REVIEW OF OC LOGISTICS SYSTEM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00077R000100040033-0
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 38
• Document Creation Date: December 27, 2016
• Document Release Date: March 23, 2012
• Sequence Number: 33
• Content Type: MEMO

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4BMORANDU1 FOR: Director of Communications
FROM: Logistics Survey Team
SUBJECT: Review of OC Logistics System
1. Attached is a study of the Office of Communications
(OC) logistics system as it exists today. This paper is the
result of visits to AHCA, AFCA, MENCA, EUCA, ASCA,
as well as discussions with many officers
in Headquarters.
2. We found the OC logistics operation to be quite
effective, and, other than for minor suggestions, no critical
co mo`a V~ are made. illci c ate prob~cm , r o.1eve , with respect
to Headquarters, internal OC communications and with OC/OL
relationships. The necessary recommendations for solutions
are presented.
3. There is no doubt that personnel slots overseas
can be reduced, although not tomorrow, and certain actions
are recommended with this in mind.
4. Additional data are found in the individual reports
prepared after our visits to each of the five area-head-
quarters.
Distribution:
Orig - Adse
1 - D/L
1 - Official
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SOMETHING OF THE STUDY ITSELF
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In January 1979 the Director of Communications questioned
whether an Office of Communications (OC) Logistics system, in
existence for almost 27 years, was doing those things it was
originally set up to do. This perception led to discussions
with the Director of Logistics and ultimately a request to assign
a qualified senior logistics officer to assist the OC in an
in-depth survey of the OC logistics function as it is today. The
end result was to be a study which could revalidate the current
system, could contain recommendations for changes, and would
highlight trouble spots.) Iwas selected as the
Director of Logistics representative in this effort. Later, the
decision was made to not include a member of OC in the survey
team, and
was named as the second team
member. We approached the subject without any preconceived.
ideas and instead adopted a total immersion program exposing
ourselves to every facet of communications to the maximum
extent. We personally-.interviewed more than 200 individuals
including
Top OC officials
made sure that we were provided whatever was needed and this
paper could not have been written were it not for that
entry.
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i,fEa a e~#>L
HISTORY AND CURRENT STATUS
When the logistics function was first set up by OC, it
was designed to be a stand-alone system. To a marked degree,
it still is. -
It all started back in the early 1950's when OC hired some
logisticians. The justification was the need for a cadre of
people who were know1ed.ge ble of_theadmittedly?unique equipments
in worldwide use by the Agency's- OC, - Thi.-s--made a_ great deal of
assortment of vacuum__tute_and.volrher. SpaT~-parts :,_
sense then, as most of---the-se--equipment-s--depended--on--a- bewildering
following agreement between the-Directors of-Communications and
Logistics, the
OC careerists manning ~hc-_OV logistics Syste:".
-became Office of Logistics (OL) careerists. In the main, however
they remained, in fact, a select group dedicated to the concept'
Since 1962, OC has seen remarkable changes take place in the
equipment arena. Durinthis time, from 1962 to present, the
trend has been toward ever smaller units using less hardware type
of a separate OC logistics system.-
spare parts. This miniaturization resulted in the need to store
complete electronics circuitry assembled in the form of circuit
boards which can be inserted in a piece of equipment to replace a
board which has failed. The failed component can normally be
repaired by technicians and subsequently reused. The ever
ongoing movement toward a complete family of miniaturized equip-
ments should have resulted automatically in a logistics system in
tl~~q~ ~y 4~c
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which smaller quantities of fewer spare parts would be required.
This has not necessarily been the case and today there are large
the five area activities, and in each field station. To the
extent that the Director of Communications has no way of knowing
what spare parts he has and where they are, he is vulnerable, as
these spare parts represent many thousands of dollars. This
subject is treated more fully elsewhere in this paper.
The OC has developed an excellent management group and steps.
have been taken to improve the logistics system over the past
several years. A good example of an improvement is the imple-
mentation of the Technical Requisition (Tech Req) Concept. Tech
Req in essence is an electronically processed single line item
requisition. The items covered by this system are primarily
spare parts for the newer equipments which must be kept on line.
Tech Req transactions are meant to be filled and shipped within
one working day. Even though this impressive system is probably
volumes of older equipments and spare parts
receptive to greater us' -limited only by storage space
As noted previously, budgetary limitations continue to force
OC to keep older equipments in the system and as long as they are in
use, it will be necessary to stock the parts required to repair
them. It is also necessary to keep numbers of these equipments
in a reserve stock pile for worldwide utilization as determined
by the Director of Communications. At present, the bulk of this
it is not the answer to the problems facing OC today.
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DPAET
type of material is stored in the five area headquarters
stocks are not in condition A (ready to issue).
OC maintains management overview of all equipment including
the reserve stocks by means of a computer-processed listing
In most instances, reserve
called
originally intended as a prime element of
the annual budget-planning exercise, listed all accountable
property located not only in each area, but by individual stations
as well. It - is a -very-use -1 document icf~ Earl-~efome- -an-even
more important management tool. This is explored-in greater
Throughout this same time-'frame-,--the-concept of an OC
logistics group i1as -also been undergoing int?rnal Changes . To a
greater extent than ever before, the idea of a log careerist
dedicated solely-to commo "equipmen- thas-`been challenged. The.
"new look" is predicated on the idea that any trained, qualified
log generalist can function well in any type logistics environ-
ment no matter what actual commodities are involved. But can he?
Needless to say, there are two very definite schools of thought
here, and the authors of this paper expound on this more fully
elsewhere.
The subject of communications, both among people and the
electronic variety, has always been a matter of concern to top OC
management. On the equipment side, OC is very progressive and
the fact that their ongoing program of upgrading the entire
system has been slowed, can be charged only to lack of funds. It
is in the interpersonal communications area that there should be
concern as in several critical functions ] lsnternal communication
'Yiis A,ta
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DRAFT 3'
* 1.
discussed elsewhere are OC relationships with both Office of
Logistics (OL) Procurement and Real Estate and Construction
Divisions as well as among elements of the OC itself.
This paper is designed to present certain cogent information
gleaned during several lengthy TDY trips and these data have
deliberately been kept concise. Following a discussion of each
subject there-are several major recommendations complete with-
rationale and a greater number of ,other recommendations. Both
the major and other recommendations are cross referenced-to other.
sections of the study.
SENIOR OFFICER INTER-COMMUNICATIONS
There is good reason to believe that, in some cases, the
offices of Communications and Logistics do not communicate
well. While the interface between Material Support Section
(MSS) and Supply Division (SD) appears to be harmonious, the
same cannot be said, at all times, of the OC working relation-
ship with either Procurement Division or Real Estate $
Construction Division. Some senior OC officers see the
Office of Logistics as being unresponsive to what they
consider to be critical, short fuse projects. On the other
hand several senior OL officers stated that OC is not willing
I
to accept the well established procedures inherent in the
Agency Logistics system. There is something to be said for
each of these disparate views.
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DRAFT
RESPONSIBILITIES
At first glance it appears that Agency Regulations carefully
spell out the specific responsibilities of both the Director of
Communications and the Director of Logistics. states
among other things that the Director of Communications will:
"(a) Establish, technically control and administer the
staff electronic communications system required to serve Agency
headquarters and _feld~alltiQ ." _ _
"(b) Formulate and implement--policies-and-programs which
will make available---to--t-#e--Ag-enc-y--modern--and_ -eff-icient _tele-_
communications _ fac_i1i~-~
With respect to the Directo-r_of
the responsibility to:_-
"(a)
assigns
Develop, recommend and implement logistics plans,
programs, and policies in support of Agency activities."
"(c) Develop logistics data for-and provide- -technical
assistance to other components in the preparation of Agency
plans, programs, and pta cts and in the conduct of logistics
activities."
"(j) Plan, develop, and execute all Agency procurement
programs for equipment, supplies and non-personal services."
"(n) Develop, establish and administer a worldwide supply
system responsive to the requirements of Agency operations."
"(r) Provide technical and professional support and guidance
to all Agency components in the field of design, acquisition,
construction, alteration, renovation, maintenance, and disposal
of real property."
iy~rx~~ia $ ys~~
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The above extracts seem to be a quite complete and clear-cut
set of basic authorities, yet there have been major misunder-
standings between OC and OL over the years. Part of this differ-
ence of opinion may be charged against wording used in other
Agency regulations. For example,
states that:
"(2) The Federal Government procurement regulations cited
above require that all procurements utilizing appropriated funds,
whether by formal advertising or by negotiation, be made on a
competitive basis to the.maximum practicable extent within the
limitation of statutory responsibility to protect sensitive
intelligence sources and methods. Agency personnel involved in
the procurement process should plan and execute their procurement
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responsibilities in such a way that maximum compliance with the
.requirements for competition will be achieved."
"(a) Unauthorized procurement activities by Agency em-
ployees, including contacts, negotiations or commitments, may
subject the employee involved to personal liability and dis-
further states:
ciplinary action." Alva in the a series, there suddenly are
which
1
states that the Director of Logistics is responsible for:
(1) Directing engineering, design', and construction pro-
grams and functions of the Agency (except Electronic Communi-
cation Engineering which is under the cognizance of the Office
found some very ambiguous words, e.g.,
of Communications...)."
I F F y R.?'a uc
J '~ 4?
* Underscoring added
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DRAFT, MIS I
"(fib) Using activities are responsible for:
0
* Underscorin' added 0
In there are other paragraphs which appear to
be causing some difficulties, to wit:
"(a) Programs of design and construction requirements for a
proposed project will be submitted by the activity concerned to
the Director of Logistics or his authorized designee in the
preliminary stages of development for analysis and approval.
Requirements of the activity concerned will be specific with
respect to special features function requirements, number of
personnel to be provided for (immediate and future), location,
special utility requirements, provision for further-expansion,
security, cover, project or allotment identification, and such
other information necessary to develop comprehensive preliminary
plans and cost estimates.11
'I(c) Upon arrival of the project and availability of funds,
final plans and specifications, effecting of contracts, and
accomplishment of construction will be implemented by the Director
of Logistics or his authorized designee."
"(a) The Director of Logistics is responsible for directing
all utilities programs of the Agency in accordance with the
procedures set forth herein (except for electronic communications
we find that:
engineering programs which are under the cognizance of the Office
of Communications)." *
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(3) Maintaining utilities services and system in
accordance with technical advice, guidance, and standards
furnished by the Director of Logistics."
Each of the regulation extracts listed above is subject to
different interpretation by OC and OL, primarily due to seman-
tics. For example, the phrase "(except Electronic Communication
Engineering which is under the cognizance of the Office of
The Office of - t h i s -
up a Communications~ee: !Ir OC-yes tie ,_term 1s broader than
that and they ex-ten-d--i-ts?--meaning in S n in-5tances =to-'actual
design and construction and almost-always--take--the--stand that
utilities terminating in a Communications Center are an OC
responsibility. This basic difference in interpretation of terms
occurs elsewhere in the controlling regulations.:-OC sees the word
"facilities" as' complete structures; OL does not. OC takes the
position that the phrase "availability of funds" as used in
means mat a senior engineer's signature is
adequate proof while OL looks for an actual fund citation from an
approved certifying officer, and the list goes on.
The heart of. the matter as seen by an objective outsider,
appears to be the reestablishment of better communications
between interested officers in both OC and OL. Each of these
offices has unique requirements and it is*imperative that each
understands the other. A lot would be accomplished if:
1. A RECD Engineer were to be assigned to the Field Engi-
neering Branch of Foreign Network Division. This. ac~goyjwould
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not only provide the D/L with the earliest possible information
of planned construction but would provide a troubleshooter in any
differences of opinion between OC and OL. There is a precedent
for this. The SSA/DDA has functioned well over the years as the
bridge between DDA and DDO elements.
2. One senior officer in OL/PD were to be designated as the
central coordination point between OC and OL/PD. This officer
would be expected to maintain continuous contact with those
elements within OC engaged in acquisition of goods and services,
annually, and to act as an
expediter when necessary. Again, there is a precedent; this is a
prime function of the contracting officer assigned to teams.
3. A committee were to be established by the Director of
Logistics to. review existing procedures to determine areas of
mutual OC/OL concern in need of revision or modification. OC
participation would be essential to this effort.
OFFICE OF COMMUNICATION STOCKS
Each OC area Headquarters has large stocks of threettypes of
a. Pipe line material (R $ R)
b. Headquarters Controlled Worldwide Reserves
c. Spare parts (expendable)
Several interesting facts were noted in each of the five
area Headquarters. First, a fairly substantial percentage of the
expendable items, and there are thousands of these, show both
very little issue experience together with stock levels that are
1 D Y^ s" kzr! :'ys is
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entirely too high. Secondly, there has been almost no issue
experience from those equipments in the Headquarters controlled
reserve stocks. Finally, the stock levels on R$R items appear to
be adequate in every way.
The question,-and a good and valid one, may be raised as to
why large stocks overseas which have really not been used, often
for years? It is apparent that in today's world perhaps the
program of material being stockpiled overseas needs a review. It
is certain that air transportation is both frequent and swift,
with the possible exception
This would
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not preclude the stocking of limited amounts of both R$R and
spare parts in overseas areas but, on balance, most materials can
be shipped from Headquarters or some other point in the U.S. and
arrive at a station in a reasonable time frame.
The Communication Equipment Program Activity
is one of the most flexible management tools to be found in OC.
Originally designed as a management planning tool, it has
more recently been used by both MENCA and EUCA as an accountable
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property listing.. This is excellent. Not only does offer
a complete listing of equipments, broken down by individual
station level, but it also includes FSNs, Reference Numbers (RENO)
numbers and costs. There are two things in this document
which should be modified. The first is elimination of items
such as vacuum cleaners. The list should only include items
valued at more than $300 or personal appeal items. Secondly,
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This could be done either by listing like items under a RENO
number with one line item for each unit or by putting blocks
of serial numbers under each RENO listing. If this were
done, could become the most important single record
in OC as it would remain a planning tool while at the same
time functioning as a computer originated accountable document.
In another section of this paper, the potential of computers
is discussed. In the event computers are put in each of the
areas, there is no reason why a centralF___]file couldn't
be updated by each area as necessary.
TRANSPORTATION
Probably the most important step in the processing of commun-
ications equipments is transportation of units to the ultimate
'user. There have been instances, however, where a costly equip-
ment arrived at its destination in an unusable condition, pri-
marily because of faulty packaging.
No standard packaging specifications exist and the areas are
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more or less allowed to develop whatever type of packaging they
want to use. It would be fairly simple to design standard pack-
agingifor each type of equipment and the expertise of
~ight well be drawn upon to do so.
As in packaging, each area handles its outgoing shipping in
I
accordance with
but yet in slightly different ways.
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CON29O TECHNICIANS
The Commo technician is a rare bird. Not only is he
capable of diagnosing and repairing each of the hundreds of
equipments in use, but he normally is at least conversant
with power distribution systems and generators. This speaks
well of the very fine training program established by the
/5
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In all of the areas, techs assist logistics officers in
the identification of material and in the establishment of
realistic stock levels. This effort is invaluable. We
noted though that each of the T&I shops maintained its own
stocks of repair parts which in the case of MICA, includes
all the M28 parts in the area Headquarters. This should be
a function of logistics and is, therefore, counterproductive.
In two of the areas, MENCA and.ASCA, tech visits are
set up on a programmed basis. The feeling in each of these
two areas is that scheduled visits tend to cut down on crash
repairs requiring additional TDY. Another major benefit of
scheduled visits is the opportunity to check equipments in
order to identify malfunctions prior to a total failure.
It is interesting to note that few staff technicians
enjoy working on the M28 teletypewriter and most readily
accept the idea of commercial repair wherever possible.
Most techs also like the idea of a RECD air conditioning &
power man assigned to each area Headquarters.
COMPUTERS
The OC is utilizing many sophisticated computer systems
in its day to day operations. Yet, in spite of the exper-
tise available, the Director of Communications does not know
what spare parts are available in the field. This lack of
information about stocks valued at many thousands of,dollars
probably results in the expenditure of scarce funds for
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items already on hand in one of the area Headquarters. In
addition, each of the areas now maintains manually posted
stock cards for each of the many thousands of line items
stocked. Both of these information systems could easily be
handled by a small point of sale computer and we understand
that several computers of this type (6016) are available.
As used here, point of sale means transactions against a
file which would update that file by showing, for example,
an issue costed as indicated and by.reducing the quantity of
_._
an item on hand to reflect the issue. This file could also
show due-ins and due-outs as necessary. At first this
system would be a stand-alone one, but there is no reason why
it couldn't, in time, work directly with Headquarters'
systems. The technology exists as each base station now has
KG13s and all five area chiefs see no reason why this type
of information couldn't be transmitted during slack periods,
say during a 2400 to 0800 watch.
If this approach were to be implemented, it would be
necessary to send teams'to each area to set up the basic
files and to train logistics people in the intricacies of
computer input.
Even though data were to be transmitted weekly or even
once a month, the Director of Communications would have an
i_nvalua~le management tool to work with. A fringe benefit
would also accrue to the field logistics people who could,
if desirable, query the Office of Logistics stock control
system and thus determine availability and costs of those
items stocked
?f
It
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THE M28 TELETYPEWRITER
Together with H.F. radio, the M28 TTY composes the
bread and butter of the Agency's worldwide communications
networks. The H.F. receivers and transmitters don't present
too many problems but the M28 teletypewriter does.
This unit has been around for many years, prints at the
rate of 100 WPM and has many moving parts, some of which
contain load bearing surfaces. Long range planning by OC
points toward ultimate full system use of the newer M40
teletypewriter, a much faster piece of equipment with few
moving parts. Because of initial cost and difficulty in
obtaining the M40s, however, it is apparent that the M28,
although aging, will be around for a while yet.
Repairs of the M28 units in the Agency is an ongoing
requirement as parts continue to wear out and these units
must be on line- or there is no message.
Needless to say, the ongoing repair program is ex-
pensive both from theandpoint of the costs of parts and
the numbers of manhours required for these repairs. As an
f
example, last year OC spent almost $250,000 for M28 spare
parts while in one area, EUCA, the chief technician stated
that more than 70 percent of his TO shop time was devoted
to repair of M28s and cryptographic equipment, but primarily
to the M28. There are several ways this problem could be
solved. In one area, AMCA, there is a full-time contract
employee dedicated to M28 repairs. As this employee travels
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only infrequently, this approach works well. It is entirely
feasible to hire a retired American serviceman who could be
provided at least a limited clearance for assignment to the
other areas as well.
Another solution which might be considered is that in
a local contractor. The rates
charged are either - 3.O -e X690v-d- zng he- -scope-of
the repairs required. Although-we-have-only-.minimal cost
figures for repairs in-overseas shs~ sr~ly the costs
must be greater- t-han--thos-e-by-,commerci ]::firms -: As there:
are local teletypewriter representatives
This program entails the use of
the area chiefs _could- enter_ino a contract`-
for the repairs of this critical equipment and OC could
utilize their technicians' time for other projects-. A
additional information all areas believe-they-could cost
out individual work orders to include both labor and spare
parts if this is desirable.
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,~~, y~~ ?
TRAINING
Only the best training available should be provided
any Agency employee stationed overseas. This will be even
more important as the numbers of available personnel
decrease because of budget constraints.
In Commo activities, this theme of high grade training
is even more critical than elsewhere in the Agency.
In an environment involving sensitive, complex equip-
ment, it is absolutely imperative that these equipments be
I
on line. During our visits, we found no instance where any
failures resulted in the shut down of a ComCenter. There
appears to be a consensus, however, that operators should
be given more training in maintenance and repairs for those
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pieces of equipment utilized by them. We heard several
times horror stories of techs going to a station for
emergency repair when the only problem was a simple, easily
rectified one. This use of critical technicians' time
could be reduced through more in-depth training for oper-
ators. Of more immediate concern to this paper is the
need for better preparation of logistics officers prior
to an assignment to an overseas OC logistics activity.
Until recently, it was traditional_a
-1- 2
assigned had some-,-previous experience with OCactivitis,
but this is no longer true,-.We are. convinced that any
logistics officer should-be allowed to spend at least six
months combined
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quarters. This
training in MSS- and -the- T 1 facility at
to assignment to an OC overseas area head-
is most important as the awareness of mission-
and some knowledge of OC equipments__ is -essential to._ successful
performance in an OC field activity.
SUPPORT BY HEADQUARTERS
There is a strong belief among Agency employees assigned
to the overseas areas that Headquarters doesn't in all
cases provide adequate, timely support.
Negative comments came from the most senior to much
lower grade officers. Included were such varied things as:
1. Headquarters does not give enough notice of Staff
Network Equipment Program (SNEP) allocations and this results
in a situation where, no long range planning can be done.
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1 j ~f=s%a. 1 s
2. Lists of material seen as excess are submitted to
Headquarters for disposition instructions and such infor-
mation is not forthcoming.
3. Substitutions are made for requisitioned items and
often these are not a direct substitute and therefore, are
not useable.
4. Often items are cancelled and-the field is not
informed. In this regard there is general desire for a
computer run of all shipments still in process after a
preestablished period of time, perhaps after 90 days.
S. Directed shipments come in from Headquarters
with no indication as to ultimate use. This type of ship-
ment probably is for a Bill of Materials (BOM) but on occasion
has been placed in stock.
6. Requests for a variety of personnel actions often
are not answered and thus require follow up 'inquiries
from the field.
We see this perce-i6ed failure to respond by Head-
quarters as another manifestation of the communications
breakdown discussed elsewhere in this paper.
TECHNICAL REQUISITIONS (TECH REQ)
The OC Tech Req procedure is an excellent one and its
only limitation is the result of the relatively small
number of stock items which can be included. The very
:idea of a requisition being processed within a 24 hour
~i ~,~~ne keP ve +r TIAL
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UKArJ,
turn around time frame is exciting to any Agency logis-
tician but one has to accept the fact that this can only
be a limited system by its very nature; there are, however,
some things which could be done to improve Tech Req.
Primarily the only flaw we noted, if it is a flaw, was the
inconsistent way in which the Tech Reqs themselves are
prepared.
In one area the log officer doesn't prepare Tech Reqs
get involved in the process at all while in third area-
but he does control- the _nurnb_~r:anh~ o~aesn-'_t-_
both Logistics and-the-Chief Engineer prepare-Tech Reqs.
There is a lot of merit:in having the logistics officer
It is only in this way that adequate stock control con-
prepare all Tech Regs and receive material so requisitioned.
tinuity can be maintained-:-_y-
Each of the areas maintains its own accountable records
--A.
together with a combined total of 162 individual Consolidated
Memorandum Receipts (CMR). All of this activity now hinges
on data found on manually posted stock cards although two
of the areas do use the on the basic accountable
document.
Elsewhere in this study are some thoughts with respect
to both the restructuring of the and the install-
ation of a small stand-alone computer in each area Head-
quarters. When and if these two proposals become fact,
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OC can do away with many thousands of manually posted stock
cards and use the printout as the accountable
document. At such time the Accountable Property function
could easfly be shifted back to Headquarters, probably
to MSS which would then need to have at least two additional
personnel assigned. This compares favorably, however, with
the five to seven working wives now doing this overseas.
It would be possible, incidently, to utilize part-time
employees for this function in Headquarters as well.
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DR F
DISCUSSION
1. Steps should be taken to consolidate all reserve
stocks and most other stocks including non critical spare
parts, in a central location. This approach, while not
offering immediate reductions in overseas strength, will
do so within a reasonable time. At present, there are
staff employees, contract employees,
engaged in
maintenance of what--c-an--en be- ae- -ibed-- a.3-o-'--4 ogis-
fire nptwnrk_ We are not talkinf about-_-.small -quantities
The exact weight--and-- dimens-ions- of t _ to: s --in-_ques_tion:- _.
are not available in OC-although-they now-are-developing
?rres -vim ec ~ ri*~e`-a?` ~ s=der~hie.
as the world wide
this information. Suffice it- to- say- it .will be a lot, most
of which would have to be moved and subsequently stored at
another location. The potential costs of construction)
management and operations were not-developed-but--these should
be the subject of ongoing joint effortsby both OC and OL.
2. The impact of-'?onsolidating stocks could be tremendous,
as much of the functions of storage, maintenance, and shipping
would have to follow the stocks. The magnitude of this project
cannot be determined until such time as the purging exercise
is finished. OC would be able to cut down on overseas
presence at the cost of an unknown number of people required
to do the job in the U.S. The major advantage, as far as
employees are concerned, is the lesser cost of an American
working in the U.S. as compared to that same American working
in an overseas area: For example, a GS-9 overseas can
rpnrcc nt annual. factored costs of as much as $45.000 plus
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DRAFT
All five of these approaches have merit, but the idea
of using
appeals to the majority of those interviewed. If any of
the above were adopted, some technician time could be freed
up at least and, in the long run, it is probable that a
number of technicians slots could be returned to the U.S. -
for other duties. In this respect technicians now see
anything from 50 to 70 percent of their t=fire=timed--u~ ~n_
M28 repairs.-
S. Within OC._there exists no standardized-list of
those functions for which-the area logistics officers are
responsible. Not only is such-a list not-available, but
in each of the area headquarters the logistics officer is
assigned only a part--of=._thoseth .ngs_which-could.be managed
by logistics. More specifically, we refer to.housing,
motor pool activities, Tech Reqs and maintenance of PRA
and funds records. In no area does the logistics officer
^~.
have responsibility for all four of these functions. This
is not to say that we found any really dissatisfied logis-
tics officer, but merely to point out that these people are
well trained employees and that they are capable of doing
the things involved. It is also apparent that in at least
one area, EUCA, the logistics officer was probably more
satisfied with his job than in the other areas. The reason?
He has been given a fine delegation of authority by the
:~ l
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DRA
FT ;C~~ tl~94 yrP~ '~A
Chief, EUCA, and this included releasing authority for
cables. This small point, i.e., limited cable
releasing authority is a wonderous
vote of confidence by
a super grade officer in the ability of one of his junior
officers. It will not be betrayed. This leads logically
into the subject of command structure. Three of the area
headquarters have the logistics function as an integral
part of the Chief Engineer and we recognize that this has
been traditional-within OC for good and valid reasons.
It may be though, that the time has come to take a new look
at this organization as well. One thing is for sure, and
that is that the best command relationship we found existed
in ASCA where the logistics officer reports directly to
the area chief, and the worst is to be found in AFCA, where
the logistics officer reports to the Chief Engineer, who
over controls him. Recently, there was an upheaval in
MENCA caused primarily by personality conflicts between the
Chief Engineer and t1Ie-Chief Logistics Officer. As thet
direct result of this breakdown in internal communications
between two individuals, the logistics officer retired
earlier than planned and the log function was moved under
direct control of the area chief. We predict a far more
harmonious relationship in the future.
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DRAFT
6. The subject of stock levels merits special atten-
tion as this represents a function which, if properly
managed, could result in reduced slots overseas.
In general, stock levels for spare parts in each of
the area log operations consist primarily of items estab-
lished by Maintenance Parts Lists (MPL) and Bill of Materials
(BOM). These are augmented by whatever general spare parts_
either are on hand from previous days or are otherwise
received into the several inventories. This method of
setting stock levels is perfectly logical as long as the
levels so established are reviewed frequently with the idea
of reductions in items and numbers based solely on issue
experiences and planned utilization. This latter review
has not really been malt-to any marked extent in the past
few years. Following the recent visits such reviews are
again being made, but we noted some pessimism with respect
to any~meaningful results. This pessimism can be charged
primarily to a general belief that even though lists of
items to be reduced are submitted to headquarters, no
definitive approvals or guidance will be given. It is
evident that a far more simple disposal program than exists
today is badly needed. Other than spare parts the major
t'e- ycnI t 4'~'S
U IL
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DRAFT t 6 i 11 L
elements of stock levels involve Repair and Return items
and equipments carried as world wide reserve stocks con-
trolled by headquarters. We see absolutely no reason why
either or both of these categories of stock now overseas
can't be reduced dramatically merely by transferring all
reserve stocks and the bulk of R$R stocks to the United
States preferably to a central location. This is especially
true of the reserve stocks which have had-very minor draw_
downs over the years ._-fie recognize-. -the-val-ue- of -having
some log presence- overseas-an4 _a__1oalc.._a_t.-4as.icr__-economics -
may be in order.
OC now pays dearly- formaintaining.a_more_or__less-
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separate logistics system. A little cic"cr.tary arithmetic
shows just how costly it really is. For example, there
areF___~ogistics officers slots overseas.
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DRAFT
7. The Material Support Section (MSS) of Field Engineer-
ing Branch, Foreign Network Division, is the focal point
of any logistics effort carried out by OC.- In this paper
several recommendations are made which, if implemented,
could reduce overseas staff presence by returning functions
to the United States. These include stocks, both expendable
and non-expendable, ems.-9.blishment of a central computer file
to maintain records of property including CMRs and a greater
volume of T$I work to be done in headquarters. We also
recommend that headquarters establish a followup mechanism
to track requisitions and provide the field with printed
advice of all requisitions in process more than 90 days.
Each of these actions will require additional personnel in
MSS which we believe should be the sole responsible element
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DRAFT
the earliest possible point, ~t makes very,l3 ttle=aense_t0
though we discuss elsewhere the possibility of having _
overseas logistics elements reporting directly to area
chiefs, this does not hold true for MSS. Because of the
need to ture-p-rucu-renien u-r --?er-aCu?sion-ata-a'
,2tvla:, ..iif IAL
C
within OC. Another recommendation requires the development
of standard packaging together with a complete listing of
weights and cubes for all commo equipments, again a MSS
responsibility which will require additional manpower. Even
position MSS anywhere excepL Wh G1G It is under FEND
As an immedia`te' Stems tiaopart-t- 'e p r~yee5 eouid-
be gainfully employed in-keeping-abreast-of-the current
work load. When functions -are --returned --?r-om overseas MSS
should be augmented by_assignment of two more staff logistics
offices, slots to come from reduction in overseas staffing.
8. Probably the weakest link in the OC logistics
function is the packaging and transportation of equipments.
Yet, there is no definitive guideline for either of these
and in the final analysis they are left, at best, to the
good judgement of the logistics officer concerned
A graphic example of this lack of readily available
information occurred during preparation of this study. One
of our prime recommendations is to bring all possible
equipments and spare parts back to the United States. We
- o r jc
d fi ~ha -'~ 13 4 +6
I
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found that nowhere in OC is there information with respect
to weights and cubes of commo equipments. This information,
as well as packaging standards, should be in the hands of
any element charged with storage and movement of this type
of materiel. The possibility is that should large scale,
emergency movement of this sort of item become necessary,
it would do so with very little lead time.
9. The closest thing to aStandard Operation-Proce-
dure (SOP) we found is
hitch-is- excellent
as far as it goes. Unfortunately, this COMSEC controlled
document is not available in the log sections of the five
area headquarters. It should be a-fairly-simple task to
prepare something equivalent to this document for common
usage in the OC logistic] complex. We found no need for
standardized forms but there can be little question that a
standardized SOP would be an invaluable adjunct not only
for logistics officers but for technicians and other
communications officers as well.
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ra A, `. ~ir yr i'
SUMMARY OF RECOMMENDATIONS ~- ,a +
1. Centralize to the maximum non-critical spare parts,
R$R and Worldwide reserve stocks. (Page
2. Put priority on purging from inventory all items
not absolutely planned for future use. (Page
3. Install stand-alone computers in each area headquarters.
Set up files of all stock control data as well as account-
able records. (Page )
-4. - Establish data links between field computers and head-
quarters as soon as
files. (Page )
5. Place each log
Area Chief. (Page
field files have been placed in computer
operation under direct
support. (Page )
control of the
Delegations of Authority giving
each Chief, Logistics more autonomy. Include responsibi-
lity for all housing, motor-pool activity, Tech Reqs and
control of both PRA and any funds utilized for logistics
8. Request the Director of Logistics to assign a Civil
Engineer to the Field Engineering Branch. (Page )
Si. Revise to include serial numbers. Use this
document as an accountable record. (Page
3-R
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iii
10. In conjunction with the Director of Logistics,
establish common standards for packaging of all Communi-
cations equipments. (Page
dissemination of this document. (Page )
11. Prepare a complete schedule of weights and dimensions
for all equipments in the OC inventory. Provide wide
.13. Insist that OL officers receive at least 6-months
training in MSS prior to going-to an overseas post. (Page
4. Assign small numbers of CCA M28 components to each
area headquarters for use in the Repair and Return circuit.
Units requiring only -simple-==r-epa-rs-would -be~ handled by-- -
area T$I shops. Units requiring other than minor xepairs
would be returned) I (Page )
15. Make headquarters shipments directly to stations
instead of to area headquarters for transshipment. (Page
16. Provide more training to operators in repair of all
equipments, especially the M28. (Page )
17. Assign a OL/RECD HVAC and power distribution tech-
nician to each area headquarters. (Page )
18. Request the Director of Logistics to identify a single
officer in Procurement Division as the focal point for all
OC contracts. This will approximate the function now found
in the Contracting Teams found elsewhere in the Agency.
(Page ) 3 1
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DRAFT, a k i..
19. Establish internal procedures designed to preclude
shipment to the field of substitutes unless prior approval
has been obtained. (Page
20. Provide each area log officer with a monthly status
of all requisitions in process after 90 days. (Page
21. Add two part-time employees to MSS now. (Page
22. Augment MSS with two staff positions in the future.
ositio _m-ade_
Page -
possible by transfer of funct-ions-to-EONUS,--
23. Establish a--tearef-sano lag}sts~afa~rs; augmented
by OC officers, tQ_ oiloW. _up on_ thus a ec.ommendations.-made
above which must be implemented by -DL. -----(P-age )
yin
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