CORE ACTIVITIES (U)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87-01146R000200030015-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 17
• Document Creation Date: December 19, 2016
• Document Release Date: July 11, 2005
• Sequence Number: 15
• Publication Date: June 16, 1981
• Content Type: MF

Approved For Release 2006/10/17: CIA-RDP87-01146R000200030015-2
SECRET
MEMORANDUM FOR: Chief, Plans and Programs Staff, OL
Chief, Supply Division, OL
SUBJECT CORE Activities (U)
1. The following information is provided in response
to a request from the Deputy Chief, Plans and Programs Staff:
a. Juilding
Supply Management Branch Reorganization:
On 6 April 1981, the Supply Management Branch,
SD, began testing a reorganization plan on a temporary basis.
The plan proposes changing the branch from a commodity team
concept to a functional group operation. Improved effectiveness,
increased production, and greater flexibility in planning leave,
training, and work schedules are among the many benefits expected
from the change. (U)
Federal Automated Requisitioning System (FARS)
FARS became operational 8 April 1981. The system is
designed for automated interface with GSA FEDSTRIP and DoD MILSTRIP
systems. This system permits the processing of requisitions from
computer to computer, thus greatly reducing manhours and manual
processing. (U)
Implementation of new Overseas Storage Location:
Arrangements were made with the Regional Support
Activity Ito store safes and typewriters in
an effort to reduce overseas response time. This arrangement has
worked well to date and can be expanded subject to availability of
storage space. (S)
Field Administration Course:
Arrangements were made to hire a retired Senior
Logistics Officer as our independent contractor to instruct the
logistics portion of the Field Administration Course. OL was
unable to identify an appropriate individual to instruct the course
whose position permitted the assignment of additional duties which 25X1
require eight weeks per year. (U) OL 1-2499
WARNING NOTICE
INTELU.I'.,ENCE SOURCES
AND METHODS INVOLVED
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SUBJECT: CORE Activities (U)
Excess Property Acquisition Program
During FY80 OL acquired $155,449 in property from the
excess list for various Headquarters elements. To date we have
acquired $11,924 in FY81. Both of these figures represent cost
avoidance and are in addition to the economies realized by0 25X1
Energy Savings
Reduction of courier trips from to Fort 25X1
Sam Houston from 5 to 3 per week. - $1,165 yearly.
The center door of this security storage area was
modified to accommodate the entry and exit of 4631, Air Forre ts.
This modification allows single staging area 25X1
general cargo for out-going shipments, and serves as an overnight 25X1
and weekend receiving area. (U)
Utilization of Corp of Engineers
Utilization of reserve units to complete annual
engineering project 0 Labor is provided at no cost as part of
a training program for the Corps of Engineers - $75,000. (S)
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(S)
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SUBJECT: CORE Activities (U)
Materiel Facilities Branch (MFB)
Preservation and Packaging Section (PIPS) (U)
-Improved overall efficiency of section by re-
configuration of work area.
-Installed second automatic ripsaw for peak
load backup.
-Installed powered turntable in conveyor to
eliminate package hang-up and speed distribution of finished
cargo.
-Installed large-throat handsaw with saw-welding
device to improve pack fabrication process.
-Installed automatic nailing machine and
fabricated ball-bearing loaded metal machine tables - (three) to
speed box and pallet construction.
-Upgraded the Instapak System, increasing its
reservoir capacity to reduce chemical costs and speep operation.
-Installed complement of handnailing guns to give
a safer and speedier performance.
-Improved the safety and efficiency of the heavy-
packing unit by complete overhaul of its gantry hoists.
-Installed electronic floor-scale and electronic
conveyor-line scale, both with automatic readout in pounds and
kilograms, to ensure improved speed and accuracy in the weighing
process.
-Installed one and ordered two more electronic
direct-readout type scales that mount integrally on forks of lift
truck. This speeds-up packaging operation by permitting scale to
be taken to the job instead of vice versa, and virtually eliminates
scale queue-up.
-Installed heavy-duty rack that permits speedier
choice of fiberboard sheeting by box machine operators.
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0i T
SUBJECT: CORE Activities (U)
-Completely overhauled and retrofitted the
large fiberboard box machine, ensuring continued reliable
service of that unit for many additional years.
-Increased the number of hydraulic packaging
tables from seven to fifteen.
-Installed new automatic tape dispensers on the
hydraulic tables.
sizing.
-Installed new 18 inch radial-saw to speed lumber
-Installed automatic polypropylene strapping
machine to replace time-consuming hand operation previously used.
-Initiated study of commercial developments in
packaging materials, resulting in adoption of many cost-reducing
methods and procedures without lowering the quality of the
"package". This involved employment of cheaper grades of lumber
and plywood, tri-wall containers, adhesives, fiberglass, molded
products, etc.
-Installed batteries of heavy-duty circulating
fans at open loading doors to promote effective removal of heat
trapped in depot at closing time.
Q
-Initiated measures, in conjunction with other
components, to reduce through-put time at depot to five days
or less and reduce backlog to S00 line items or less. These
targets have been reached and are now steadily maintained or
improved upon.
Design and Specification Unit (U)
-Completely reconstituted the packaging
laboratory, which had been virtually inactive since 1974, and
initated a systematic updating of all Agency packaging
specifications, the expansion of packaging developmental services,
and a re-establishment of the vendor packaging program.
-Completely reconditioned the environmental
chamber for package testing.
-Acquired new polytite machine for bubblepacking.
-Acquired new magnetometer for the preparation of
hazardous cargo.
-Acquired vibration meter/accelerometer used in
the testing of experimental packs.
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SUBJECT: CORE Activities (U)
Consolidation, Repair and Disposal Section (CR1DS) (U)
-Established new General Services Administration
(GSA) Inspection Center (Pickett Street Warehouse) for the
inspection of Agency material declared excess through GSA.
-Maintains environmental chamber at Pickett
Street Warehouse for storage of special paper products and other
items requiring heat/humidity considerations.
-Developed and maintains viable disposal mechanism
through Fort Belvoir Disposal Office that has greatly accellerated
speed at which depot can move excess materials from its account.
-Systematically disposed of all Agency excess
equipment that had been moved to the Navy Yard for temporary
storage when the was condemned
and had to be evacuated.
Depot Support Section (U)
-Acquired new 15,000 pound capacity forktruck
(yardlift) to handle outsize cargo especially in outside
storage.
-Placed on order quantity of $35,000 worth of
cargo racks as part of ongoing storage rack reconfiguration
program.
-Acquired automatic floor striping machine for
lane and aisle layout.
Storekeepers - Unit I and Unit II (U)
-Installed two each Console-Type Electronic
Automatic Retrieval Systems. These units feature controlled
stockage, rapid retrieval of stock, more precise inventorying,
parts cleanliness, etc., while reducing by 2/3 the amount of
space needed formerly to maintain the stock.
-Acquired one large and one small portable
stretch-wrap machine for enclosing stock in plastic wrap to
ensure cleanliness of stock and promote stability of cargo.
Another large portable stretch-wrap machine is also on order.
Safety, Security, and Maintenance Section (U)
-Installed steel safety gates at all cargo doors
to prevent unauthorized entry through those openings.
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SUBJECT: CORE Activities (U)
-Established a cost-effective maintenance,
repair and replacement program for forktrucks which has reduced
number of trucks from a total of 38 to 30, expanded the number
of hours worked/per day by each unit, increased battery
efficiency, and deferred replacement of forktrucks during 1981
and 1982.
-Acquired a selection of fork extensions and
longer forks to promote better cargo handling and positioning
in the racks.
-Established acceptable safety-shoe program under
control of the BSO Officer.
-Promoted safety and security through courses
administered by the Safety Officer and the Medical Technician.
Freight Traffic Branch (FTB) (U)
-In October 1980, with the assistance of Data
Control Unit personnel, initiated a computer program which
tracks monthly the obligations made against the Single
Transportation Allotment (STA). This program also produces a
monthly listing of transportation expenditures by major
component. The program, which replaced a manual system formerly
in use, has resulted in a marked saving in man-hours.
-In February 1980, establishment of the
Support Flight provided a secure scheduled means of trans-
porting Agency materials to Since its
inception, over a quarter million pounds of cargo has been
carried to the field at a pronounced saving over rates that
would have applied if commercial air routes had been used.
-In coordination with MFB/PEPS for the
ement of large shipments to certain areas and the 25X1
through the use of sea-containers. ese 20 to 40
0o aluminum containers which convert readily to over-the-road
trailers, provide excellent protection from weather and rough
handling and enable shipment of cargo with but minimum packing.
Through this technique a substantial saving in both manpower and
material is realized.
-Maintains an ongoing program for the careful
scheduling of pickups and deliveries, both in and outside of the
local area, to ensure fullest utilization of =vehicles and to 25X1
promote the consolidation of cargoes wherever practicable. This
program is very cost effective in terms of manpower and fuel
conservation.
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SUBJECT: CORE Activities (U)
fleet of over-the-road vehicles is
designed to meet the many varied requirements of the Agency.
In order to promote effective maintenance, minimum stockage of
repair parts, improved driver training, etc., vehicle engines,
transmissions, differentials, brake systems, controls, wheels,
tires, lighting systems, etc., have been purposely standardized
throughout wherever practicable. This standardization program
has been significantly cost-effective and through it our diesel
vans and tractors, for example, can haul cargo at an average of
97 cents per mile and have a life expectancy up to 400 thousand
miles.
-Installation of an electronic direct-readout yard
scale now enables the weighing of truckloads on the depot premises
and also accommodates outsize cargo that is beyond the capacity
of the depot interior scales.
Receiving Branch (RB) (U)
-Assumed responsibility for E::~ile Room in 25X1
-Established records reduction program which has
significantly streamlined file room procedures in anticipation
of absorption of all subsidiary files maintained
-Implemented "write up of receivings on the dock"
procedures to streamline traffic flow.
-Regulated receiving procedures for external
direct-delivery points.
-Arranged for regular input to ICS of current,
pertinent Testing and Inspection (T&I) information.
-In conjunction with Office of Communications,
regulated T&I scheduling of receivings and, in that way, reduced
T*I of receivings by 32 percent.
-In conjunction with Procurement Division and
Office of Finance, developed "expedited payment" procedures for
selected procurement actions.
General (U)
Core Office Complex has been constructed
and occupied. In addition, extensive area over offices affords
ample space for much of PIPS packing materials, BSO materials,
and a selected quantity of depot stock.
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SUBJECT: CORE Activities (U)
-Automatic treadle-operated doors have been
installed at front entrance and the hallways redecorated.
-The Safety and Security Officer has been
permanently assigned to an office located near the main entrance
for close monitoring of activities there and the Security Guard
Control Room has been cleared of unnecessary equipment, the
phones replaced, and painting and decorating of that room is
expected shortly.
-The automatic file system in the depot central
file room has been replaced.
-The Guide-A-Matic Train System has been
completely retrofitted and changed to a two-unit system with
sidings established at various locations in the depot. The
track layout has been completely re-configured and provided with
optional paths.
last year.
-Reduced overtime by 10 percent over same period
-Additional DACs have been provided to DCU and
DAC positions have also been established at CR&DS and RB. Direct
access to the computer by these functions should be very cost-
effective through the elimination of paperwork and information
time-lag.
-Installation of vestibule entrance to Small
Purchase Branch (SPB) receving dock has contributed to employee
comfort and energy saving in the cold weather.
-SPB program to combine "buying trips" has
resulted in significant reduction of vehicle usage with resulting
energy saving.
2. Proposals for future savings, efficiencies, or cost
avoidance are as follows:
Economies could be obtained by consolidating all Agency 25X1
wide transportation arrangements in the Office of Logistics. At
the present time, two military detailees assignedi --I 25X1
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SUBJECT: CORE Activities (U)
Logistics positions assigned to various area divisions
and staffs should be transferred to the OL. This arrangement would
greatly improve OL's ability to control its own destiny and should
subsequently by standardization and better support being provided
to its customers. The Office of Communications long ago recognized
the benefits of such an arrangement. (U)
plans to purchase a small portable processor for
fingerprint removal and bluing of small quantities of weapons. The
purchase of a smaller unit will result in a cost avoidance of $1,000
per annum by not having to utilize a much larger and more expensive
equipment for small quantities. (U)
I Ialso plans the purchase of computerized scales for
their fork li is to preclude separate handling of the material for
weighing. (U)
-Enclose both shipping and receiving docks, provide
suitable dock equipment, and install inflate-a-seal padding at
truck openings to prevent heat loss.
-Insulate depot roof with suitable reflective aluminum
paint to lower summer eave-temperature and promote employee
comfort.
-Relocate RB dock activities from front of depot to
side of depot next to shipping dock and add second cargo door
at that position. This will promote cross-dock activity and
bring all RB operations to one area.
-Relocate the refuse compactor to a more suitable spot
at the depot.
-Re-surface the depot exterior grounds.
-Provide a long-lasting seal to depot concrete floors.
-Replace the obsolete depot heating units with modern,
dependable, energy-saving units.
-Refurbish the exterior Butler Buildings and construct
a temperature controlled chamber at the rear end of
for storage of hazardous materials in accordance with approved
OSHA standards.
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SECRET
SUBJECT: CORE Activities (U)
-Install energy-saving aircurtains at the three dock
doors leading to the shipping/receiving docks.
-Re-configure storage racks throughout the depot to
provide optimum storage capacity and improve the flow of
materials in conjunction with the re-activation of the Guide-A-
Matic Train System.
-Reconsititute metal furnitu , repair, and
issue methods used in Bulter Buildings to ensure
adequate support to Logistics Services Division.
-Develop an emergency power capability that will
ensure depot operation during power outages.
-Refurbish old MFB offices and convert them into all-
purpose conference room/classroom.
-Re-configure and refurbish storage rooms on westside
of depot building to improve controlled storage activities.
-Expand and update restroom facilities at depot in
conjunction with re-configured office and laboratory areas.
-Eliminate work-file duplication by combining all files
in the depot central file room.
-Relocate main gate guard-shack to median strip.
-Erect a 20,000 square foot temperature controlled,
air supported structure in vacant lot in southeast corner of
depot grounds. With its capacity to accommodate twenty foot
high racks configured for the Raymond Extended-Reach Fork Trucks,
such a structure would provide a storage capacity greater than
half the present main building at the depot.
3. Please contacti should
additional information be required.
SECRET
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For Relea 2 /10/1 P~DP87-01146ROO0200030015-2
MEMORANDUM FOR: Chief, Plans and Programs Staff, OL
Chief, Supply Division, OL
1. The following information is provided in response to a
request from the Deputy Chief, Plans and Programs Staff:
a. Supply Management Branch Reorganization:
On 6 April 1981, the Supply Management Branch, SD,
began testing a reorganization plan on a temporary basis. The plan
proposes changing the branch from a commodity team concept to a
functional group operation. Improved effectiveness, increased production
and greater flexibility in planning leave, training, and work schedules
are among the many benefits expected from the change. Ln.f.act, after
two.t.hs__.t-rial -period, most -predictions are- holding true. -Of special interest.is the reduction in the amount of time required -.._to._
process a requisition through--SMB.--"A---study conducted in November 1979
revealed that 3.52 calendar days were required to process 1034
requisitions. A recently completed study shows that it took an
average of 1.65 calendar days to process the 1162 requisitions
received in May 1981. The reorganization plan may be adopted after
a six-month trial period.
b. Federal Automated Requisitioning System (FARS)
FARS became operational 8 April 1981. The system is
designed for automated interface with automated GSA FEDSTRIP and DoD
MILSTRIP systems. Permits the processing of requests from computer
to computer, thus greatly reducing manhours and manual processing.
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c. Implementation of new Overseas Storage Location:
Arrangements were made with the Regional Support Activity in
to store safes and typewriters in an effort to
reduce overseas response time. This arrangement has worked well to
date and can be expanded subject to availability of storage space.
d. Use of Funds for Weapons Sold to the Department of
Defense: The Supply Division has forwarded a proposal to OGS
which, if approved, would permit OL to utilize funds for weapons sold
to DoD for the purchase of like ordnance materiel. FY80 Sales
amounted to $68,000.
e. Field Administration Course:
Arrangements were made to hire a retired Senior
Logistics Officer as our independent contractor to instruct the
logistics portion of the Field Administration Course. OL was unable
to identify an appropriate individual to instruct the course whose
position permitted the assignment of additional duties which require
eight weeks per year.
f. Fabrication of cleaning rod handles from section of the
Ml0 cleaning rod. Savings related to the cost of the handles and
intangible benefits derived from expedited shipments - $2,000.
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i. a. Utilization of 433rd for air drop testing - $50,000 yrl,
j. Fuel Conservation Program:
1. Establishment of a bus route through the installation
to transport employees to and from work cites
f..
$418 yearly
2. Elimination of school bus run by motor pool
vehicles - $9,000-yearly
dc. Acquisition of bicycles for on-post and employee travel
and acquisition of two fuel savings.. 1/2-ton Army mules with
2 cycle engines for-transporting small loads on-post - $7,000 yearl-
3. Reduction of courier tripse.to
5 to 3 per week. - $1,165 yearly.
1. Modification tot
25X1
The center door of this
security storage area was modified to accommodate the entry and
exit of 463L Air Force pallets. This modification allows single
for out-going
? 1
25
shipments, and serves as an overnight and weekend receiving are
n. During FY80 OL acquired. 155,449 in property from tno
excess list for various Headquarters elements. To date we have
acquired $11,924 in FY81. Both of these figures represent cost
avoidance and are in addition to the economies realiz:c' ?) II
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2. Proposals for future savings, efficiencies, or cost
avoidance are as follows:
a. anJ2bc p-a-tad the purchase of a small portable
processor for fingerprint removal and bluing of small quantities
of weapons. The purchase of a smaller unit will result in a
cost avoidance of $1,000 per annum by not having to utilize
a much larger and more expensive equipment for small quantities.
b. =also anticipates a purchase of a computerized scale
for their fork lifts to preclude separate handling of the materiel
for weighing.
c. Economies could be obtained by consolidating all Agency
wide transportation arrangements in the Office of Logistics. At
the present time,
25X1
25X1
Logistics positions assigned to various area divisions
and staffs should be transierrod to the OL. This arrangomt
would greatly improve OL's ability to control its own destiny
and should subsequently by . standardization and better suns
being provided to its cus tomors . The Off ice of Cc:nmunicati. .,..>
long ago recognized the benefits of such an arrangement.
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COST REDUCTION SUGGESTIONS
1. Eliminate the Agency propaganda sheet (Public Affairs newspaper clipping
service).
2. Stress the use of secure conference telephone calls in lieu of TDY
travel by Contracting Officers and Technical Representatives.
3. Arbitrarily establish cuts in the service levels provided in the
Headquarters area and ensure that services are cut, not just the
funding for services.
A. Eliminate or reduce partition moves within an organization's
perimeters (organization equals operating Impose
(say) a fifty percent quota on each organiztion and let them
decide which or their internal moves will be accomplished.
B. Ditto telephone service.
C. Spend some money to save some: push the office excellence
program of refurbishing metal furniture, get it all done now,
and then decline new furniture requests.
4. Eliminate the use of cost saving 'guidelines' for energy savings,
use of non-published gmi telephone lines, etc. Either set a rule
that can (and is) enforced, or save the time and effort of issuing
the guidelines.
5. On a much larger scale, let's rationale the organizations within CIA
to align authorities with responsibilities. Basic structure of the
Agency is 25 years old; basic structure of the DDA is 30+ years old;
basic structure of logistics is older than Moses. The world has
changed; the mission has changed; technology has changed; laws and
regulations (and attitudes towards them) have changed. Given that
change, are our structures responsive to today's requirements.
NOTE: CIA is a lot more like the Dept of Agriculture today than
it was 10, 20, years ago!
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