OC/OL SUPPORT SURVEY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00077R000100040009-7
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 5
• Document Creation Date: December 27, 2016
• Document Release Date: March 23, 2012
• Sequence Number: 9
• Publication Date: February 17, 1984
• Content Type: MEMO

Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
1 'I r EB 1934
OCE-M84- e-1,Y
MEMORANDUM FOR: OC/OL Study Committee
ATTENTION:
FROM:
Chief, Engineering Division, OC
SUBJECT: OC/OL Support Survey
1. In general the logistics support to OC-ED is very good. The
decentralized logistics components in FND and DND are an essential
part of the ED effort to support OC. Without the day-to-day contact
and able assistance from the often overworked logistics personnel,
we could not function.
2. Attached are comments from two of our Branch Chiefs. We
will forward additional comments later. We felt that providing the
branch inputs would be useful even if there isn't a consistent view
across all branches.
3. We would be happy to discuss these comments at any time
Attachment
As stated
Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
 Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
C 0 N F I D E N T I A
Question D. - An internal form called an "AR" is generated by
the operating component of ED and is forwarded through the
respective branch chief, the Program Management Staff, and through
Chief, ED to FND/MSS. An 88 is generated from the AR and put into
normal distribution. This is used for PRA procurement. Form 2420s
are generated by the branches and follow the same route. For
contract actions, memos are prepared for Chief, ED signature and
sent directly to OL/PD.
Question J. - Centralizing the logs operations presently in FND'
and DND would not to be advantageous in our perception. The
operations are closely related to the technical personnel in the
divisions and need to be for effective support.
Question K. - The question of the merits of establishing a
Logistics team in OC is difficult. The teams in other components
were presumably justified on the basis of geography, a problem not
present for OC. However, a very significant advantage for those
components which have contracting teams is the responsiveness of the
team to the component's mission. We have observed that the detached
teams are more responsive in aggressively working to solve
procurement problems rather than simply saying that something can't
be done. Our experience in dealing with OL/PD is mixed. In most
cases the support is excellent and the contracting officers are
responsive. Too often, however, it seems that the CO is more
concerned with following very strict interpretations of the
regulations than with resolving a problem by working with the COTR
to find a better way. That is, the CO is more concerned with the
rules than with the mission and its schedule, budgetary and
programmatic requirements. The bottom line is that our preference
would be to have a contracting'-team in OC.
Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
 Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
SEB-M84-006
15 February 1984
MEMORANDUM FOR: Chief, Program Management Staff, OC-ED
Chiet, Engineering Systems Branch, OC-ED
SUBJECT: OC/OL Support Mechanism
REFERENCE: OL 14081-84, dated 2 February 1984
1. With the advent of the Lo istics Resource Manager (LRM) in
FEB, commencing with circa 1982, various shipping,
procurement and stoc movement issues were efficiently effected that
would normally have taken months to resolve. OL RECAP support, how-
ever, came well after the fact, even after many briefings with OL to
"get things going". One problem seemed to be OL's demand for speci-
fics which could not be identified with OC at the time of request.
Port of Call shipping delays, tardy establishment of service and
other contracts, and slow responsiveness to procurement actions seem
to be recurring issues. In recent months, discussions have been
held between Messrs. and SEB'to develop
streamlined procurement techniques pertaining particularly to the
values and merits of market survey-based procurements. A signi-
ficant OC/OL cooperat' rela inn hip has been in effect since the
OC/OL Liaison Officer position was established. The
FEB/MSS OL contingent has been an effective support mechanism which
has consistently provided good service particularly to the Foreign
Network. DND's own Logs support likewise has been an effective
operation and there would be little gain in merging DND and FND Log
functions. The LRM should be overseer for all OC Logs functions and
be closely aligned with the OL/OC Liaison Officer.
2. There has been much discussion regarding OL providing a
three/four man staff in OC. This is a valid requirement which
should be encouraged. SEB deals with OL via 2420, 88 (via MSS), and
RFP documentation. We plan to initiate Project Portfolios for
various requirements which are market survey-oriented. The purpose
of this is to alert OL as soon as a requirement comes into SEB which
may precipitate a market survey. The intention is to provide
detailed descriptions of OC actions which could lead to off-the-
shelf equipment multiprocurement based on market survey results
Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
 Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
SUBJECT: OC/OL Support Mechanism
support OC's Utilities Engineering requirements, neither can OC
and manpower to support OC's needs? Today, OL cannot adequately
3. OC does not have a Utilities Engineering Staff; OL has a
nucleus of such a group. Should OC develop its own Utilities
Engineering Staff or should the OL contingent be increased in scope
re is no significant problem with the OL's Depo ort.
and Company have done a fine job supporting OC. "77
Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
 Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7
Memo for:
From: CSB
Subject: Input for OC/OL Survey
The responses are keyed to the memo:
A. By in large - yes. The weaknesses are in small parts ordering
when we spend too much time going to parts suppliers ourselves. The
strengths are in having knowledgeable people so accessable. ED uses
FND's organization for the most part, and we have had some problems
dealing with DND's organization because we are physically separate.
We should be able to use one logistics organization for all purposes.
B. Material: FND/FEB/MSS Services Support: OL/PD
C. Include contacting officers to provide total service.
D. Leave that one to you, Jerry.
E. We don't got one.
4
F. We procurements for big ticket
G. G. No complaints.
H. Don't know:,,
I. We deal primarily with PD- ADP&EB. They are responsive to the
limits of their resources, which are limited.
J. The material support that FND and DND have should stay the same,
except that a single point should be established for ED actions
regardless of the destination operating division. A contracting
team should be established and be centrally placed to service the
entire office. Organizationally, this could be ED or AND.
K. Absolutely yes. The fact that we have almost always been
located in the same building as the Procurement Division has always
helped the situation. That should be enough. The reality is that
so many other components have decentralized teams, the centralized
team has always been decimated by having to staff the others.
Therefore PD always seems to have a high percentage of new,
relatively untrained and inexperienced negotiators and contracting
officers. Once one is trained and has gained some experience, they
leave. I suppose we just have to play the game, but that seems to
be the only way we will get some dedicated help.
L. Thanks to some very good people, we have had good experience
with communications with OL/PD. I wouldn't want to institutionalize
it becuase it would only get worse.
Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP90-00077R000100040009-7