles
with a corresponding savings in equipment investment of some
$500, 000. ** For the first time, managers had detailed data avail-
able showing quantities, location, and intended use of each vehicle
*Begun in April 1955, this system was predicated upon the estab-
lishment of a Table of Vehicular Allowances (TVA) and remains
in existence to date (1972).
**The initial count reflected approximately I Ivehicles on
Agency records worldwide. The count was ma e y Mr. Frank
of the Transportation Division who was dispatched TDY for
this express purpose. Over the years this figure has fluctuated
and now (1972) stands at approximately Ovehicles.
25X1
25X1
25X1
25X1
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/QE-CJA;RDP93-00939R000100120001-3
acquired by the Agency. Forms were developed for use as "trip
tickets"* and for periodic maintenance reports. Regulations were
developed that prescribed what options and accessories could be
requested; the0series of regulations still (1972) contain many
of these rules. Naturally, some case officers with a penchant for
Jaguars and Mercedes-Benz automobiles were unhappy with these
regulations. After management had gained a measure of control
over the program, it then became a matter of paperwork -- filing
the maintenance reports that were forwarded monthly to Head-
quarters and adjudicating requests for optional equipment or
increases in the TVA. As with men and money, requirements
always seemed to increase rather than decrease. Upon dissolution
of the Transportation Division, this responsibility was transferred
to the Supply Division. As the years passed so too did the rigid
control of vehicles; delegations of authority were granted to the
area divisions and other Agency elements having a TVA, the
sending of maintenance forms to Headquarters was discontinued,
*Military terminology for a form utilized by drivers of Government
vehicles which indicated time-in, time-out, odometer reading,
destination, and total mileage driven on a daily basis.
- 59 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA RDP93-00939R000100120001-3
5
and by the end of the period (1970) the OL was embarked upon a
program of returning virtually all responsibility for the TVA's to
the operating components and retaining only a computerized cen-
tral reference file of the status of Agency vehicles. The para-
mount responsibilities of the Transportation Division -- the
transport of people and things -- were divided between OL's Supply
Division, which assumed total responsibility for the transport of
things, and the Office of Personnel, which through its Central
Processing Branch took over the responsibility for the transport of
people.
Rounding out the reorganization was the formation of the
25X1A
25X1A
25X1A
designed to provide OL
and the Agency with a contracting office capable of dealing with the
Approved by the DDS on 29 June 1959, it began operation on
25 September of that year from facilities located at
25X1
Before bringing this section to its conclusion, two other
changes in the Agency procurement system are worthy of note.
As a result of a study performed in 1966 by an outside management
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/R,RDP93-00939R000100120001-3
25X1A
an Agency
X~
25X1A
I
Contract Review Board was established in September 1967. As
currently constituted (1972) the Board consists of five members,
one from each of the Deputy Directors and the DD/L acting as
chairman, and its primary responsibilities are to review contracts
and contract actions -- normally in the R&D field -- in excess of
$150, 000, review cost overruns that exceed $22, 500 and 15 percent,
and provide contracting policy upon request. In addition to the
regular members, the Board also has advisors assigned from the
General Counsel's office and the Office of Finance in addition to
the OL Security Office and theChief of the Procurement Manage-
ment Staff (PMS). Because of the multidirectorate nature of this
Board, it no longer appears on the OL organizational chart. The
final element added to the OL structure was the PMS, which was
activated on 17 April 1970. 71/ The establishment of this Staff was
directly related to the decentralization of the procurement
Because of
its classification details are not included in this
history. The report is available, however, in the OL Registry.
- 61-
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
25X1A
contracting efforts begun in 1967. * The growing maturity and
experience of the office allowed management to begin such decen-
tralization without any great concern about its ultimate success.
On 22 August 1967 the D/L delegated contracting-officer authority
for R&D contracts to DDP's Technical Services Division (TSD).
This was followed on 1 March 1968 by a similar delegation to the
Office of Elint (OEL) of the DDS&T and then on 26 February 1969
to the Office of Research and Development (ORD), also DDS&T,
and on the same date to the DDI's National Photographic Intelli-
gence Center (NPIC). All such contracting officers are SL
careerists, and one of the functions of the PMS is to give them a
"home. " Specifically, the PMS was designed as a "coordinating
mechanism on behalf of all Headquarters contracting units having
delegated authority from the Director of Logistics. "73/ The PMS
Thus, at the end of the period, the organization of the OL was as
also provides staff supervision over the activities of the
*Historically, the first special procurement authority was
granted to Mr. Special Assistant to the DCI
for Planning and Coordination, in 1954. This delegation of author-
ity related specifically to the development of the U-2. 72/
**Until the creation of the PMS,as an integral part of the 25X1A
Procurement Division.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25
 Approved For Release 2005/00 A-RDP93-00939R000100120001-3
shown in Figure 9. *
B. Activities and Accomplishments
The period from 1953 through 1970 is replete with exam-
ples of the Office's accomplishments. This section will touch on
only the most significant, and for definitive studies readers are
again referred to the individual histories in the OL series listed in
Appendix C.
1. Personnel Staffing
It is axiomatic that a unit is only as good as the
personnel assigned to it. Taking this corollary one step further,
it follows that even qualified personnel need training and motiva-
tion in order to produce to the limits of their capabilities. In
short, they require good leadership. One of the first problems
was to determine who was a logistician. CIA first established a
career service program in 1952, and the then P&SO was directed to
form its own career service board. 74/ At this time there was no
career service board managed to sort out and resolve many of
*Page 64.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 M = = NjhpprWW Fohoeasg&05110 : C'DP 93 010"001 _
Figure 9
Organization of the Office of Logistics
31 December 1970
Director of Logistics
Deputy
Logistic s
Services
Division
25X1 A *Includes:
Budget & Fiscal
Building Planning Staff
n
Security
Staff
Printing
Services
Division
Personnel and
Training Staff
Procurement
Management
Staff
F-
Procurement
Office
Supply
Division
Planning
Staff
Real Estate &
Construction Division
25X1A
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/PA -
,RDP93-009398000100120001-3
these problems and became the focal point for transfer and pro-
motion actions until 1964 when the D/L delegated all "action
functions" to his Personnel Officer. 75/ From that time, October
1964, until January 1970 only one meeting of the logistics career
service board was conducted. 76/ This period coincides with the
tour of Mr. George E. Meloon as the D/L and all promotions,
transfers, and like personnel actions became the province of the
division and staff chiefs with final approval coming personally
from Meloon. To characterize OL during this era as a fiefdom of
the D/L is not a great exaggeration. With the advent of the newly
appointed D/L in January 1970, * new life was pumped into the
career service board; and by the end of the period it, in conjunc-
tion with its panels, ** was once again operating as an independent
advisor to the D/L on career matters. However, when considering
the entire period of this report, the fact that no career logistics
officer has ever ascended to the position of D/L is a telling sum-
mary of OL's career development program.
*Mr. John F. Blake
**In 1970 each SL Careerist was assigned a specific job title and
assigned to a designated career service panel that was vested with
the responsibility for developing each member's career pattern.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 :
Complicating the staffing problems for the OL are two
facts: approximately one-third of its employees are engaged in
unskilled or semiskilled service work, and more than another
one-third of its careerists are actually working outside the Office
in logistics slots that are under the control of other Agency compo-
nents. In the first instance this has led to a rapid turnover of
personnel because of the low grade and menial nature of much of
the work. The calibre of individuals available for this type of
work has also posed an inordinate number of personnel problems
not usually experienced by the other components of the Agency.
In the second instance, rotatability of its personnel causes peren-
nial problems. Field stations as well as Headquarters elements
must be staffed with career logisticians, and a field station's
requirements are often the most difficult to satisfy. An individual
once nominated by the D/L must himself accept, and there is often
a rejection by the individual for personal or family reasons. Then
concurrences must be obtained from both the area division and the
station involved, and it is not unusual to get a refusal at either
point. Once accepted, the nominee and his family must success-
fully pass a physical examination. Many are eliminated by this
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/IACRJRDP93-00939R000100120001-3
I 25X9
25X9
step; one reason is that as the average career logistician has been
aging, the physical examinations have become increasingly more
demanding. After all these hurdles have been passed, the candi-
date usually gets to the field station -- unless the slot is suddenly
cut. In the past few years this has become another factor to con-
tend with. Between mid-1968, when the Balance of Payments
(BALPA) reductions began, and the end of the period (December
1970), OL lost some"verseas slots. *
Reductions in overseas slots came at a time when the
Office as a whole was also suffering from cutbacks with no loss of
responsibility. The high-water mark in personnel staffing was
reached in 1964 when the OL Career Service had an on-duty
strength of
This figure turned slowly downward in 1965,
and by the end of the period the on-duty strength of the Office had
25X9 declined to
25X9
0
*Such slots are under the control of the respective area division
and are subject to reduction or elimination without the approval of
**Source 75 was used for all figures except the 30 June 1970 statis-
tics, which were obtained from the IBM computer run furnished to
OL/P &TS.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
In tandem with the personnel programs, the necessity
for training was recognized early in the period. Personnel were
absorbed from the logistics staff of OPC and later OGS, and it
was, in a sense, a mixed bag. Many were specialists and others
had been exposed to only one facet of the logistics operation. In
order to develop personnel qualified to perform a variety of func-
tions, whether in "Main Log, " an area division, or at a field
station, an extensive in-house training program was initiated in
1953. The first running of the 6-week Logistics Support Course
began on 9 November 1953
primary objective of the course was to provide training in head-
quarters and, especially, field supply procedures. The course
was designed to augment the experience of personnel destined for
overseas assignment and was conducted partially in the headquar-
25X1A ters area and partially at
during the first three years that the course was presented
Attendance increased, and
0
students attended. The course was changed over the years to
meet changing requirements; and in 1966, after the 31st running,
it was dropped entirely when the Office of Training (OTR)
25
25
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/8A RV- DP93-00939R000100120001-3
established a comparable course. * Many other training programs
existed and were utilized -- in the words of Mr. James Garrison,
D/L** -- to
build up a group of professionals in the field
of logistics who would know how to furnish
materiels and services to the Agency at the
lowest cost, in the most flexible and speedy
fashion, and with the maximum of security. 77/
What has been achieved over the years is the virtual
elimination of the turbulence caused by internal (OL) disorganiza-
tion to a point where today (1972) such turbulence as exists results
from factors outside the Office over which the Office has little
influence.
2. Management Decisions
Assuming the existence of a qualified personnel
force, the next question is how does such a force receive and
carry out a mission. Basically, it responds to management
25X9
*No record of the total number of students who attended the course
during 1953-66 can be located; however=would be a good esti-
mate.
**D/L from March 1953 to September 1964.
- 69 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/gACq RDP93-00939R000100120001-3
decisions made by the President and his senior advisors* which
result in programs requiring activity on the part of the Agency.
The personnel force is also, of course, responsive to internal
decisions made by individuals in the CIA chain of command.
In previous sections of this history some of these
management decisions have been examined; the decentralization
of the procurement contracting function is a prime example.
Others in this category include the acquisition and disposal of
depots, termination of the large-scale foreign arms acquisition
program (discussed in Chapter II), revitalization of the career
management system (discussed above), dissolution of elements
such as the Transportation Division (discussed in Chapter III),
and many others in this vein. These decisions may be mission-
related -- for example, ample storage space is required to per-
form the basic OL mission -- but it is important to understand
that such decisions are conscientious efforts, in the absence of
outside pressures, to improve the posture of OL in relation to the
operational requirements of the Agency.
*Including the NSC, the Senior Interdepartmental Groups, the 303
Committee, and other elements of the executive decision-making
machinery.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 25X1A Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/IjCkn-RDP93-00939R000100120001-3
25X1A
In addition to the consolidation of its depot functions,
OL also faced the problem of consolidating its headquarters func-
tions. This took much longer and was not achieved until the late
1960's. The occupation of the new Headquarters building at
Langley was touched upon briefly in Chapter II. A capsule version
of the history** of the Headquarters building site selection could
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/030 CJ;RDP93-00939R000100120001-3
simply not do justice to the story. To place this event in perspec-
tive, it is important to recall that the initial objective of the
project was to house the entire Agency under one roof. As the
planning stage continued to meet obstacles, the Agency expanded;
and by the time the Headquarters Building was finally ready for
occupancy, in September 1961, it was already too small to accom-
modate all elements of the Agency. Those elements, including
Logistics, that were still occupying temporary quarters along the
Potomac had to "find a home, " so to speak; and this home was
finally located in the Rosslyn area of Northern Virginia, some 7
miles from the Headquarters at Langley via the George Washing-
ton Parkway. Three 12-story office buildings -- Key, Magazine,
and Ames -- located in this area were leased by the Agency and
became home for many of its support elements. The Office of
Logistics began moving into the Ames Building, at 1820 North Ft.
Myer Drive, soon after the lease was signed on 24 January 1966,
and by spring of that year "Main Log" had settled into its new
home, occupying generally the top four floors of the building.
The final step in the consolidation of OL units was the
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
25X1A
25X1A
construction of the Printing Services Building. * Approximately
originally allocated for the construction of the Head-
quarters Building remained unobligated; and in March 1964 PSD
recommended the use of these funds for the construction of a new
printing plant across from the new building. At the time, PSD was
operating from four separate locations, two of these located in the
Headquarters Building. These two would remain in place; but
and Plant No. 2 (located in the South Building, 2430 E Street, N. W.)
along with the Chief, PSD, and his staff, who occupied office space
in Quarters Eye, were to be moved into the new plant. Congress
authorized the expenditure, and the new plant was in full produc-
tion by 13 September 1967. 78/** Thus at the close of the period
the OL with its staffs and divisions was in permanent quarters.
' *This is not to overlook the move of LSD's garage and motor pool
25X1A facilities from~o its new quarters in uin No-
vember 1970. Included in the BPS's Master Plan is a proposal to
' construct new garage facilities at Langley adjacent to the Head-
quarters Building.
**There is no intent to slight the many advances in the field of
printing and especially graphics made by PSD. The full story of
the accomplishments of this unit may be found in source 78,
Printing for Intelligence 1942-1968.
- 74 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
 25X1A Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/9ACftRDP93-00939R000100120001-3
period also saw the virtual elimination of all major overseas
support facilities.
3. Support Operations
By the mid-1950's the major projects inspired
initially by OPC had quietly died. With the success in Guatemala
large-scale logis-
tical support was no longer required. Viewed in retrospect, 1956
was probably the turning point for large-scale anti-Communist
programs, if one considers the events of the year and the US
reaction to those events. Early in the year, in February, Premier
Khrushchev denounced the crimes of Stalin before the 20th Soviet
Congress. Riots erupted in Soviet Georgia in March and in Poznan,
Poland, in June -- both suppressed with heavy casualties. The
was denounced by the Soviets on
23 April. In July President Nasser nationalized the Suez Canal,
bringing invasion by Israel on 29 October and intervention by
France and the United Kingdom on the Israeli side. Also in
October the Hungarian Revolt occurred -- to be crushed by
- 76 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/IACRRDP93-00939R000100120001-3
intervention of the Soviet armed forces. Except for diplomatic
maneuvers, the US did little to involve itself in any of these
events. It proved, especially to Agency planners, that large-
scale use of guerrilla forces and other types of PM activities
against the Communists in eastern Europe were not in the cards.
One event that was to have a momentous impact upon the Agency
and OL occurred, little noticed, on 30 November of that same
year: Fidel Castro's revolutionary band landed in Cuba's Oriente
Province.
Although the late 1950's were devoid of major opera-
tions, one event that occurred was to have a significant impact
upon the supply operations of the OL. The time was the summer
of 1958, and the US Government was on the verge of intervention in
25X1A
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 25X1A Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA- DP93-00939R000100120001-3
Fidel Castro's forces took control of the Island from the dictator
Batista. After the shouting and rejoicing died down, the US
Government awoke to the fact that a Communist state had been
established virtually on its doorstep. On 17 March 1960 President
Eisenhower approved the basic plan for the replacement of the
Castro regime. 79/* This decision unleashed a chain of events
which, because of its ultimate failure, still elicits heated discus-
tion. Regardless of the final outcome, the study of these events
does reveal that the OL performed in an outstanding manner a
mission for which it was neither manned nor equipped. Moreover,
after the mission failed, OL succeeded in salvaging some 5, 000
tons of unused supplies.
To set the stage, the first of many problems encountered
was the fact that no project outline was ever prepared, and OL was
without specific guidance as to the quantities and types of materiel
required to support the operation. OL also faced a shortage of
personnel as the project developed. In April 1960, [::]Logistics
*Source 79, Logistics Support March 1960 -
October 1961, is the primary source for this discussion. Interested
readers are referred to the basic document for the full story of the
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1A
25X1 C
 Approved For Release 2005/08VC -CIA;RDP93-009398000100120001-3
25X1A
25X9
25X9
25X1 C
25X1
personnel were assigned full-time duties in support of Project
JMARC (later renamed
By December this figure had
increased to F_1 and by the time of the invasion at the Bay of Pigs
in April 1961, the number of logisticians supporting the project
stood atF] At the same time that OL was contributing this large
force of expertise, the workload at "Main Log" was reflecting
the tempo of the effort in the form of increasing requisitions,
procurements -- of some 14, 000 line items furnished, 6, 000
represented new procurements* -- and packaging and shipping
requirements.
The packing and crating function was particularly sensi-
tive because of the requirement of maintaining plausible denial on
the part of the US Government. One example of this was the
requirement to
0
To accomplish this task, clerical and administrative
personnel were pulled from OL and the OP's Replacement Pool and
for 2- to 3-week periods during
*OL stocks some 17, 000 line items and this figure has remained
relatively constant over the years. In comparison, a US nuclear
submarine requires 30, 000 line items to maintain its serviceability.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
 Approved For Release 2005/08/03 - RA-RDP93-00939ROO0100120001-3
March 1961 to work under the supervision of Depot packers. By
invasion day, 17 April 1961, OL had acquired, processed, packed,
and shipped 8, 000 tons of supplies to JMARC support, training,
operational, and strike bases; of this quantity, 4, 200 tons was for
the invasion force and the remainder for training and guerrilla
warfare requirements.
25
25X1A
*In addition to source 80, see unpublished monograph on this sub-
ject written by Ion file in RECD and OL/PS.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
I 25X1A
overflowing river, inefficient and poorly motivated labor, a high
incidence of equipment breakdown, extremely poor subgrade,
customs delays, and some host country politics.
Although the mission was accomplished against almost
impossible odds, the reputation of OL (and of
in par-
ticular) suffered because of a cost overrun. Estimated to cost
the fact that equipment was flown in from four countries, that the
force labored 20 hours a day 7 days a week, and that many other
obstacles were overcome, the cost overrun seemed to stick in the
minds of Headquarters officers.
A/DDP/A, probably the most vehement
critic of the OL effort, stated in a memorandum for the DDP:
In view of Mr. performance with
respect to letting us know what was happening,
I am not too happy about accepting his views.
Why was Headquarters not informed sooner
that a large cost increase might be expected?
The responsibility for this - in my opinion -
descends directly on Mr.~ who was the
staff engineer assigned to the job and comes
from Garrisons [sic] [D/L] shop. He says that
the work was progressing so rapidly that the
bills were way behind and, consequently, it
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25X1
25X1
25X1
25
 Approved For Release 2005/083CRDP93-009398000100120001-3
SE=
was very difficult to know exactly where the
costs stood at any given moment. I don't
think that this is a satisfactory answer since
it must have been clear fairly early in the
job that a significant overage would occur
even though the exact amount would have
been unknown. My suggestion would be to
report this fact to Garrison which may
prove pretty hard on Mr. but,
nevertheless, I think that the report should
be made. Prior to doin so I would be
inclined to advise Mr. of our
intentions. 81/
Placed in perspective, the story of I
I
vas a
classic example of field versus Headquarters -- a lone engineer
fighting a deadline complicated by rain, mosquitoes, floods, and
all the other problems versus the stereotype of the Headquarters
manager -- both "right" but each lacking an understanding of the
other's problems.
The 3-day invasion began on 17 April 1961 and ended in
ignominious defeat for the anti-Castro forces --
D
' 25X1 A invading force were captured. During the invasion
I 25X1A
Logistics personnel loaded C-54's for airdrops -- 30, 000 pounds
were actually delivered to the beachhead -- and were standing by
at the ^with additional ammunition, but that requirement was
canceled on 19 April. In the aftermath OL was faced with the
25X1
25X1
25X1
25X
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08C.RDP93-00939R000100120001-3
25X1A
25X1A
25X1
25X1A
problem of turning back to their owners some eight ships and
disposing of or reclaiming the residue of materiel.
was given
worth of supplies and equipment for its coop-
eration, and Ireceived another
helpfulness. The remainder, 5, 000 tons, was returned t~
Summing up the events of this period, Mr.
0
author of the OL history on the subject, * states:
... it is now clear that the task which was
given to OL was far beyond the Agency's
internal support capability... There was never
a basic plan developed by the project which
would have aided logistics in its approach to
meeting the commitment.
At the same time that OL was occupied with the
project, world events were creating for OL, the Agency, and
indeed the US Government another challenge, which occupied much
of the national effort throughout the decade of the 1960's. On
9 March 1961 President John F. Kennedy authorized an offensive
program in Laos directed against the North Vietnamese-backed
Pathet Lao. 82/ After the signing of the Geneva Accords -- which
prohibited foreign military forces in the country -- in 1962, the
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25X1
25
25X1
25X
 25X1A Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Next 1 Page(s) In Document Exempt
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/0w 2 ~~--RDP93-00939R000100120001-3
1
25X9
technicians, and nearly)
Vietnamese employees. In addition
to the main supply base established at Saigon and its environs,
subdepots were operated at Da Nang, Nha Trang, Bien Hoa, Can
D
1
25X1A
Tho, and, during the period of the RDC program,
The RDC program was transferred to the Military Assistance
Command, Vietnam, (MACV) on 1 July 1969, and the days of large-
scale activity declined markedly after that date. The operations
in Vietnam are significant not only because of the scale on which
they were run -- FY 1966 saw a high point when requisitions
totalin were processed -- but also because of the
scope of the activity.
Units such as RDC and PRU not only were equipped with
weapons and administrative supplies but procurement actions also
were initiated through the
for a complete
line of uniforms, headgear, and the Asian equivalent of the jungle
boot for these units. These quartermaster items were manufac-
tured, in Asiatic sizes,
~- black pajamas
for RDC, tiger-stripe suits for PRU -- and shipped to Saigon for
issue. A kit-concept was developed for RDC whereby
0
furnished RDC team T/O's, and that station in turn put the
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CI RDP93-00939R000100120001-3
SECR
25X9
' 25X9
necessary items to equip one team in a kit form and shipped the
individual kits directly to the major distribution points -- Da Nang,
Nha Trang,
and Saigon. Although the Audit reports
were consistently critical of how the paperwork war was pro-
gressing (at least until the station was converted to a Type I
installation in April 1967), the manner in which operational sup-
port was rendered received nothing but kudos from both operational
and support personnel.
Looking back, the activities of this period in Laos and
Vietnam constitute a record of remarkable achievement. Taking
1968 as the high-water mark, the OL was directly supporting an
armed force of nearly
in Southeast Asia (SEA) with
approximatelyLisstaff employees scattered in some^separate
locations and with a budget for materiel of about
4. The Role of Technology
Although it is not considered an innovator in the
technical field compared with such support services as communi-
cations, the OL has nonetheless made use of advancing technology
to assist it in the performance of its mission. The leading element
in this field has been PSD, which over the years has produced
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1A
25X1A
 Approved For Release 2005/08/03
f
some trend-setting innovations in the fields of printing and
graphics. The most notable of PSD's contributions was the intro-
duction of the EPIC system in 1967. This system employs com-
puter-produced magnetic tape to prepare the type-setting and
plates for the printing process and provide a capability for rapid
changes, printouts, and reproduction on very short notice. 84/
If there is a shortcoming in OL's use of technology, it
is in the area of computer application. Supply functions such as
stock recordkeeping were put on an EAM system in 1953, and in
1960 this system was converted to one utilizing the computer. This
conversion was made over the objections of both the D/L,
Mr. James Garrison, and the Chief of the Supply Division,
The changeover was directed by the DDS,
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/C~$ Q A-RDP93-00939R000100120001-3
25X1A
Colonel White. The OL's position was that even though the
computer would materially improve operations, the particular
system proposed was not a true technological advance because it
consisted only of changing from one type of machinery to another
without any corresponding increase in the quality of the output or
product. In 1967 Mr.
then Chief of the Support
Information Processing System (SIPS) staff, in a presentation to
the Office of Planning, Programming, and Budgeting (OPPB),
summed up the problem succinctly:
Our present Support systems are antiquated
and must be modernized. Their flexibility has
long since been used up. Just as we were forced
to go to punched cards in the 50's to keep up with
the new, changing, and additional requirements
for information and service, we were forced to
go to the computer in the 60's. We converted
punched cards to the RCA 501 Computer early in
1960. In a sense, we have first generation
systems on second generation equipment in a
third generation era. 86/
Since the formation of the SIPS staff in 1965, the support
services have been groping towards development of a new system
designed to take advantage of the modern hardware available. The
SIPS Task Force has 11 personnel slots that are filled by SL
careerists -- eight actually on duty as of December 1971 -- in
- 90 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/(BIA-RDP93-00939R000100120001-3
order to lend expert logistics advice to the program. There have
been many projected dates for a systems "start-up, " but even as
this is written (May 1972) the system is yet to "go on the air.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
IV. In Retrospect
It is difficult in a history of this type to determine what
happenings and changes to include and which to ignore and, for
that matter, when enough is enough. The purpose of this history
has been to trace the growth of the OL during the past 25 years
and portray its significant activities. The initial years were ones
of explosive growth with a concomitant amount of confusion. These
were years of attempting to satisfy requirements using the empiri-
cal approach to achieve solutions. Money was plentiful, and the
management of resources had a lower priority than getting the job
done. Because of the separate paths followed by OSO and OPC,
the logistics functions were fragmented, procedures were dissimi-
lar, and authorities and responsibilities were confused; in short,
the logistics effort appeared to be in an administrative mess.
The marriage of OSO and OPC, although a reluctant one,
not only proved beneficial to the CS but also allowed a sorting out
of support responsibilities, including logistics, which had not been
possible before. Realizing the looseness that had been inherent in
the previous system, managers began to crank out controls,
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release CIA-RDP93-00939ROO0100120001-3
procedures, and SOP's in an attempt to tighten the reins and
actually perform a management function. As time passed, it was
recognized that the system was beginning to choke on its own red
tape, and a slow but steady loosening of the reins began. At the
end of the period the Office appears to have achieved a balance,
staffed with experienced professionals capable of responding to
wide-ranging requirements.
- 93 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
Appendix A. Chronology
20 Sep 45
22 Jan 46
1 Nov 46
22 Nov 46
18 Jun 47
Jul 47
President Truman issues Executive
Order establishing SSU, effective
1 Oct.
Presidential Directive establishes
CIG under the authority of the NIA.
SSU property assets are absorbed by
the CIG.
Personnel and Administration Branch
is established within CIG.
Personnel and Administration Branch
is renamed the Executive for Admin-
istration and Management, effective
1 July.
Services Division, under the Execu-
tive for Administration and Manage-
ment is elevated to Branch status.
18 Sep 47 The 'birthday" of CIA.
1 Sep 48
The Office of Policy Coordination is
created as an instrument of the joint
Subsidiary Plans Division and satel-
lited on CIA for administrative sup-
port.
Executive for Administration and
Management is abolished and replaced
by the Executive, CIA; Chief, Services
Branch, becomes the Services Officer.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08A(~RCi,~; RDP93-009398000100120001-3
20 Jun 49 Congress passes Public Law 110 --
the CIA Act of 1949.
25X1
25X1
Services Office is abolished and in
its place two separate staffs --
Administrative Support Staff and the
Covert Support Staff -- are formed.
The CIA Executive becomes the
Deputy Director for Administration.
As part of reorganization, the Admin-
istrative and Special Support Staffs
are replaced by the Administrative
Services Office and the Procurement
Office, respectively.
First contract purchase of foreign
arms is negotiated.
General Services Office replaces
Administrative Services Office.
Procurement Office is renamed the
Procurement and Supply Office.
25X
25X1
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release CIA-RETRDP93-00939ROO0100120001-3
5 Aug 52
Sep 52
25X1
May 53
25X1
Procurement and Supply Offices
absorb transportation functions from
General Services Office.
Logistics officers of the Office of
Policy Coordination are transferred
to Procurement and Supply Office.
Supply records are converted to
Electric Accounting Machine system.
Logistics Office is established and
the Procurement and Supply Office is
abolished. Mr. James A. Garrison
appointed Chief of Logistics.
Logistics Career Service Board is
established.
First Logistics Support Course begins.
Office of General Services is abolished,
remainder of functions transferred to
the Logistics Office.
17 Jun 54 Agency supplied and equipped force
invades Guatemala.
21 Jul 54
Logistics Office retitled Office of
Logistics. Mr. James A. Garrison
continues as Director of Logistics.
3 Feb 55 Deputy Director for Administration is
renamed Deputy Director for Support.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
SECRET
Apr 55
13 Jun 55
Table of Vehicular Allowance system
is initiated to control acquisition,
use, and disposal of Agency vehicles.
Printing and Reproduction Division
is renamed the Printing Services
Division.
15 Jul 55 Congress authorizes funds for con-
struction of a CIA building.
14 Jun 56
1 Jan 59
Building Planning Staff is created to
coordinate planning and construction
of new CIA building (dissolved on
29 June 1962 and revived on 2 April
1969).
Aircraft Maintenance Support Division
is authorized as subordinate element
of Office of Logistics.
Position of Executive Officer is
established within the Office of
Logistics.
Aircraft Maintenance Support Division
is transferred to Deputy Director for
Plans.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005I08Nd RDP93-00939R000100120001-3
25 Sep 59
established as sor inate a emen
of Procurement Division, Office of
Logistics.
3 Nov 59 President Eisenhower lays corner-
stone for Langley Headquarters
Building.
18 Sep 61
5 Sep 62
1 Jul 63
18 Sep 64
President Eisenhower approves basic
plan for the replacement of the Castro
regime.
President Kennedy authorizes offen-
sive action against the Pathet Lao in
Laos.
Movement into new Headquarters
Building begins.
Logistics Services Division is created
as subordinate element of Office of
Logistics.
Agency Paramilitary activities in
Vietnam are transferred to US Army
(SWITCHBACK).
Mr. James A. Garrison retires.
Mr. Alan M. Warfield appointed
Director of Logistics.
25X1
25X1
25X1
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/ 6~"- DP93-00939R000100120001-3
1
10 Jul 65
24 Jan 66
1966
16 Mar 66
25X1
25X1
25X1
22 Aug 67
Sep 67
Mr. Alan M. Warfield reassigned.
Mr. George E. Meloon appointed
Director of Logistics.
Ames Building is occupied by the
Office of Logistics.
The Transportation Division is
dissolved and its functions split
between Supply Division, Office of
Logistics, and the Office of Personnel.
Director of Logistics delegates
contracting-officer authority to
Technical Services Division, DDP.
Agency Contract Review Board,
chaired by Deputy Director of Logis-
tics, is established to review R&D
contracts in excess of $150, 000.
13 Sep 67 New Printing Services Division plant
commences operations.
Director of Logistics delegates con-
tracting- officer authority to Office
of Elint, DD/S&T.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/piCRM- DP93-00939R000100120001-3
1 Jul 69
5 Jan 70
17 Apr 70
Director of Logistics delegates
contracting-officer authority to
Office of Research and Development,
DD/S&T, and to the National Photo-
graphic Interpretation Center, DDI.
Revolutionary Development Cadres
program is transferred from CIA
control to Military Assistance
Command, Vietnam.
Mr. George E. Meloon retires.
Mr. John F. Blake appointed Director
of Logistics.
staff supervision of
Procurement Office.
Procurement Management Staff is
created to advise independent con-
tracting officers and also assumes
--100 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
 Approved For Release 2005/08/8AC f-RDP93-00939R000100120001-3
1
Appendix B. Source References
1. Executive Order 9621, 20 Sep 45, "Termination of the
Office of Strategic Services and Disposition of its Functions. "
S.
2. Presidential Directive of 22 Jan 46, "Coordination of Federal
Foreign Intelligence. " S.
3. Exchange of Memos, DCI (Vandenberg) and Director, SSU
(Quinn), 1 and 2 Nov 46, subj : Transfer of Property, Sup-
plies, and Equipment. C. HS/CSG 400. *
4. Memo to the Director from General Counsel, 13 Jun 46,
subj: Administrative Authority of CIG. S. WASH-CIA-AD-
18 Folder 6.
5. Unpublished MS, "The Historical Record of the Procurement
and Supply Office, FY 46-1952. " S. On file OL/PS.
7. File of CIG and Component Organizational Charts, 15 Oct 47.
S. HS/HC-631.
8. "The Historical Record of the Procurement and Supply
Office" (5, above). S.
18 Jun 47. (7, above).
10. "The Historical Record of the Procurement and Supply
Office" (5, above).
*All documents followed by "HS" code are on file with or available
through the DCI - Historical Staff; other documents are available
in OL, or as indicated.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08RDP93-00939R000100120001-3
I 25X1A
27 Aug 48. S.
25X1A
12. Memo from Chief, Staff III (OPC) for Chief, Staff I (OPC),
22 Sep 50, subj : Organizational Development of OPC. S.
HS/CSG 1201.
13. History of the Office of Policy Coordination (draft), 26 Jun 51,
by S. HS/CSG 2000.
25X1 A 14. CIA Gen Order No.
' 15. CIA Gen Order No.
25X1 A 16. CIA Gen Order No.
17. CIA Gen Order No.
14 Sep 48. S.
31 Dec 48. S.
above).
20 Sep 49. S.
19. History of the Office of Policy Coordination (13, above).
20. OPC Regulatio 20 Sep 50. S. HS/CSG 1001.
22. Memo for All Division Chiefs from D/ADPC, 20 Apr 51,
subj : Target Table of Organization (Intermediate). S.
HS/CSG 1203.
25X1 A 23. Memo for Mr. ~rom SSA/ADPC, 27 Nov 50. S.
HS/CSG 2079.
I 25X1A
25. Memo for Mr. ~rom SSA/ADPC, 28 Nov 50, subj :
Logistics Support for OPC Operations. S. HS/CSG 1431.
- 102 -
SECRET
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/03
31. Ibid.
1 Dec 50, amended 19 Jan 51. S.
(Revised) 21 Feb 52. S.
30. Draft History of the S. FE/HSO.
32. Support Services Historical Series,
1951-65, OL 6, Apr 71, by
33. Unpublished MS,
FE/HSO.
S.
34. Memo for The Comptroller from CFE,
27 Nov 51, subj : Request for Contingency Funds for Support
of FE/OPC Activities. S. HS/CSG 600.
Procurement, OL 13, Dec 71.
35. Support Services Historical Series, History of Covert
36. Memo for DDA from Chief, Procurement, 10 Apr 51, subj :
Procurement for OSO and OPC. S.
subj : Foreign Arms Procurement.
ADPC, 14 Nov 51,
39. Report of TDY in Europe, Period 23 Apr through 20 May 52,
b Deputy Chief, Procurement and Supply,
27 May .
40. History of Covert Procurement (35, above).
25X1 A 27. CIA Reg
28. CIA Reg
25X1 A 29. CIA Reg
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
 Approved For Release 2005/08/-0.3 - IL-RDP93-00939R000100120001-3
41. Memo of Transmittal to DDA from Chief, Procurement,
20 Sep 51, subj : Procurement of Foreign Arms and Ammuni-
tion. S.
42. Support Services Historical Series, Supply Division, 1951-
1970. S. OL 15, Aug 72.
43. Unpublished MS, History of WH Division. S.
44. Support Services Historical Series, Cold War Materiel
Stockpile, 1957-1966, Nov 66. S.
45. Support Services Historical Series A ?enc Real Estate
Activity, 1947-66. S. OL 10, by et al. , Feb 72.
46. Support Services Historical Series, Planning and Construction
of the Agency Headquarters Building. S. HS Project No.
5.031.
47. Letter from Lt. Gen Hoyt S. Vandenberg, DCI to Mr. W. E.
Reynolds, Commissioner of Public Buildings Service,
Federal Works Agency. U.
48. Domestic Real Property Report, Mar 53, Form No. 36-219.
S.
49. Supply Division, 1951-1970 (42, above).
50. Support Services Historical Series, Agency Engineering
Activities, 1947-66, SSHP OL 11, 18 Feb 72. S.
51. Exchange of Memos between Secretary of Defense, Louis
Johnson, and the DCI, Admiral R. H. Hillenkoetter, 6 Oct
49 and 18 Oct 49. S.
52. Record of Briefing presented to Major General John R. Deane,
USA, SWPNE (Designate) by Logistics
Division, PM Staff, Nov/Dec 1953. S. SG 2388.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25X1
25X1
 Approved For Release 2005/08/gl6l DP93-00939R000100120001-3
11
53. Memo for the Record by Deputy Chief, Special Support Staff,
13 Nov 50, subj : Logistical Support from the
54. History of Covert Procurement (35, above).
55. Memo for ADPC from
Executive Officer, 1 Nov 49, subj : Conference wit essrs.
Saunders, Meloon, and 0 HS/CSG 1551.
56. Support Services Historical Series, Evolution of the Procure-
ment Function in CIA, 1945-70. S.
' 25X1A L__ I
25X1A
25X1A
25X1A
I
57. The DCI Historical Series, CIA Support Functions:
Organization and Accomplishments of the DDA-DDS Group,
1953-56, Volume IV, HS 3, July 1960. S.
0
- 60. CIA Notice No.O 8 Feb 54 and CIA Regulation No.
Change 1, 12 Mar 54. S.
61. Management Study'and Staff Study by Management Staff,
30 Jun 54, approved by DDA 23 Jul 54. S.
62. CIA Support Functions: Organization and Accomplishments
of the DDA-DDS Group, 1953-56 (57, above).
63. Memo to DDI, DDP, DDS&T, GC, LC, ONE from DDS,
2 Apr 69, subj: Chairman, Building Planning Staff, DDS 69-
1468. S.
64. Excerpt from "Diary Notes, " DDS (L. K. White), 14 Jun 56.
S.
65. Logistics Instruction No. 1-140-1, rev, 17 Oct 56. S.
- 105 -
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X
25X1
25X1
25X1
 Approved For Release 2005/08/03 : CT -RDP93-00939R000100120001-3
25X1A
25X1A
25X1A
25X1A
1
5X1 C
25X1A
66. Planning and Construction of the Agency Headquarters
Building (46, above).
67. Support Services Historical Services, Logistics Services
Division, OL 17, Aug 72, S.
68. CIA Headquarters NoticeI 23 Oct 62. S.
69. Logistics Notice No. 1-1, 19 Feb 65. S.
70. CIA Reg
5 Apr 55 and
71. Logistics Notice No. 20-89, 17 Apr 70. S.
6 Apr 55. S.
72. Evolution of the Procurement Function in CIA, 1945-1970
(56, above).
73. LN 20-89 (71, above).
74. CIA Notice No.1 19 Jun 52. S.
75. Support Services Historical Series, Personnel and Training
in Logistics, 1950-1969, S. OL 12, byl Feb 72.
76. Memo of Interview with John F. Blake, D/L, 8 Dec 71. S.
77. Memo for the Record: Interview with Mr. James A.
Garrison, Director of Logistics, Office of Logistics, by
1 28 Oct 58. S. On File OL/PS.
78. Support Services Historical Series Printing for Intelligence,
1942-68, b Nov 70. S.
79. Support Services Historical Series LogisticA Support for
I Apr 71. S.
80. Agency Engineering Activities, 1947-66 (50, above).
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
O erations by
25X1
25X1
25X1
25X1
 Approved For Release 2005/08/03 --CIL -,RDP93-00939R000100120001-3
25X1A
I 25X1A
25X1A
25X1A
' 25X1A
81. Memo for DDP from
subj : Construction at S.
I A/DDP/A, 11 Oct 60,
82. Support Services Historical Series, Logistics Support for
Operations in Laos, June 1968, b
May 71. S.
83. Support Services Historical Series, Logistics Support for
Operations in Vietnam, July 1962-December 1966, by
Apr 71. S.
84. Printing for Intelligence, 1942-68 (78, above).
85. Logistics Services Division (67, above).
86. Undated MS (Jun 67), "Briefing Notes for PPB. " S. On file
with OL SIPS representative.
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
25X1
25X1
 25X1A Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3
Next 37 Page(s) In Document Exempt
Approved For Release 2005/08/03 : CIA-RDP93-00939R000100120001-3